WHY TRADITIONAL SYSTEMS FALL SHORT

Many contact centers use a “tick box” sheet listing specific criteria, checking off whether the CSR performed the various functions correctly and adding up their points. While “tick boxes” can measure the quality of interactions to some degree, many factors go overlooked.

This type of monitoring does not accurately measure quality or complete the goals of an interactive, “think outside the box” monitoring program. Tick box mentality only looks at the specific criteria listed and does not always allow your quality team to really listen to the entire interaction between your CSR and your customer. Such a system has a number of shortfalls. For example, you cannot predict every scenario on the evaluation form. Also, not all questions will apply to the various departments within the call center. While an appropriate evaluation question for sales may be “Did the CSR offer additional merchandise?” it will not apply to someone in the tech support or billing department.

It is easy to isolate the observations from the interaction into a limited perspective while losing sight of the big picture. The CSR might exhibit some nuances -- both positive and negative -- that you cannot accurately measure with a number value or a “yes/no” question. Monitoring in this fashion does not provide a springboard for the CSR to understand and improve his or her behaviors, which is the ultimate goal of monitoring.

THE NEW METHOD YIELDS BETTER RESULTS

When assessing the CSR’s tone of voice, the normal choices on a tick sheet would be either “Yes, No, N/A,” or a number from one to five. But just how would you assess whether the CSR is speaking too slowly? Or too rapidly? Was curt with the caller? Or whether the CSR just seems disinterested? You can’t measure such qualities on a numerical scale.

A better way to monitor involves evaluating the CSR’s behavior and skill set. Rather than isolating single actions, you take the entire interaction into account and focus on high-level behaviors, such as overall rapport with the caller or whether the CSR did what they said they were going to do. Such an approach coaches to specific areas rather than relying on specific point values. Ultimately, it is a method that encourages CSRs and their supervisors to think outside the “check” box. This new philosophy involves three distinct elements:

• New evaluation categories: Program Knowledge, Systems Knowledge, Connection with the Caller, and Accountability;
• New scoring values; and
• Incorporating customer sentiment.

NEW EVALUATION CATEGORIES

1. Program knowledge: This means that the CSR understands the company’s various offerings, policies, and procedures, and is capable of conveying them to the caller. It also indicates that the CSR demonstrates appropriate decision-making skills to best aid customers.

2. Systems knowledge: This refers to the CSR’s knowledge of when and how to effectively use various system tools, how to navigate within the system, and how to use help resources.

3. Connection with the caller: This is one of the most important categories and involves treating the caller with care, sincerity, compassion and empathy. It also means conveying information, at the right time, in easy-to-understand terms without a language barrier.

4. Accountability: This involves displaying ownership by actions and word choice when resolving the customer’s issues. Additionally, it means ensuring that the customer is left with a complete understanding of what happened during the call and the next steps to be taken, if any.

When employees are monitored in these four categories, CSRs and their supervisors will have a comprehensive picture of how well CSRs are interacting with customers and in what areas they can improve.

NEW SCORING VALUES

Just as call center managers need a new way to monitor CSR performance, they also need a new way to grade that performance. Rather than using numbers to assess a CSR’s worth, a more subjective scale will be far more revealing. A rating system like the following would be ideal:

• Excellent – The CSR did everything possible to assist and went “above and beyond” in assisting the caller.
• Satisfactory – The CSR exhibited most of the desired attributes and handled the caller’s inquiry well.
• Development Opportunity – The CSR exhibited only some of the desired category attributes and didn’t handle the caller’s inquiry to a satisfactory level.
• Unacceptable – The CSR failed to meet the basic behavior attributes and the caller’s needs.

INCORPORATING CUSTOMER SENTIMENT

While monitoring your CSRs is a valuable exercise, is it really enough? To complete the monitoring picture, you need to add customer sentiment. While you should not use this information as part of your overall assessment of your CSRs performance, it is very useful in making certain that customers receive the best possible service. Monitoring your callers’ attitudes identifies how they responded and if they enjoyed interacting with your organization. It also serves to confirm that your CSRs are resolving issues and utilizing the correct tools while conveying sincerity, empathy, and a positive attitude.

In evaluating the caller’s sentiment, be sure to answer questions such as:

• How did the caller respond?
  
  
• What was his or her attitude at the beginning and close of the call?
  
  
• What key comments did the caller emphasize?
  
  
• What did the caller not say but subtly express in his or her interaction with the CSR?
  
  
• In the end, was the caller happy to interact with your company?

TIME FOR A CHANGE