| Maintaining profitability is the primary goal of any | | | | being paid at the same rate, & Operations must |
| business enterprise. | | | | also cover the cost of an additional Agent or resource |
| 1. Quality is only as important in so much as it | | | | to meet the coached Agent's call volume. To a |
| reinforces the primary goal | | | | Manager responsible for monitoring Service levels |
| 2. Quality costs money | | | | & Queues the statement, "Quality costs money." |
| 3. Quality which exceeds required expectations is | | | | seems readily apparent. It is no wonder that in the |
| counterproductive raising standards & client | | | | minds of many in Operations, it is imperative, that |
| expectations thus increasing cost. | | | | Quality keep coaching or mentoring to a minimum thus |
| 4. Quality should never hamper Operations, Quality | | | | having as little impact on Operations as possible. |
| costs money, Operations make money. | | | | All Quality initiatives should be reviewed to minimize |
| 5. All Quality initiatives should be reviewed to minimize | | | | cost & to determine if integration with Operations |
| cost & to determine if integration with Operations | | | | is possible thus maximizing profitability. |
| is possible thus maximizing profitability. | | | | Everyone likes winning something. One of the most |
| 6. Always determine prior to implementation who is | | | | prevalent methods to promote Quality is incentives. |
| responsible for paying for any Quality Initiative | | | | Great consideration must be given when the incentives |
| 7. Quality Standards are flexible | | | | are tangible items. This includes actual prizes as well |
| 8. A productive worker with low Quality is preferable | | | | as cash bonuses & time off incentives. The latter |
| to a high Quality worker who does not produce. | | | | can cause multiple problems from an Operations point |
| 9. Never confuse High Quality with success as a | | | | of view, both with initial scheduling & with meeting |
| business. Many High Quality Companies go bankrupt. | | | | unexpected service level spikes. As mentioned above |
| 10. Client and Outsourcer Quality Goals are not the | | | | it is often very difficult to directly measure an |
| same | | | | incentive's effectiveness in improving overall Quality |
| I'm sure there are many shocked Quality Analysts | | | | over an extended period of time. Certainly over the |
| reading the above & shaking their heads. This is | | | | course of a few days or weeks depending upon the |
| not something we're use to reading. | | | | length of the incentive an improvement maybe noted, |
| But I assert the above are not only true, but are the | | | | however it is after the incentive has concluded when |
| underlying factors in decisions made by Outsourcers | | | | an evaluation must be made. If no lasting improvement |
| when developing Quality Strategies for their | | | | is noted then the incentive failed. One of the dangers |
| companies. It's important to note that the majority of | | | | of incentives & a compounding reason Operations |
| Senior Management Staff are promoted from an | | | | looks upon Quality as a 'money pit' is the need for |
| Operations not Quality background. Most if tasked with | | | | continuing, repeated & costly incentives with |
| Quality will as quickly as possible try to return to | | | | minimal lasting results. To avoid this Quality incentives |
| Operations, feeling the Quality path is a dead end if | | | | should include as many Operational goals as possible, |
| seeking advanced promotions. It's been my experience | | | | with determining & readily measureable success |
| that even those in the IT field have more potential for | | | | factors. Also tangible incentives should be used only as |
| advanced promotion, than those tasked with Quality | | | | a last resort, with other 'non-tangible' rewards offered |
| Compliance. | | | | whenever possible. This will lower the cost of any |
| Look around you, how many of the Managers you | | | | Quality Incentives offered, allow them to be offered |
| see were Operations Supervisors, & how many | | | | more frequently & reduce the impact on the |
| of the company's Directors or VPs were Managers? | | | | Account as a whole. |
| Now how many Quality Analysts/Auditors are VPs | | | | Always determine prior to implementation who is |
| with your company? If you're fortunate you may work | | | | responsible for paying for any Quality Initiative |
| for a Company large enough to have a specific | | | | It can't be emphasized enough the importance of |
| Quality VP position, but if you look close enough I'm | | | | confirming exactly who is responsible for the cost of |
| sure you'll find they still answer to someone with an | | | | an incentive prior to its implementation. Program |
| Operations background. | | | | Managers have a finite budget. They are fully aware |
