In my opinion, there are few processes in a contact center environment as critical as monitoring the quality of contacts. Surveys confirm that most contact centers conduct regular quality monitoring, but too often, the focus is still on the monthly average quality score for the center. Contact centers exist in nearly every industry you can think of, from companies that manufacture a product as unique as shrimp pealing machines, to those that support utilities and financial services. Regardless of the industry, the contact center exists for a specific purpose, and provides a service that needs to be evaluated through monitoring the agent’s interaction with customers. So think about it – who else in the organization really cares about the results of your quality monitoring (QM) efforts? What information, besides the monthly average score – is shared outside the walls of the contact center?
The basis for conducting quality monitoring is to make sure that we understand and focus on customer needs, but a well-structured quality monitoring program also highlights the contact center’s value and support of other strategic initiatives, such as increased sales, customer retention. Who should know about customer’s responses to sales campaigns and incentives? The key to establishing an effective QM program, one that other departments also care about, starts by recognizing and communicating the role of the contact center.
Define Role of the Contact Center
Just as there is a framework for supporting effective contact center management, we also need a framework to create a successful quality program. Defining the contact center’s role and mission is the first step.
Contact Center Mission Statement
Is there a stated mission and vision for your contact center that defines how the contact center supports the goals of the organization? Does everyone know it and understand it? If you don’t have one, I encourage you to get a team together (agents included), and begin to draft the mission. The key to creating a successful quality program in the contact center starts with a clear understanding of the role the contact center plays within the organization – and the mission statement provides the direction. Numerous contact centers have fine-tuned their quality monitoring efforts with this first step of defining the center’s role and creating their own mission statement. Start by asking: How does the contact center support strategic organizational goals?
Once the role of the contact center is clear, it becomes easier to develop the rest of the framework – define the goals for quality monitoring and from there, develop effective evaluation criteria. I’ll share thoughts on those in my next blog.
Stay tuned for my next blog and the next step in the framework – Developing your Quality Performance Standards – or the behaviors that define quality customer service for your contact center.