There’s a dirty little secret among sales and service contact centers: Most Quality Programs don’t work. There, I’ve said it. The secret’s out. They don’t measure, predict, or contribute to success in KPIs or customer experience. In fact, many Quality Programs do more harm than good. And that’s a big deal. Quality is, by far, the single most underleveraged resource in contact centers. Quality should be a direct predictor and contributor to performance improvement. Quality should be a strategic lever to drive performance improvement.
The good news is that in the last two years, a small handful of companies have been leading “The Quality Revolution”: Reinventing what Quality is, how it’s done, and how it’s measured. And in the process, those companies are transforming Quality into a strategic lever to drive performance improvement.
The Challenge with Conventional Quality Programs
Most conventional Quality programs haven’t changed much in 20 years. Many organizations sense that they’re not working, or that they’re not getting value from them. But they don’t really understand why.
So what’s wrong today with the conventional approach?
This last point is particularly troubling because Quality is the single most underleveraged resource in contact centers. When done right, Quality can and should transform a call center channel’s performance.
The Quality Revolution: Strategic Quality Assurance (sQA)
In the last few years, several companies – some Fortune 500, some mid-sized – have begun shaking up how Quality is done. They are insisting that Quality should:
These companies are leading “The Quality Revolution”, and transforming Quality into a strategic lever to drive performance and customer experience.
There are Five Keys to Strategic Quality Assurance (sQA):
You’ll notice that these five keys balance the “art and science” of Quality. This is intentional; these keys ensure that sQA reflects the essentially human interaction between customers and reps, and at the same time, is rigorous, quantifiable, and replicable.
In the subsequent articles in this series, we will dissect each of these keys, and provide actionable best practices for implementing sQA. You’ll find that some of these best practices are so common-sense that it is a wonder that more contact centers don’t employ them. You’ll also find that some of the best practices may run completely counter to your instincts, and are contrary to everything that “conventional QA” programs preach as gospel.
When taken together, these best practices represent the Quality Revolution, and they will help transform your Quality Program into a strategic driver of customer experience and KPIs.
The Quality Revolution
Read the complete series of articles for a roadmap to transforming your Quality Program into Strategic Quality Assurance (sQA), and making it a lever for performance improvement:
Peter Beaupre is a Principal at Weber Associates, and has spent the last 16 years developing and implementing programs that drive front line sales and service success in Call Center and Field Sales organizations. He is passionate about the Quality Revolution, and has seen its effects firsthand with clients such as Time Warner Cable, Comcast and Mitsubishi. Follow him on LinkedIn or contact him directly at firstname.lastname@example.org.