| I'm reminded of the Rodney Dangerfield saying, "I don't | | | | of the obligations outlined contractually regarding the |
| get any respect!" | | | | cost of any incentives run on behalf of their client. Any |
| Bottom line if you're ambitious, avoid the Quality | | | | incentive should be approved by them prior to |
| Department. | | | | implementation. Some Call Center Quality Departments |
| So why is it this way? Why is quality looked on as 'the | | | | have their own budgets. Don't assume the Program |
| poor stepsister'? When reviewing most articles on Call | | | | Manager will make up any shortfalls in the Quality |
| Center performance, Client Satisfaction, & | | | | Budget. A word of advice, be prepared to justify |
| Customer Relationship building, one gets the impression | | | | exactly what the Quality Incentive will achieve, how |
| the exact opposite is true. In fact, most authors assure, | | | | success will be measured, & exactly how much it |
| & reassure that Quality is number one, driving all | | | | will cost. Did the client target these areas for the |
| business decisions. Why the confusion? | | | | incentive? Does the incentive affect production? When |
| I don't profess to be an expert on the Abstract | | | | was the last incentive? How much of the incentive |
| Business philosophies forwarded by some, or even the | | | | needs to be covered by Operations? These are |
| careful, meticulous calculations made by others. My | | | | common questions asked, so be prepared to modify |
| assertions are simply based on over a decade of | | | | or postpone an incentive offer. |
| observations, by myself & others dealing with | | | | Quality Standards are flexible |
| multiple Contact Centers & dozens of Clients. | | | | Whereas Operational goals are set standards, Quality |
| Most Authors write from a very academic point of | | | | expectations are frequently adjusted based on tenure, |
| view, even those with prior direct experience focus on | | | | changing client standards, & most importantly |
| an 'ideal', rather than a 'real world' approach which | | | | operational requirements. Most Clients will expect a |
| recognizes profit as the driving force when assessing | | | | minimum level of Agent competence. A QA must be |
| the worth of Quality. Also many of these articles are | | | | very flexible in adapting to the changing standards |
| created by Authors with quality backgrounds, who | | | | based on the Client's changing goals, & the |
| want to appeal to their readers by inflating the | | | | demands of Operations in meeting the contractual |
| importance of Quality despite the ready observations | | | | obligations. Agent calibrations between all Internal |
| of those reading the articles. As many QAs can | | | | & External Graders are paramount to insure |
| testify, the majority of monitored Agents are not | | | | consistency. QAs must also determine what standards |
| professionals; they view the position as a job, nothing | | | | need to be measured & which need to be |
| more. Many are students earning money for tuition, | | | | tracked. As Quality Goals are flexible, it is not essential |
| retired or second income earners, interested in | | | | they all be reported to the Program Manager. Many |
| supplementing the income of the primary provider. | | | | Program Managers will ask that only the most basic |
| Despite the efforts of the most dedicated Training | | | | Quality Scores, based on the contractual requirements, |
| Staff, it must be recognized that with the varied | | | | be reported. Quality tracking results must often be |
| educational levels, background experience, & | | | | discarded due to these changes, so communication |
| aptitude, the expected level, of commitment & | | | | with the Program Manager is vital to avoid time & |
| professionalism as professed by many Authors is | | | | effort wasted. |
| highly unrealistic. | | | | A productive worker with low Quality is preferable to |
| Many Analysts start to feel isolated, believing they | | | | a high Quality worker who does not produce. |
| must be doing something wrong. It's important to note | | | | An evaluation of Agent Performance is dependent on |
| there are very few Associations specifically for the | | | | a number of metrics of which Quality is only one. |
| Call Center Quality Professional, and even fewer | | | | Productivity as defined as an Agent receiving calls |
| which offer any type of accreditation. Compare that | | | | thus reducing Call Volume which is the primary |
| with the numerous Call Center Management | | | | concern of Operations. As such an Agent with less |
| organizations offering various levels of training & | | | | than perfect Quality is considered more valuable than |
| certification. I don't know how many QAs I've spoken | | | | one whom takes fewer calls, but has a higher Quality |
