Understanding Quality Process Expectations … and Why it Matters

To achieve an optimal level of customer service one must first understand the requirements that make up the “Quality” process expectations. In a strong outsourcing partnership, quality metrics should be transparent so an outsourcing partner can mirror the successful processes used by the client.

CBE has found that it is best to begin this process during the initial strategy alignment phase. This process begins in the training room where the foundation is developed for new employees. We focus on establishing consistent, repeatable behaviors to deliver an overall quality experience:

  • To me, overall quality is defined by a positive customer interaction experience, supported by accurate account documentation to mitigate risk and ensure positive experiences. These factors are crucial to a successful partnership.

The ability to deliver outstanding quality depends on an effective control and oversight process. We inspect what we expect through an internal risk control self-auditing process. Components of the audit process include:

  • Account sample auditing
  • Audio call listening and scoring calibration to the established customer experience expectations
  • Screen capture monitoring to ensure accurate account documentation and process flow adherence

CBE uses a multi-layered, closed-loop approach to apply quality controls and produce continuous improvement:

  • A dedicated Quality Assurance team works independently of operations to review calls, while partnering with operations to review quality scoring. In addition, the QA team facilitates weekly calibration sessions with operations and training management.
  • Individual agents work with their supervisors as they work through scorecards that include quality measurements. Supervisors support positive behaviors through rewards and recognitions.
  • Finally, reporting to the agent, team and unit levels provides opportunities to reinforce strengths and correct deficiencies. The focus here is on true quality interactions — we coach to behaviors and not to metrics.

Among the reporting tools we find valuable are Net Promotor Scores, Customer surveys including a closed loop feedback process, Overall Representative Performance, and First Call Resolution results.

A strong quality process leads to positive customer experience, which is a driver for customer retention. NPS will then drive consumer loyalty and reduce regulatory compliance risk. CBE’s approach to providing quality service is to ask ourselves: “Are we engaged with the customer during the interaction process?”, “Did we provide a resolution to the customer?” and “Did we make the interaction special and were we able to build and/or maintain customer loyalty?” If we can answer yes to each of these important questions, then we can rest assured that we have retained enhanced loyal customers.

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