Quality Monitoring and Assurance

Transcription

1 Development and Training Programme: Quality Monitoring and Assurance July 2011

2 Contact Details Name: Registered office address: Fifth Quadrant Pty Ltd Northpoint Level 11, 100 Miller Street North Sydney NSW 2060 Australia Australian Company Number: Australian Business Number: Name and title of key contact: Julie-Anne Hazlett Telephone: Mobile: Facsimile: jhazlett@fifthquadrant.com.au P a g e 2

3 Table of Contents 1. Overview Quality Monitoring and Assurance Our Trainers About Fifth Quadrant P a g e 3

4 1. Overview Fifth Quadrant provides customised training and development programmes to the Service Sector in Asia Pacific. Based on 15 years of research, consulting, publishing and training in the services sector, Fifth Quadrant has developed a unique series of training and development programmes for people working in the services sector, from executives to front-line staff. Our Service Leaders Executive Development Programme includes the following courses: 1. Developing an Enterprise Wide Service Strategy 2. Service Leadership Development Fifth Quadrant partners with the world s leading contact centre training provider, The Call Centre School, to deliver the specialist role and front-line training programmes. Our Service Leaders Specialist Development Programme includes the following courses: 1. Contact Centre Supervision 2. Workforce Management 3. Quality Monitoring and Assurance 4. Operations and Business Management Our Service Leaders Front-line Development Programme includes the following courses: 1. Frontline Fundamentals 2. Sales Training P a g e 4

5 2. Quality Monitoring and Assurance Quality Assurance plays an integral role in shaping culture and behaviours within contact centres. All employees will have a tendency to behave according to how they are measured, and as such ensuring that measurement criteria is fully aligned to organisational objectives is absolutely paramount to a successful Quality Assurance Programmes. Not only can Fifth Quadrant provide first rate training on Quality Assurance principals and best practice behaviours, but we are experienced in conducting in-depth, diagnostic reviews of existing Quality Assurance challenges, and provide tailored recommendations that align to organisational goals. Our Quality Assurance Review is generally a sub-set of our Service Strategy Consulting; where we work with organisations to create a competitively advantageous Service Strategy, and accordingly facilitate them to bring other business units into alignment. Core Modules 1. Building a Quality Form Part I Create forms and quality standards documents that define desired behaviours 2. Building a Quality Form Part II Apply weighting and scoring schemes that promote essential call behaviours 3. Defining Call Standards: What a Call Should Sound Like Set standards for vocal quality, tone, empathy and call control 4. Calibration Corner: Best Practices in Calibration and Scoring Learn how to conduct successful calibration sessions to maximise quality and fairness 5. Basics of Call Coaching: Techniques for Shaping Call Techniques Learn fundamental principles of coaching to improve call handling 6. Making the Most of QM Systems: Optimising Monitoring/Recording Technology Learn about the latest in quality monitoring tools and how to maximise their use Elective Modules 1. Satisfaction Guaranteed: Performing a Contact Centre Satisfaction Audit Outline the processes for conducting customer and employee satisfaction audits 2. Voice of the Customer: Developing a Systematic Listening/Feedback System Develop a system for becoming a conduit for customer information to the enterprise 3. Quality Monitoring: Writing the Right Way Build a quality process that ensures consistent written communications P a g e 5

6 Core Module Details 1. Building a Quality Form Part I Quality monitoring forms enable supervisors to measure an agent s performance on actual calls against performance standards. Having an effective monitoring form can make the difference between having data that allows you to objectively evaluate agent skills and data that is irrelevant and subjective. In addition, a good evaluation form lets agents know what is expected of them throughout the call. In this session, you ll learn how to create an objective monitoring form and comprehensive definitions that allow reviewers to evaluate behaviors necessary for a successful customer interaction. Identify common mistakes made on quality forms and how to avoid them. Align monitoring form objectives with corporate and contact centre goals. Identify behaviors that are objective and measurable. Organise your form for efficiency and ease of evaluation and reporting. Identify skill sections and behaviors unique to three contact centre industries: sales, financial services and healthcare. 2. Building a Quality Form Part II Having well defined quality criteria is just the beginning of creating an effective performance management tool. The next step is to apply weighting and scoring that promotes essential call behaviors. In this session, you will learn various answer and scoring schemes for evaluating your contact centre s quality standards. In addition, we will explore the pros and cons of auto-fail and how best to use alternative scoring methods such as bonus points to reward the agents who go above and beyond service expectations. This session also provides suggestions on how to facilitate the discussion with your quality team to come up with the right point values for your quality standards. Identify the benefits to implementing a scoring methodology to quality evaluation criteria. Apply section-based weighting to emphasize skills groups most important to a call s success. Identify various scoring schemes and understand the pros and cons of each style. Apply a scoring structure that recognizes skill priorities and awards most important critical behaviors. Validate your quality evaluation criteria and create a project plan for rolling-out your quality program. 3. Defining Call Standards: What a Call Should Sound Like It s not just what you say, it s how you say it. The customer s overall impression of a call is based not just on the right words, but the overall feel of the call which is heavily influenced by vocal techniques and mannerisms. Unfortunately, these vocal elements like voice tone, call control, and demonstrations of emotions like empathy or enthusiasm are harder to define and measure. This session tackles defining these soft skills standards to enable more objective and effective call reviews. P a g e 6