| to who remark how their Call Center doesn't work like | | | | score. Many would disagree saying the higher Quality |
| that, and they wish they worked where it did. Sadly | | | | Agent would actually reduce the number of incoming |
| they don't realize this 'ideal' Call Center just doesn't | | | | calls, and thus Call Volume, because of an increase in |
| exist. They become frustrated, & coupled with the | | | | One Call Resolution & fewer repeat calls. The |
| limited opportunities for advancement, leave to follow | | | | flaw in this theory is the realization that the majority of |
| other pursuits. | | | | Agent calls are caused by factors not controlled |
| The purpose of this article is to frankly, & openly | | | | directly by the Agent, & although some calls |
| discuss the role of quality in a contact center. To | | | | maybe generated by Agent error, the number would |
| borrow a line from a popular news network, I'll be using | | | | still not outweigh the number handled by a quicker but |
| a 'No Bias, No Bull approach'. I do understand that there | | | | less 'perfect' Agent. Others would also contend that |
| may be a Center out there which practices the ideals | | | | the 'Higher Quality' Agent would handle the calls more |
| promoted by the aforementioned Authors. If you work | | | | efficiently, so would handle more calls per hour & |
| at one, congratulations, you're in the minority, & I | | | | reduce Call Volume. In a perfect world this would be |
| hope this article will help you further realize how lucky | | | | true, however it has been my experience that even |
| you are. For everyone else, I hope this article will help | | | | those Agents with exceptional Quality, will at best, take |
| you understand why certain decisions are made, | | | | only marginally more calls than those with much lower |
| & to reassure you, that you're not alone in your | | | | quality results. It is false to assume a lower Quality |
| struggle to promote and maintain quality for your | | | | Agent would be less industrious. |
| Clients. | | | | Never confuse High Quality with success as a |
| Quality is only as important in so much as it reinforces | | | | business. Many High Quality Companies go bankrupt. |
| the primary goal | | | | I recall my first position as a Quality Monitor. I was with |
| As listed at the top of the Article maintaining profitability | | | | a well respected company, dedicated to making quality |
| is the primary goal of any business enterprise. This is | | | | their number one concern. Many of the assertions |
| fact; we're in business to make money. Now, this | | | | made here, just didn't apply. Senior Management |
| simple concept seems to lead to great deal of | | | | dedicated every possible resource to improving Quality |
| confusion when looking at Quality. Some believe you | | | | & the overall customer experience. As I stated I |
| can't be successful without a high level of Quality, | | | | was new to Quality & really didn't understand how |
| exceeding expectations if possible. In my experience | | | | Operations worked, the importance of Service Levels, |
| this is a false assumption. I've been involved in | | | | or even how the time spent coaching & mentoring |
| numerous campaigns where the quality, when | | | | could have a detrimental effect on profits. I was after |
| measured was barely satisfactory, yet the client | | | | all improving Quality. So it came as a complete shock |
| involved was very profitable. The numerous variables | | | | when this well respected company went bankrupt |
| which determine profitability are well outside the scope | | | | & was purchased by another Outsourcer. Now |
| of this article. Suffice to say quality maybe one, but is | | | | the new owners had no illusions as to the importance |
| not the primary concern & in many cases may | | | | of Quality, & I quickly learned about profitability, or |
| only be a minor consideration. Consider a fast-food | | | | as my Manager would say, "How your bread is |
| franchise. Would you consider the Quality of the food | | | | buttered?" The Quality staff was reduced from 32 to |
| exemplary, excellent, good or at best mediocre? Yet | | | | 6, with multitasking with Operations being the norm. |
| there can be no argument as to the profitability of the | | | | Overall quality dropped by over 25%, & the new |
| venture. It's hard to argue when billions have been | | | | owners posted a record profit. Most Contact Centers |
| served. | | | | do try for a more balanced approach but, I'll never |
| Quality costs money | | | | again have the illusion as to which side Operations or |
| Now whereas profitability may not include quality, | | | | Quality "wears the pants?" in the relationship. |
| quality does require profitability, or more specifically, | | | | Client and Outsourcer Quality Goals are not the same. |
