ifundi.co.za

Report
Creating a QA Process
that enhances customer experience and drives on-going
performance improvement
Presented by Jackie Naughton
BYC AQUA Solutions
Who are BYC?
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Consulting and QA Services company
Outsourced QA – we are currently evaluating
more than 4, 000 contact centre agents every
day
Use QA to assist our clients in driving business
improvements across all facets
Passionate about protection of your brand
Objective, independent and cost effective
Twelve years in SA
Why Bother With QA?
Superior – of great value
Looking at the QA process holistically
Develop Measures
Identify successes
Address
and risks
at relevant
Continue
level to change
Re-evaluate
in line with
andyour
comm
b
Starting Point for Effective QA
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Clearly agree and document…….
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‘What good sounds like’
‘What good looks like’
‘Everyone shares the objective’
‘Everyone involved in the process’
‘Everyone measured on results’
‘No surprises’
‘Honesty, objectivity and full interaction coverage’
Confusion……..
We often hear……….
‘Jackie I don’t understand, my
QA is average 90%, yet by
customer’s are ‘voting with
their feet’
Quality Management Principles
SystemsLeadership
Process Customer
Decision
Focus Supplier
Making Approach
Do
Relationships
you cover
People
all these
Continual
in your
ImpQ
What do a lot of contact centres
do?
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Promote good agents or long-standing agents
to become QA Experts measuring customer
delivery
Actual QA Skills required to be effective:
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Listening skills – predominant effort – without
emotion
Objectivity in measurement – regardless of
historic role
Newsflash………
‘Reading a script does not
mean it’s a good customer
experience’ – it certainly
doesn’t warrant high QA’
Some Questions?
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What training did your QA receive to conduct
effective customer experience evaluation?
What autonomy do QA have on the
operations floor?
How integrated to team leaders are they?
Are they covering all customer interaction
types equally to protect your business?
What pro-active insight have they provided to
you in the last four months?
The Starting Point – What we
measure
PROPOSED OUTBOUND QA SHEET
DEFINITIONS DOCUMENT
ASSESSMENT CRITERIA
SCORE
EXPLANATION
INTRODUCTION
APPLIED CORPORATE GREETING
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The agent must clearly state that they are calling from XYZ and follow developed script.
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Agent to provide name and surname in a clear audible manner at a good pace that is clearly heard and understood by the client
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Did the Agent ask for the Client by name? When it was confirmed did the Marketer acknowledge the Client by name and greet the Client?
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The Agent is to ask the client if it is a convenient time to speak. If the client says yes, thank the client. If not, ask the client when a call back can be arranged
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The Agent is to explain the purpose of the call
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The Agent is to confirm the call is recorded for security and quality purposes and is available on request
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If this is a follow up call, is it taking place on the pre-agreed date and time? (e.g. or does customer say "you said you were going to call me back on….")
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The agent must clearly state necessary compliance of introduction as per script
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The agent should do an affordability analysis (Client earnings confirmation)
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The Agent must provide the correct Product Information
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The Agent must promote the features and benefits of the product - a minimum of 3 f&b
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The agent must clearly ask for the sale - and receive a clear yes from the customer before they continue with data capture.
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The sale must be ethical, the client must not be badgered or pressured into the sale and the client must be able to afford the sale
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The Agent should acknowledge and address the Client's objection
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The agent should state further benefits and/or restate the features and benefits of the Product
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The Agent should remain polite and professional during the objection process and not take the questions or objections personally
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The agent must clearly ask for the sale. The agent must obtain a clear confirmation (Yes) that the Client wants to take the Product
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The Agent must read all Disclosures, Declarations, and Waivers verbatim in full and at least once in English
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The Agent's tone should be friendly and appropriate (Tone should be varied and pitch not irritating to the client)
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The Agent's pace should remain consistent throughout the call, and the pace should allow the customer full understanding of all elements of the call.
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The Agent should maintain appropriate energy and enthusiasm throughout the call.
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The Agent's language should be professional and without the use of slang/jargon. The interaction should be conducted so that the Client clearly understands all the aspects of the product (Mama, Boetie, Sisie, Baba are allowed for
vernacular interactions, but to remain professional at all times)
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The Agent should use the Customers name throughout the interaction. This includes using the customers name periodically throughout the interaction (however do not over use the Client's name).
