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Creating a QA Process that enhances customer experience and drives on-going performance improvement

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Creating a QA Process that enhances customer experience and drives on-going performance improvement Presented by Jackie Naughton BYC AQUA Solutions – PowerPoint PPT presentation

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Title: Creating a QA Process that enhances customer experience and drives on-going performance improvement


1
Creating a QA Process that enhances customer
experience and drives on-going performance
improvement
  • Presented by Jackie Naughton
  • BYC AQUA Solutions

2
Who are BYC?
  • Consulting and QA Services company
  • Outsourced QA we are currently evaluating more
    than 4, 000 contact centre agents every day
  • Use QA to assist our clients in driving business
    improvements across all facets
  • Passionate about protection of your brand
  • Objective, independent and cost effective
  • Twelve years in SA
  • 2.5 decades in the industry

3
Why Bother With QA?
4
Superior of great value
Looking at the QA process holistically
5
Starting Point for Effective QA
  • Clearly agree and document.
  • What good sounds like
  • What good looks like
  • Everyone shares the objective
  • Everyone involved in the process
  • Everyone measured on results
  • No surprises
  • Honesty, objectivity and full interaction
    coverage

6
Confusion..
  • We often hear.
  • Jackie I dont understand, my QA is average 90,
    yet by customers are voting with their feet

7
Quality Management Principles
8
What do a lot of contact centres do?
  • Promote good agents or long-standing agents to
    become QA Experts measuring customer delivery
  • Actual QA Skills required to be effective
  • Listening skills predominant effort without
    emotion
  • Objectivity in measurement regardless of
    historic role
  • Customer orientation
  • Accountable for business strategies people,
    process and technologies
  • Ability to recognise different customer types
  • Flexibility vs. tick sheet mentality
  • Excellent communication skills
  • Emotional intelligence
  • Life experience

9
Newsflash
  • Reading a script does not mean its a good
    customer experience it certainly doesnt
    warrant high QA

10
Some Questions?
  • What training did your QA receive to conduct
    effective customer experience evaluation?
  • What autonomy do QA have on the operations floor?
  • How integrated to team leaders are they?
  • Are they covering all customer interaction types
    equally to protect your business?
  • What pro-active insight have they provided to
    you in the last four months?

