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Call Center Quality Coaching Process Messages in this topic - RSS

Guest


11/2/2007
Guest
These are all great tools to help the rep, but I haven't seen anyone mention "Call Calibration." We go to great lengths to educate the CSR on the grading system itself. They truly understand the differences between poor, average, above-average, and exceptional service levels. They understand that there are 7 different areas of focus in which we measure their performance. They understand that they not only need to perform in all 7 areas, but at the highest level for each area as well.

This is done in our 1:1 sessions, but we also hold round table discussions on this subject. At the end of each weekly session, they receive an email which clearly defines the topics and points that we discussed. This is all done in the morning, so that the CSR can implement the teachings throughout the day.

One other point I want to make: In the first two weeks of the CSR's floor time, we grade a total of 60 calls for each rep. This breaks down to 3 calls each day. If they cannot improve in the first two weeks, it's time to cut the umbilical cord ...

- Dan Wharton, ViaMetric
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Guest


12/28/2007
Guest
I'm a Quality and Coaching Team Manager. My team and I work on a four stage cycle for effective support to our call takers.

Stage 1 - Monitor - listen to a call previously taken by the agent and mark it against the company criteria.

Stage 2 - Feedback - arrange a feedback session with the agent and by applying the 80:20 Rule (through effective questioning) the agent will be able to identify their own strengths and focus areas. Ask "What" - for example "What did you like about this call?" "Was there anything on this call that you will do differently?" Note: by asking the agent, it becomes much more effective to make a change than telling them .

Stage 3 - Coaching - at this stage the goals are clearly identified. Coaching effectively will allow the agent to engage an understanding, this is done by asking and exploring the "Why" and "How." Examples of this are "why do you think it's important?" "how can you implement this?" using open questions rather than closed questions - this allows you to check their understanding, and setting clear focus points.

And finally Stage 4 - Implementation - Practice. Agents taking the responsibility to make a change. Implement what they have learned. Then check this progress from previous focus points by going though stage 1.

Other ways of learning are, as mentioned previously, group calibrations, and a fantastic way to learn is making it animated to make learning fun.

I hope this has been useful.

- Prabha Devji, Carphone Warehouse
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Guest


4/21/2008
Guest
With 15 years experience as a front line Team Manager, Coach and Performance Manager for three leading companies (SITEL Corp.- Omaha,NE/Savannah,GA/Birmingham,AL, The Charlton Group- Monroe,WI, and Phoneware Inc.-San Diego,CA) who specialize as third party vendors for various clients in an inbound, outbound and online atmosphere, I would like to add to what has previously been mentioned in the other responses.

First, I would like to list the different ways I monitor, coach and develop my team's performance: meet and greet each team member at shift start, blind monitoring, side-by-side monitoring, perform demo calls, jumping down to handle calls for two hours twice weekly with my team, same day feedback, both positive and negative and top performers as well as low performers, goal setting, posting of daily/weekly/monthly stats, posting hourly and daily cumulative team stats throughout my shift (i.e.: hours, sales, sales per hour (SPH), contacts per hour and conversion), create fun and cost-effective incentive games, and thank them for a hard day's work at shift end.

For the above mentioned techniques to yield the increase in sales performance and quality, consistency must be established. In order to remain consistent Team Managers and Coaches can not be responsible for an overwhelming amount of administrative type duties that take them away from their teams throughout their shift.

Secondly, I would like to list a few basic rules that managers need to follow in order to retain their employees and also reduce absenteeism: Create a happy, energetic, positive work environment for your team, lead by example (you can not expect anything out of your employees that you can not or do not do yourself), remain professional at all times, and the meet and greet at shift start with spot checking throughout shift and a thank you at shift end goes a long way.

In closing, I would like to mention that educating Team Mangers and Coaches on the dialer functions beyond the basics (i.e.: speeding up, slowing down and managing the abandon rate for outbound and average speed of answer and service levels for inbound) will have a direct positive impact on your team's performance. Additional education must include filtering (states, area codes, time zones, and pentiles for some examples), settings to additional records and dials per rep, and most importantly the, "How to Treat a Redial" categories for Ring No Answer, answering machines, busy and fast busy, for they play a key role in delivering a higher number of quality contacts to your team members which will definitely yield more sales and drive up both your SPH and conversion, not to mention your team morale, which is very important.

I could go on and on but everything mentioned in my response has definitely helped me meet client deliverables consistently throughout the years, and when I strayed away from some of these practices I found that my team's performance was not as strong. From there we just need to learn from our mistakes and not repeat the ones we have made.

- Bruce Rader, Phoneware Inc.
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Guest


1/26/2009
Guest
Side-by-sides CAN be very effective -- if you know how to develop employees. It sounds easy, BUT it is VERY hard. Most managers OVERCOACH by giving too many tips on how to improve. Most reps DREAD having supervisors coach because they are critical. There is both a science and an art to effective side-by-side coaching. Both are poorly understood by the call center community. Why? Because the people responsible for training supervisors -- the training department -- are generally VERY ineffective and incapable of teaching anyone how to do their job more effectively.

- Glenn Weber
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Guest


4/4/2012
Guest
Quality monitoring -provides our specialists with the feedback they need to develop and improve their skills in order to conduct more effective, more efficient, and a higher quality of customer interactions and services. The following are the different types of coaching done to enhance skills and productivity amongst employees at GlobalLink BPO.
1.) Calibration – this is a process where a selected group of evaluators (both from the Quality and Operations department) listens to a call and gives feedback and expectations to reinforce learning.
2.) In depth Monitoring – each Quality Evaluator has a certain list of customer/sales representatives under their bucket that needs to be monitored each day for at least 3 calls. This is to provide learning, consistency, trends and an accurate diagnostics on the individual performances as quality per see is concern. To further reinforce knowledge and understanding, role playing and listening to the particular call will take place.
3.) On the Fly Coaching – an informal coaching approach. The QE gives immediate and “on the dot” feedback to the concerned employee regarding on minor reoccurring issues.
4.) Feedback, coaching, recognition – Feedback, coaching and recognition are provided to the agents to help maintain and encourage call performance or provide redirection.
5.) SAP – is Success Action Plan geared for the improvement of the employee. In this way, the concerned sales/customer representative will have the proper education and process on the infraction committed. This is to reinforce learning, proper working attitude and the importance of quality on each calls.

- GlobalLink BPO
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Click2Dialer
Click2Dialer
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9/25/2015
Click2Dialer
Click2Dialer
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