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Show empathy at all times. Example: If a Client complains about service apologise, do not take it personally, and explain the process that can be followed to lodge an enquiry. If a client has lost their work or a loved one, empathise
with the customer.
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Listen carefully to the Client, concentrate to avoid the client having to repeat themselves. Acknowledge feedback with varied signposting
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Did the agent go out of his/her way to engage with the customer in interaction outside of the process of the call (making use of open questions to engage).
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The agent must ask the Client's permission to use their information in other marketing campaigns. Or ask the client if they mind getting other calls when a new product comes on the market
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The Agent should thank the Client and wish them well
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The Agent must give the Client their name and surname to remind the Client who they are talking to
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The Agent should arrange a call back (as applicable)
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Did the agent consistently represent the brand values of XYZ and XYZ
ACKNOWLEDGE CLIENT NAME IN GREETING
REQUESTED CONVENIENT TIME TO SPEAK
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REASON FOR CALL
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CALL RECORDING & available on request ©
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FOLLOW UP CALL IS CORRECT DATE AND TIME
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CLEARLY STATES NAME AND SURNAME
LICENSED FINANCIAL SERVICE AND REGISTERED CREDIT PROVIDERS (only on first interaction) ©
SELLING SKILLS
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AFFORDABILITY OF THE POLICY©
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CORRECT PRODUCT INFORMATION GIVEN ©
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FEATURES AND BENEFITS PROMOTED
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CLEARLY ASKED FOR THE SALE©
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ETHICAL SALE
HANDLING OBJECTIONS
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ACKNOWLEDGE & RESPOND TO OBJECTION
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GAVE MORE BENEFITS (WHERE APPROPRIATE)
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REMAIN POLITE AND PROFESSIONAL
COMPLIANCE
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CONFIRMATION OF SALE - CLEAR YES ©
ALL DISCLOURES DECLARATIONS AND WAIVERS VERBATIM, IN FULL & AT LEAST ONCE IN ENGLISH ©
VOICE SKILLS & LANGUAGE
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TONE
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PACE
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ENERGY AND ENTHUSIASM
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REMAINED POLITE AND PROFESSIONAL DURING ENTIRE INTERACTION
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USE OF CUSTOMER NAME
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EMPATHY (WHERE APPLICABLE)
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EFFECTIVE LISTENING WITH VERBAL SIGN POSTING
RELATIONSHIP BUILDING
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AGENT ENGAGED AND BUILD RAPPORT WITH THE CUSTOMER
CALL CLOSURE
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PERMISSION FROM THE CLIENT TO USE THEIR INFORMATION FOR OTHER MARKETING CAMPAIGNS ©
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THANK BY NAME AND WELL WISHES
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AGENT TO GIVE NAME AND SURNAME
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CALL BACK ARRANGED
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BRAND PROTECTION
COMPANY IMAGE
You can’t be ‘half pregnant’
The result is either to
standard or it isn’t
There should be no
colour Grey in QA
If you can’t measure it, don’t do it, if it doesn’t get measured, it
doesn’t get done
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Ensure design of
your QA measures is
effective
Do not ‘lump’ all
activities together,
i.e. Pace, Tone,
building relationship
– all significantly
different
Ensure your QA
Some more typical findings
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With many QA reporting systems, the Total
weight of QA measures are limited to 100 –
doesn’t allow significant focus where business
requires – you have choices
Balance of weightings not aligned to customer
experience i.e. heavily loaded to compliance
or data entry – balance critical to protect the
customer experience
QA is perceived as ‘big brother’ within
operations
QA is a score sheet on agent vs. real value on
Effective Measurement
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FCR – first call resolution – ‘what are the
blockages’?
Propensity to pay – collections
Propensity to lapse – sales
Product popularity
Sales approach – 2013 relevant
Service approach – complaint management and
retention
Collections approach – 2013 relevant
Compliance risk – FSB/FSA
Communication style – break it down
Get the balance on design of measures right
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Ensure customer
experience has
significant
percentage
Ensure balance
between business
critical elements but
always around
customer
QA is there to warn
Who Owns QA in your business?