| resources to implement. Unfortunately in many | | | | Never forget who you work for. Now this sounds like |
| Centers, Quality is considered the cost of doing | | | | a simple enough statement, but with Quality's close |
| business. The Quality Program is designed to meet | | | | association with each Client's goals, it is very easy to |
| contractual obligations as specified by the Client, or to | | | | confuse what is best for the Client, & what would |
| protect from possible future litigation. It is true, that | | | | be most profitable for your company. Know your |
| Quality improvements can lead to actual saving and to | | | | Contractual Obligations. Every Client will gladly accept |
| revenue increases. These increases must be weighed | | | | any additional Uptraining, Incentives or Development if |
| however with the costs involved in the establishment | | | | they're not responsible for paying for it. However it's |
| of any Quality Program. When evaluating the costs of | | | | safe to assume your company's CFO or Center |
| any Quality Initiative consideration must also be given | | | | Manager would have a slightly different opinion. Just as |
| to the initial cost, delay before seeing results, & | | | | importantly, & a problem more commonly |
| evaluation that the increased profitability was due to | | | | encountered is that which was mentioned earlier, |
| the initiative, & not some other factor. | | | | exceeding the Contractual Obligations. It is important to |
| Quality which exceeds required expectations is | | | | keep your Clients happy; however as with any service |
| counterproductive raising standards & client | | | | based business, the number one goal is to minimize the |
| expectations thus increasing cost. | | | | costs of providing that service, while maximizing profit. |
| Now while at first this may seem counter intuitive, upon | | | | I sincerely hope this article will provide you with 'real |
| further evaluation the truth of this statement is quickly | | | | world' insights you can use to evaluate the |
| evident. If the client has set specific target goals for | | | | effectiveness, & direction of your current Quality |
| quality, & the Contact Center Team repeatedly | | | | Program. I've avoided including references to Sales |
| meets or exceeds these targets, it is expected the | | | | & Technical Support. In the case of the former |
| Client will increase the Target Goals. This compounds | | | | conversion rather than service levels, is the driving |
| the costs of any Quality Program, where the Contact | | | | force for profitability, whereas Tech Support follows a |
| Center must cover the initial costs of meeting the | | | | similar model to General Customer Service. |
| original goal, then the additional costs of meeting the | | | | Everyone will not agree with all, or even some of my |
| new expectations. As such there is no incentive for | | | | assertions. I'm not an expert in economics or cost flow |
| Management to reward or encourage initiative to | | | | efficiency, & everyone's experiences are different. |
| exceed the expected standards as this will in fact | | | | Although it may appear that I agree or even concur |
| cost the company more money. This is often a source | | | | with the assertions being made by the Operations |
| of great frustration for a QA, who is in fact being | | | | Professionals I've worked with, I do not. However as |
| asked to do the job insuring quality to the level required, | | | | stated, the point of this article is not to debate these |
| not to the best of his/her abilities. | | | | assertions. I'm not interested in changing the opinion of |
| Quality should never hamper Operations, Quality costs | | | | the importance of Quality by Operations. I merely wish |
| money, Operations make money. | | | | to recognize them, to outline their impact on Quality, |
| With most contracts based on the number of calls | | | | & assure the majority of Quality Analysts who |
| answered within a specific time frame Operational | | | | have to deal with these realities, they are not alone. |
| Profitability is clearly defined & measured. Quality | | | | I enjoy being a Quality Analyst; I have no aspiration to |
| does not have the same cause & effect | | | | be a Vice-President, or a Call Center Manager. I get a |
| relationship when verifying effectiveness and justified | | | | great deal of satisfaction assisting others in reaching |
| profitability. In simple terms there is a 'grey' area. | | | | their full potential. If you feel the same, then welcome |
| Agents removed from the Production Queues for | | | | aboard, if not don't get frustrated, some of the best |
| coaching & mentoring have a direct effect on | | | | Supervisors I've known started out in the Quality |
| Operations profitability. An Agent in coaching is still | | | | Department. |