Quality management in the contact center has been around for decades. Unfortunately, some of the call quality scorecards being used today include the same criteria that were used at the outset of quality monitoring.
In my nearly 20 years of experience, I’ve seen many organizations embrace and implement quality management programs, but still not see the needle move towards their desired goals as expected.
This is because they’re relying on cookie-cutter scorecards based on outdated practices.
There’s been a paradigm shift within all customer service verticals, be it care, finance, or retail, when it comes to customer satisfaction and agent performance. When plateauing occurs, my advice to clients is that it’s time to reassess their quality management program, I always recommend starting with attention to agent scorecards. A “quality” built scorecard can improve NPS Scores, agent performance, agent attrition, and increase revenue.
Although scorecards are commonly used, reinventing a scorecard can seem cumbersome or overwhelming for many managers. These steps will help you revive your outdated scorecards and help you build an indispensable quality framework.
4 Steps to Bringing Quality into Your Agent Scorecards
1. Collect input from ALL stakeholders
A lot of times I see managers formulating their KPIs in a top-down way without collecting feedback from their most in-the-know assets: agents.
Agents play a vital role in the work on the front lines working with customers. Their firsthand knowledge of customer intentions, concerns, and resolutions will provide valuable judgment for what to monitor and how.
Collectively gathering input from all of your stakeholders is crucial to establishing buy-in and determining the most optimal path for the scorecard.
The collective buy-in early on will help with calibration, breaking down agent quality silos, and create a stronger commitment to implementing change within a process that they contributed to defining.
Stakeholders should include the members of your executive body, contact center managers, supervisors, quality staff, and agents themselves. Solicit their recommendations to improve the overall quality strategy based on the following:
- Vertical trends
- Market analysis
- CSAT scores
2. Avoid asking questions just to ask them. Be deliberate with what you measure.
These are baseline questions I always recommend clients use as their North Star for quality management goal-setting and scorecard creation.
- What are you listening for?
- Why is it important?
- How does it affect your product/services and customer loyalty?
- Do we have pain points that we are solving for?
It’s also important to choose KPI’s for your scorecard that will not only answer these questions but also align with your company’s overall strategy, vision, values, and goals. The scorecard should be a living process document that changes with the needs of your organization.
Avoid asking questions just to ask them. Questions that don’t address needs or are not actionable or data-rich should be avoided. Is it important that a customer’s name be mentioned multiple times in a call? A reasonable question to assess this action would be phrased “ Was courtesy utilized throughout the call?” Both speak to customer experience, but the latter speaks to the overall sentiment versus a specific piece of the overall experience. A scorecard question may contain subjective and objective items but should consist more of subjective measurable questions.
This eliminates ambiguity allowing for a better-calibrated quality program. An effective scorecard will range from anywhere between 8-15 questions with the weighting heavier on those that have the most impact on the center. Quality-built scorecards will provide targeted behavior opportunities for coaching and clear visibility into both the agent’s performance and overall experience.
3. Create a call score definitions document (CSDD)
Now that the scorecard questions have been established, you will want to create or update the Call Scoring Definitions Document. CSDD’s reduce the delta within calibrations resulting in more aligned quality monitoring.
A CSDD is a document that defines every question within the scorecard. It speaks to the purpose of the question, expectations of the verbiage or action of the agent, and point value. When the scorecard changes, the CSDD should also be modified to correlate with those changes. Creating and maintaining a CSDD is another integral part of the scorecard process but also for the whole QM program.
4. Continually evolve the program and review the data
As mentioned, your QM program should be a living, breathing process.
When there are changes within the organization that may impact agent performance, product, and services, or customer loyalty, those changes should also be reflected within your quality program and agent scorecards.
You should be reviewing the data regularly to ensure changes are being made as well as monitoring their impact on the overall goals of the center. Adjust your scorecard as needed and update your CSDD to always align with any changes made. Remember to solicit feedback from your stakeholders including the agents —they have the pulse on emerging trends!
Give quality quality time
The more time and “quality” you put into your scorecard, the more intelligence you will be able to pull from it so follow the process and take your time to build an effective program for your organization.
The benefits of an effective quality management program and scorecard will far outweigh the time and effort to build. If you are not seeing the change or improvement within your operations, maybe it’s time to revise and add a little more quality to your QM program!