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Everyone owns it! It dictates your successes
or risks
Customer’s tell us constantly if QA is making a
difference
QA should be a constant discussion point at all
levels
Various levels require different information –
system driven
Ensure it’s flexible to meet your business
environments
Customer owns QA in your business – they
Flexible QA gives insight on………..
Businessappeal
Strategy
HR
Product
Marketing
Model assumptions
FinancialsStrategy KPI’s
Customer
Resource Competition
Business
assumptions
performance
Operations
Financials
Overall
and performanceRetention
costs
Operations
Strategy
Senior management
Service standards
Sales performa
An Effective Operational QA
Process
Feedback to QA on activity and outcomes
Customer contacted and sub-standard
Interaction
issue Measured
resolved
Escalation
– –brand
issued
toprotected
relevant
identified
Issuestakeholder
addressed wi
fo
Internal SLA’s on timings imperative
Leadership
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Quality Standards
need to be clearly
defined and agreed
at all levels of the
business
Quality standards
need to have
appropriate focus on
customer experience
across all mediums
People
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Does everyone at
every level of the
contact centre
understand
expectations?
Does everyone get
measured on same
volume/objectivity?
Do your people get
updates to QA
changes and impact
Do people get the right
training
Does everyone have
access to the
updated business
strategies relating to
customer delivery?
Do your people
understand your
business results on
quality delivery?
Process
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Who do you
benchmark against?
Do your results on
QA enable other
processes to ensure
action taken?
Does everyone in the
business take QA
seriously?
Are your QA
standards reviewed
Progressive Progressive progressive
Systems
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Does your QA system do the work for you?
Are you restricted to 100 as the total measure
– you don’t need to be
Are positive and negative deliveries escalated
immediately
Does your system allow constant access via
key stakeholders?
Does your system provide all reports required
- When you want them and in format you
want them?
Does your system show trends and risks to
Continual Improvement
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Discuss QA results at
all levels
Agree successes and
risks and take action
Benchmark what
good looks/sounds
like and strive
towards it
Ensure all resources
understand that QA
Decision Making Approach
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Who decides on what the
standards are today?
Do they have the skills to
protect your business and
customer experience?
Is there appropriate focus
and sign off on QA processes
within your company?
Get stakeholders to
listen/view customer
Supplier Relationships
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Are your suppliers measured
on quality of delivery?
Do you have objectivity in
this regard?
Are there appropriate risk
and reward agreements
within these
contracts/agreements?
Are they pro-active in
protecting your customer
delivery?
Regularity
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Calibration sessions – who should be
involved?
QA process review – integrate with external
customer feedback
Rotate times of evaluation – agent’s watch QA
Review standards of measures – benchmark
against excellence – drive growth
Speak about QA at all levels and show results,
highest and most improved
Don’t be scared……..
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To report poor QA
results – it shows
opportunity and
honesty
It’s an opportunity
to improve your
current Customer
Delivery and QA
process
Question why do
Conclusion
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If your business is losing customers, your QA
isn’t adding value
If your customers don’t portray loyalty, your
QA isn’t adding value
Have you conducted analysis on complaints
and process breakages and then focussed on
QA?
If your sales aren’t coming to fruition, your QA
isn’t adding value
If your QA isn’t objective – it’s a waste of
money!
In Summary
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Don’t be worried about starting again on QA
Redesign using the model shown
Ensure that all parties involved
Ensure QA is calibrated regularly
Encourage leadership to listen to customer
delivery – pro-activity vs. fix and try and retain
Re-launch your standards – make it fun
If QA sounds dull - Change the title to
‘Customer Experience Measurement’
QA is an investment – make it
count
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If no value – don’t do
it
It protects your
business and gives
valuable insight
when done correctly
It’s ever-changing –
because our
customers are
It should be a living
Now Over to You
Thank you for listening
Presenter:
Tel:
Cell:
Email:
Web:
Jackie Naughton
+29 (0) 21 531 4487/9949
+27 82 5533576
[email protected]
www.byc.co.za

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