11
The Starting Point What we measure
PROPOSED OUTBOUND QA SHEET PROPOSED OUTBOUND QA SHEET PROPOSED OUTBOUND QA SHEET PROPOSED OUTBOUND QA SHEET
DEFINITIONS DOCUMENT DEFINITIONS DOCUMENT DEFINITIONS DOCUMENT DEFINITIONS DOCUMENT
ASSESSMENT CRITERIA ASSESSMENT CRITERIA SCORE EXPLANATION
INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION
1 APPLIED CORPORATE GREETING 5 The agent must clearly state that they are calling from XYZ and follow developed script.
2 CLEARLY STATES NAME AND SURNAME 5 Agent to provide name and surname in a clear audible manner at a good pace that is clearly heard and understood by the client
3 ACKNOWLEDGE CLIENT NAME IN GREETING 5 Did the Agent ask for the Client by name? When it was confirmed did the Marketer acknowledge the Client by name and greet the Client?
4 REQUESTED CONVENIENT TIME TO SPEAK 5 The Agent is to ask the client if it is a convenient time to speak. If the client says yes, thank the client. If not, ask the client when a call back can be arranged
5 REASON FOR CALL 5 The Agent is to explain the purpose of the call
6 CALL RECORDING available on request 5 The Agent is to confirm the call is recorded for security and quality purposes and is available on request
7 FOLLOW UP CALL IS CORRECT DATE AND TIME 10 If this is a follow up call, is it taking place on the pre-agreed date and time? (e.g. or does customer say "you said you were going to call me back on.")
9 LICENSED FINANCIAL SERVICE AND REGISTERED CREDIT PROVIDERS (only on first interaction) 10 The agent must clearly state necessary compliance of introduction as per script
SELLING SKILLS SELLING SKILLS SELLING SKILLS SELLING SKILLS
10 AFFORDABILITY OF THE POLICY 5 The agent should do an affordability analysis (Client earnings confirmation)
11 CORRECT PRODUCT INFORMATION GIVEN 10 The Agent must provide the correct Product Information
12 FEATURES AND BENEFITS PROMOTED 10 The Agent must promote the features and benefits of the product - a minimum of 3 fb
13 CLEARLY ASKED FOR THE SALE 10 The agent must clearly ask for the sale - and receive a clear yes from the customer before they continue with data capture.
14 ETHICAL SALE 10 The sale must be ethical, the client must not be badgered or pressured into the sale and the client must be able to afford the sale
HANDLING OBJECTIONS HANDLING OBJECTIONS HANDLING OBJECTIONS HANDLING OBJECTIONS
15 ACKNOWLEDGE RESPOND TO OBJECTION 10 The Agent should acknowledge and address the Client's objection
16 GAVE MORE BENEFITS (WHERE APPROPRIATE) 10 The agent should state further benefits and/or restate the features and benefits of the Product
18 REMAIN POLITE AND PROFESSIONAL 10 The Agent should remain polite and professional during the objection process and not take the questions or objections personally
COMPLIANCE COMPLIANCE COMPLIANCE COMPLIANCE
19 CONFIRMATION OF SALE - CLEAR YES 5 The agent must clearly ask for the sale. The agent must obtain a clear confirmation (Yes) that the Client wants to take the Product
27 ALL DISCLOURES DECLARATIONS AND WAIVERS VERBATIM, IN FULL AT LEAST ONCE IN ENGLISH 15 The Agent must read all Disclosures, Declarations, and Waivers verbatim in full and at least once in English
VOICE SKILLS LANGUAGE VOICE SKILLS LANGUAGE VOICE SKILLS LANGUAGE VOICE SKILLS LANGUAGE
28 TONE 10 The Agent's tone should be friendly and appropriate (Tone should be varied and pitch not irritating to the client)
28 PACE 10 The Agent's pace should remain consistent throughout the call, and the pace should allow the customer full understanding of all elements of the call.
28 ENERGY AND ENTHUSIASM 10 The Agent should maintain appropriate energy and enthusiasm throughout the call.
29 REMAINED POLITE AND PROFESSIONAL DURING ENTIRE INTERACTION 10 The Agent's language should be professional and without the use of slang/jargon. The interaction should be conducted so that the Client clearly understands all the aspects of the product (Mama, Boetie, Sisie, Baba are allowed for vernacular interactions, but to remain professional at all times)
30 USE OF CUSTOMER NAME 10 The Agent should use the Customers name throughout the interaction. This includes using the customers name periodically throughout the interaction (however do not over use the Client's name).
31 EMPATHY (WHERE APPLICABLE) 10 Show empathy at all times. Example If a Client complains about service apologise, do not take it personally, and explain the process that can be followed to lodge an enquiry. If a client has lost their work or a loved one, empathise with the customer.
32 EFFECTIVE LISTENING WITH VERBAL SIGN POSTING 10 Listen carefully to the Client, concentrate to avoid the client having to repeat themselves. Acknowledge feedback with varied signposting
RELATIONSHIP BUILDING RELATIONSHIP BUILDING RELATIONSHIP BUILDING RELATIONSHIP BUILDING
33 AGENT ENGAGED AND BUILD RAPPORT WITH THE CUSTOMER 15 Did the agent go out of his/her way to engage with the customer in interaction outside of the process of the call (making use of open questions to engage).
CALL CLOSURE CALL CLOSURE CALL CLOSURE CALL CLOSURE
34 PERMISSION FROM THE CLIENT TO USE THEIR INFORMATION FOR OTHER MARKETING CAMPAIGNS 10 The agent must ask the Client's permission to use their information in other marketing campaigns. Or ask the client if they mind getting other calls when a new product comes on the market
35 THANK BY NAME AND WELL WISHES 10 The Agent should thank the Client and wish them well
36 AGENT TO GIVE NAME AND SURNAME 10 The Agent must give the Client their name and surname to remind the Client who they are talking to
37 CALL BACK ARRANGED 10 The Agent should arrange a call back (as applicable)
COMPANY IMAGE COMPANY IMAGE COMPANY IMAGE COMPANY IMAGE
38 BRAND PROTECTION 25 Did the agent consistently represent the brand values of XYZ and XYZ
12
You cant be half pregnant
  • The result is either to standard or it isnt
  • There should be no colour Grey in QA

