Quality Assurance Vs Team Supervisor
Good Afternoon All
Our Quality Assurance Role is a new one and as yet still only a one person show (so me basically).
One question I would really like to find an answer to is if your contact centre has a QA Team that conduct all your monitoring are they also ultimately responsible for the feedback/coaching or does QA advise the Team Lead and then they conduct the feedback?
Question asked by ERAC123
QA Team give the feedback
The feedback process varies from centre to centre, but the best example I have seen is where the QA Team give the feedback with the Team Leader present during the feedback session. This means the agent gets direct feedback without any dilution or enhancement from the Team Leader. In addition the Team Leader also gets to hear what QA consider to be the agents strengths and weaknesses and can focus support and coaching on the most needy areas.
With thanks to Janette
Separate feedback session
First of all thank you for the reply
Secondly would this be as part of the existing one to one or a separate feedback session?
In a way it could be part of either as the one to one discusses development and progression however at the same time there could be a lot to discuss in terms of the feedback so a separate meeting might be needed.
Its a tricky one
With thanks to ERAC123
Separate sessions
Hi, you’re right in that it could be done either way but I would recommend separate sessions for the feedback from your call monitoring. I am not sure of contact centre industry best practice as a whole but in Financial Services, the QA teams are generally responsible for checking that the call complies with relevant legislation as well as checking for pure quality related issues. In this example, it is important the QA team is seen as a separate function from performance management and personal development. Having focussed feedback meetings creates a clear differentiation between the two functions. Hope this helps.
With thanks to Janette
Typical behaviour
That’s great thanks for the feedback Janette.
Any more examples or typical behaviour relating to this would be gratefully received.
Thank You
With thanks to ERAC123
I do not have to hire a QA team member
In my contact center, all my Team leader’s are certified quality coach, hence I do not have to hire a QA team member. However i have a QA team which does takes care of the compliance & Audit’s and conducting quality awareness programs across the floor along with call calibration of TL’s quality scores . This has been working for me for the past 5 yrs and the quality has been excellent .
With thanks to mathewe2s
How do you become a certified quality coach
That sounds interesting, how do you become a certified quality coach? Is that a training course run by a specific company or is it a nationally/internationally recognised certificate?
Just another thing that I want to look into as this may really help.
Thank You
With thanks to ERAC123
Coaching stage
Hello again All
Just wanted to see if anyone else could advise on the coaching stage employed at their CC.
Very soon I will be trailing QA being solely responsible for NICE evaluations thus freeing up the supervisors to deal with immediate queries and form coaching packages for their agents. However still want to get an input into how my feedback would get to the agents involved.
Again whether I can raise any points of concern to the Supervisor for them to address or if it would be better first hand.
With thanks to ERAC123
Demonstrate compliance
what are you doing to demonstrate compliance and how do you deliver it
With thanks to daxzentzu
Compliance to meet
As we are a service centre we don’t currently have any compliance to meet so at the moment its not an issue.
With thanks to ERAC123
SLA (service level agreement)
Interesting, is there a SLA (service level agreement) for an internal or external customer.
With thanks to daxzentzu
80% of all calls
80% of all calls answered within 15 seconds and 90% within 30 seconds.
Which is one of the reasons my department is trying to take as much work load from the TM’s so they can have more time to focus on this and coaching and development as possible.
With thanks to ERAC123
Qualitative measures
do you have any qualitative measures
With thanks to daxzentzu
Quality Assurance Vs Team Supervisor
Quality Assurance Vs Team Supervisor….nice way putting it and this is reality as you grow in size. It will differ from one ctr to another ctr but size does play a role here. In our ctr, we have 300 agents & 30 TS working on shift in a 24/7 ctr. QA works normal hours, looking at compliances & quality, feedback to TS for further coaching to agents. This is done on weekly basis but problem of dilution or enhancement from the Team Leader as per Janette says will occur. Hence we have regular scheduled calibration with all TS, put up monthly newsletter to all TS & agents highlighting areas of strength & weakness & also remind on compliance matters. Plus have an avenue for agent to feedback to QA…it helps. Yes QA is seen separate from the rest.
With thanks to Adre
QA scoring forms
could anyone share with me their QA scoring forms? or at least the key issues they look at?
thnks
With thanks to chege
QA Scoring Form
Customer Service Process
Documentation
Interaction Skills
Etiquette
With thanks to Suzette
Scoring and Partnership
It is imperative that everyone is on the same page, but not necessarily the same team. The QA team and the Supervisors should have the same goals, the same standards, and the same accountability. The only difference is that QA should be a neutral party; fair, unbias, by the book. The Supervisor, however, can take into account the personality and learning style of the agent to provide feedback and coaching in a way they may be more receptive to. QA identifies issues, Supervisors fix them. But the supervisor should be evaluating too. They should know the general performance level of each of their agents and the goals the individually have to improve their own performance. QA only is not enough and not seeing them as a joint venture with the Supervisors creates and “Us/Them” mentality that doesn’t benefit anyone.
In terms of scoring, you need to ask the Operation what is important to them? What are their goals? Is there a vision/mission that every interaction should support? Also, what are the customer’s expectations of you? Customers expect very different experiences when they call customer service for a auto part supplier vs. Disney. What do your customers expect and what do your agents need to do, at minimum, to meet those expectations. Further, if there are any other compliance (not necessarily legal) that should be included. Anything the must be done a specific way for a specific reason every single time. Measure what matters. Once you have your questions set, decided how much each question is worth based on the impact of how not doing it impacts the business and/or customer experience. Good luck!
With thanks to Stacy
QA and Supervisor Roles
In our call center the QA team audits the calls and scores based on a previously agreed on format with behaviors ranked from Did Not Demonstrate, Partially Demonstrated, Effectively Demonstrated and Exceptionally Demonstrated.
The auditors provide coaching notes and minor refinements and the form is emailed to the agent, the supervisor and the program manager. As the supervisor and previously an agent myself I found the form itself to be helpful only up to a certain point, so I forward the recording of the call on to my agents to listen to during down time since we’re not a center that has back to back calls.
They are expected to listen to the call themselves, see where the feedback comes from, and develop an action plan for improvement that we can discuss during their weekly coaching meetings.
This places the onus for critical thinking, self evaluation and goaling onto the agent, with guidance from me to make sure that they’re on the right track and that the goals are SMART (Specific, Measurable, Attainable, Relevent, and Time Based). This has proven highly effective for our team.
They appreciate that they are part of the process and that they are trusted to create their own goals, and they have started to give feedback from their perspective in the day to day that have provided insights that have allowed us to get ahead of certain trends in call types and put fixes into place sometimes 2-3 weeks sooner than if they had not been bought in on the idea of their own success and supporting one another.
With thanks to Danielle
QA
My previous call center I was the lead Quality analyst at some point for one of the largest newspaper company.
I would assign max 30 agents per QA. They would randomly select a call, review and use a form to grade the call. There were comment boxes for everything we looked for so we could give kiddos or coaching points. The QA would deliver the feedback. If the call quality did not improve I would join in on feedback or the supervisor would deliver it. (Based in availability) each session lasting no more than 15 mins as out call AHT goal was 5 mins.
The form used to grade was predetermined by the call center and client.
There were times where we would get so backup with new hires and off the phone availability time that I have had 2 QA audit nonstop for a day while 2 other delivered the feedback. Or at time we would print and drop off at their station with detailed comments.
With thanks to Emmanuel
