Few processes in the call center are as critical as quality monitoring. In this era of “customer experience is king,” the companies that truly thrive are those that have in place a comprehensive quality program that:
- ensures each customer contact—regardless of the channel used—is handled as effectively and as efficiently as possible
- incorporates a customer-centric view of the call center
- features the full support and participation of the people being monitored
- features timely eedback and coaching of those people and drives key changes to training centerwide
- involves the sharing of key trends and data captured via monitoring with the rest of the enterprise
Companies that take shortcuts with regard to quality monitoring short-change their customers, their staff and, ultimately, themselves. The potential power that monitoring and subsequent coaching has to create and sustain customer loyalty, foster agent development and engagement, protect and increase revenue, and make the entire organization smarter and more effective is undeniable.
In January 2007, ICMI conducted a highly detailed study focusing on some of the most important monitoring issues and challenges. In all, 870 customer contact professionals from a wide variety of industries, call center types/sizes and countries participated—and, in doing so, helped to shed ample light on who and what is being monitored, how, to what extent and why.
The Call Center Quality Monitoring Study IV includes the following information and results:
- Respondents’ Background
- Types of Customer Contacts Monitored: Voice Calls, Email, Web Chat, Web Self-Service, Etc.
- Monitoring Objectives and Evaluation Criteria
- Who Is Monitored
- Who Monitors
- Monitoring Methods
- Feedback and Coaching
- Planned Improvements
23 pages, PDF download (requires Adobe Acrobat or Reader)
TAGS:
Operations Management, Quality Monitoring, Monitoring methods, Coaching/Feedback, Multichannel Quality Monitoring, Chat, Email, IVR self-service, Phone, Web self-service