13
If you cant measure it, dont do it, if it
doesnt get measured, it doesnt get done
  • Ensure design of your QA measures is effective
  • Do not lump all activities together, i.e. Pace,
    Tone, building relationship all significantly
    different
  • Ensure your QA provides coaching feedback to
    operations not just a zero or a score
  • Ensure that QA findings are reported to
    operations in timely fashion (23, 000 customers)

14
Some more typical findings
  • With many QA reporting systems, the Total weight
    of QA measures are limited to 100 doesnt allow
    significant focus where business requires you
    have choices
  • Balance of weightings not aligned to customer
    experience i.e. heavily loaded to compliance or
    data entry balance critical to protect the
    customer experience
  • QA is perceived as big brother within
    operations
  • QA is a score sheet on agent vs. real value on
    customer insight, business processes, KPIs and
    risk
  • Many companies scoring their own homework
    inadequately trained resources conducting QA or
    those with vested interest in results
  • QA not providing value add to your contact centre
    perceived as back office process vs.
    visibility of effectiveness at every level
  • Cumbersome reporting often done manually to
    provide business intelligence relating to
    customer experience too little too late

15
Effective Measurement
  • FCR first call resolution what are the
    blockages?
  • Propensity to pay collections
  • Propensity to lapse sales
  • Product popularity
  • Sales approach 2013 relevant
  • Service approach complaint management and
    retention
  • Collections approach 2013 relevant
  • Compliance risk FSB/FSA
  • Communication style break it down
  • Brand alignment and protection overall
    experience
  • Use of auto-fails sectional or in totality
    use with caution
  • Coaching effectiveness
  • Training effectiveness
  • Recruitment effectiveness
  • Emotional intelligence i.e. use of name!
  • Relationship building
  • Balance between all of the above in total
    weighting of the QA templates
  • All information available as QA conducts
    evaluations and updates business results

16
Get the balance on design of measures right
  • Ensure customer experience has significant
    percentage
  • Ensure balance between business critical elements
    but always around customer
  • QA is there to warn internally, dont be
    frightened of results use them
  • Action findings and ensure feedback real time

17
Who Owns QA in your business?
  • Everyone owns it! It dictates your successes or
    risks
  • Customers tell us constantly if QA is making a
    difference
  • QA should be a constant discussion point at all
    levels
  • Various levels require different information
    system driven
  • Ensure its flexible to meet your business
    environments
  • Customer owns QA in your business they
    constantly tell us if were on track

18
Flexible QA gives insight on..
19
An Effective Operational QA Process
20
Leadership
  • Quality Standards need to be clearly defined and
    agreed at all levels of the business
  • Quality standards need to have appropriate focus
    on customer experience across all mediums of your
    business
  • Quality needs to be taken seriously at this level

21
People
  • Do people get the right training
  • Does everyone have access to the updated business
    strategies relating to customer delivery?
  • Do your people understand your business results
    on quality delivery?
  • Is appropriate action taken where required?
  • Do QA findings impact on salaries
  • Are your QA team qualified to measure
    effectively, objectively and across all facets of
    customer delivery?
  • Does everyone at every level of the contact
    centre understand expectations?
  • Does everyone get measured on same
    volume/objectivity?
  • Do your people get updates to QA changes and
    impact on their role?
  • Do people get motivated and encouraged to exceed
    QA standard with customers
  • To make it superior it needs to become part of
    your companies DNA