7 Identify vocal behavior descriptions that are objective and measurable. Describe ways to define vocal delivery elements such as rapport building or call control. Define challenging call standards like voice tone, quality, and empathy. Assemble a coaching session planning guide. Incorporate definitions into a comprehensive Quality Standards document. 4. Calibration Corner: Best Practices in Calibration and Scoring Measuring quality through monitoring is an ongoing commitment that requires a calibration plan, a process, and the setting of realistic, attainable calibration goals. This session will help you develop a calibration program that includes all the right people and gives structure to your calibration meetings. You will learn to set realistic standard deviation goals that will move you toward better calibration among Supervisors, Quality Analysts, and others involved in monitoring and providing agents with call feedback. Identify the benefits of quality calibration and standardising evaluation scores. Describe the components needed for effective calibration meetings. Design an effective quality calibration process. Calculate standard deviation and set realistic deviation goals. List the five critical factors for facilitating a productive calibration meeting. 5. Basics of Call Coaching: Techniques for Shaping Call Techniques Contact centre supervisors and quality coaches have multiple opportunities in a variety of settings and situations to communicate with staff about their call-handling performance. In this session, you ll learn about recommended practices for doing side-by-side coaching for improved performance, including tips on providing both positive and negative feedback. You ll also learn about techniques to use in counseling and formal review sessions. Hear about the distinctions needed between call coaching and more general performance coaching. Identify the differences between monitoring/coaching and coaching/counseling and when to use each. Describe best practices to use in side-by-side coaching, including tips on presenting both positive/negative feedback. Outline the steps of applying various feedback methods and when to use each. Assemble a coaching session planning guide. Identify coaching techniques to correct call techniques as well as to celebrate call success. 6. Making the Most of Quality Monitoring: Creating a Comprehensive QA Program This call may be monitored to ensure quality is one of the most familiar phrases associated with contact centres today. Indeed, most businesses are monitoring calls to ensure the correct message is being delivered and the majority of centres utilise some sort of automated monitoring system to facilitate the process. In this session, you ll learn how to align your business practices to make the most of your monitoring efforts. Hear the most common mistakes made when implementing a monitoring program, as well as ideas for ensuring the process will be met with employee acceptance. P a g e 7

8 Outline the different types of monitoring approaches available today. Identify the most common mistakes in implementing a quality monitoring program. Outline the proven steps for making monitoring a success in any contact centre. Define processes to ensure consistency and fairness in the monitoring process. Incorporate best practices to leverage quality monitoring to drive performance improvement in the centre. Elective Module Details 1. Satisfaction Guaranteed: Performing a Contact Centre Satisfaction Audit While internal performance measures demonstrate how efficiently a contact centre is using its resources, it s important to focus on external measures of performance to determine how effectively the contact centre is using resources to meet customer demands. In this session, we ll discuss ways to do satisfaction studies with different types of customers. You ll learn ways to survey them about the contact centre operation specifically instead of the centre being just one of many questions on the company s overall customer satisfaction questionnaire. The session will outline the steps of planning a successful customer survey project, including what questions to ask and how to analyse and act on results. Identify the various types of surveys and when to use each one. Describe issues to consider in developing the survey instrument, including how to write good questions. Outline the advantages and disadvantages of various survey administration methods. Describe considerations and calculations to include in the sampling and analysis process. Identify supporting tools and processes to assist in the survey process. Outline ways to communicate the results of your findings to customers, management, and employees. 2. Voice of the Customer: Developing a Systematic Listening/Feedback System A contact centre agent will interact with more customers in a single week than most employees will touch in their entire career. Therefore, who could be better to listen to the customer s input, assimilate it, and feed it back to the rest of the enterprise? The challenge is to effectively listen to the customer, not just about the contact issue at hand, but also product likes/dislikes, wish lists, competitive data, etc. Then it must be collated into useful reports that can be shared with the appropriate departments throughout the enterprise in a way that is accepted and not viewed as finger pointing when it is negative. Acting upon the need and desires of customers is a critical factor in competitive success. Identify the internal clients of the contact centre and what information they need from external customers. Outline opportunities to become the conduit for the voice of the customer to the entire enterprise. Identify methods that will enable constructive feedback without the risk of finger pointing. P a g e 8