22
Process
  • Who do you benchmark against?
  • Do your results on QA enable other processes to
    ensure action taken?
  • Does everyone in the business take QA seriously?
  • Are your QA standards reviewed and changed in
    line with consumer expectations and brand
    alignment?
  • What percentage of measurement relates to
    Processes within your contact centre

23
Systems
  • Does your QA system do the work for you?
  • Are you restricted to 100 as the total measure
    you dont need to be
  • Are positive and negative deliveries escalated
    immediately
  • Does your system allow constant access via key
    stakeholders?
  • Does your system provide all reports required -
    When you want them and in format you want them?
  • Does your system show trends and risks to
    business?
  • Does your system allow reports on coaching
    monitoring and effectiveness?
  • Does your system allow optimization of QA
    resources?
  • Is your system flexible for changes as needed by
    business?
  • Does your QA system add value to the quality
    monitoring process for your organisation?

24
Continual Improvement
  • Discuss QA results at all levels
  • Agree successes and risks and take action
  • Benchmark what good looks/sounds like and strive
    towards it
  • Ensure all resources understand that QA is a
    constantly changing process to drive strategy
  • All stakeholders to be involved
  • Measure changes and impact on business

25
Decision Making Approach
  • Who decides on what the standards are today?
  • Do they have the skills to protect your business
    and customer experience?
  • Is there appropriate focus and sign off on QA
    processes within your company?
  • Get stakeholders to listen/view customer feedback
    regularly to get them involved in the process
  • Does everyone support the final measure used in QA

26
Supplier Relationships
  • Are your suppliers measured on quality of
    delivery?
  • Do you have objectivity in this regard?
  • Are there appropriate risk and reward agreements
    within these contracts/agreements?
  • Are they pro-active in protecting your customer
    delivery?

27
Regularity
  • Calibration sessions who should be involved?
  • QA process review integrate with external
    customer feedback
  • Rotate times of evaluation agents watch QA
  • Review standards of measures benchmark against
    excellence drive growth
  • Speak about QA at all levels and show results,
    highest and most improved

28
Dont be scared..
  • To report poor QA results it shows opportunity
    and honesty
  • Its an opportunity to improve your current
    Customer Delivery and QA process
  • Question why do you have to do it the way you do
    today
  • To re-launch it within your contact centre
  • To use QA results as significant KPI/impact on
    salaries
  • To be different! After all, who are you really
    kidding when not done correctly?

29
Conclusion
  • If your business is losing customers, your QA
    isnt adding value
  • If your customers dont portray loyalty, your QA
    isnt adding value
  • Have you conducted analysis on complaints and
    process breakages and then focussed on QA?
  • If your sales arent coming to fruition, your QA
    isnt adding value
  • If your QA isnt objective its a waste of
    money!
  • If you dont know the answer to some of these
    points, get professional help
  • QA is there to protect your business and it tells
    you whats not working before your customers do!

30
In Summary
  • Dont be worried about starting again on QA
  • Redesign using the model shown
  • Ensure that all parties involved
  • Ensure QA is calibrated regularly
  • Encourage leadership to listen to customer
    delivery pro-activity vs. fix and try and
    retain
  • Re-launch your standards make it fun
  • If QA sounds dull - Change the title to Customer
    Experience Measurement

31
QA is an investment make it count
  • If no value dont do it
  • It protects your business and gives valuable
    insight when done correctly
  • Its ever-changing because our customers are
  • It should be a living constant in your contact
    centre
  • Its a business critical support area to the
    entire business not solely operations
  • Dare to be different it pays off

32
Now Over to You
33
Thank you for listening
Presenter Jackie Naughton Tel 29 (0) 21 531
4487/9949 Cell 27 82 5533576 Email Jackie_at_byc
.co.za Web www.byc.co.za
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