9 Identify the metrics and measures to put in place to ensure effectiveness as well as efficiency. 3. Quality Monitoring: Writing the Right Way Call centres have evolved into contact centres as frontline staff respond not just to telephone calls, but to written communications as well. And just as it s important to monitor telephone calls to ensure quality and service, it s also critical to monitor s to ensure that your written communications get the same attention to quality. This session will take a look at the world of communications, including customer expectations and their biggest complaints about correspondence. Learn about elements of an monitoring policy, monitoring approaches, and the most common writing mistakes to address with those agents handling written communications. Define the desirable elements of an from a customer perspective. Outline the components of an monitoring policy. Identify what written communications standards need to be defined at a minimum. Describe best practices for use of standard templates versus customisation. Identify the most common business writing mistakes. P a g e 9

10 3. Our Trainers Dr Catriona Wallace Director Dr Wallace is the Managing Director of callcentres.net. Dr Wallace is Adjunct Faculty at the Australian Graduate School of Management, in the field of Organisational Behaviour, where she lectured on the Executive MBA Programme for 10 years. Catriona has published numerous research reports and articles related to the service industry and is the author of "The Complete Guide to Call and Contact Centre Management". Julie-Anne Hazlett Head of Contact Centre Training Julie-Anne has been providing training and consulting services to the service sector around the world for more than 12 years. She has worked with organisations varying in size from 10 to 26,000 seats focusing primarily in the area of service strategy improvement through Workforce Optimisation. Julie-Anne is recognised as one of the industry s leading trainers in supervisory and workforce management training. Julie-Anne has a BA (Hons) in International Business Studies and German. She also has a Diploma from the University of Cambridge in Teaching English as Second Language and worked for several years as an English language teacher in Germany. William Dieu Senior Trainer William Dieu has a Bachelor s Degree in Economics and a Master s Degree in Marketing. William s role at callcentres.net since 2001 is to manage Asia- Pacific contact centre projects. William is an expert on contact centre operations and is an accredited trainer in this field. Ronene Cauchi Senior Trainer Ronene has worked in the contact centre industry for over 15 years with the last 11 of those being in Workforce Planning. Ronene has extensive experience Workforce Planning in both front and back office environments with organisations including Westpac and Telstra. Ronene is an accredited trainer across many specialised Contact Centre areas. P a g e 10

11 Susan Kealy Trainer Susan holds a Master s degree in Organisational Psychology, BA (Hons) in Spanish and Geography, and a Diploma in Psychology. Susan is specialised in the field of Human Resource Development and is an experienced trainer. Her qualifications in psychology give her a unique understanding of the dynamics of information flow and learning, while her background in teaching has trained her to incorporate practical hands-on learning techniques into her classes. Melissa Quirk Project Coordinator Melissa works as Project Co-ordinator for consulting, training and research programmes, as well as acting as Personal Assistant to Dr Catriona Wallace. Melissa is currently studying a Bachelor in Social Science. P a g e 11

12 4. About Fifth Quadrant Fifth Quadrant is a Service Strategy and Research Consultancy and Fifth Quadrant callcentres.net is our online publishing and social media division. We are changing the way organisations think about Service Strategy and are dedicated to ensuring that Service has on-going presence at the Boardroom table. Working across Voice, Face-to-Face, Online, Correspondence and Social Media service channels, Fifth Quadrant delivers an unrivalled level of knowledge, subject matter expertise and proprietary methodologies to ensure organisations have highly effective Service Strategies. Fifth Quadrant has five core divisions: Consulting Services Service Research Analyst Services Training Online Publishing & Social Media P a g e 12