How do you evaluate and reward contact center quality assurance and coaching performance?

Quality Assurance programs need to assess organizational performance in addition to individual performance. Too often, frontline team members are the scapegoats for antiquated, complex, self-serving policies, procedures and processes that frustrate customers and thwart employee efforts to resolve issues and repair the customer relationship. QA needs a seat at the table to identify trends and roadblocks and initiate change. We also need to consider if we are putting too much emphasis on compliance. More focus on providing feedback on resource utilization, critical thinking, and problem-solving would be more beneficial in helping employees acquire the skills they need to work autonomously, leverage their talents and advance their careers.

Definir critérios claros e relevantes é fundamental para avaliar e recompensar a qualidade no contact center, sempre com foco em CX! Alinhe os critérios de avalia??o aos objetivos do contact center, expectativas dos clientes e padr?es do setor, garantindo que todos os aspectos quantitativos e qualitativos sejam cobertos. ???? Na garantia de qualidade, considere elementos como precis?o, consistência, conformidade e feedback; já para o coaching, foque em engajamento, melhoria, reten??o e satisfa??o, sempre com a experiência do cliente em mente. ???? Assegure-se de que sua equipe compreenda como esses critérios influenciam diretamente a CX e como ser?o medidos, promovendo transparência e motiva??o. ????

Quality and the associated evaluation process, isnt a single one-off occurance, it is an ongoing evolving journey. The criteria and program paramater must look beyond any single evaluation and consider the evolution, progress and trending of the agents and coaches involved. Rewarding the coaching and/or evaluators should also be viewed across time and history. Ongoing improvement of the coached staff must be the objective and the criteria and reward structure must consider both individual coaching session and well as personal development and growth of those coached over time.

Evaluate performance based on predefined quality metrics, provide constructive feedback and coaching sessions, recognize and reward achievements, offer professional development opportunities, and regularly review and adjust evaluation criteria to ensure alignment with business goals and evolving customer needs.

Effectively evaluating and rewarding your contact center's QA and coaching staff goes beyond individual scores. Look for a ripple effect. Monitor key metrics like CSAT and FCR to see if they improve after an agent receives coaching or a QA evaluation. Gather agent feedback on the value of these processes. Finally, tie individual contributions to team goals. Did new coaching techniques raise CSAT scores? Did targeted QA lead to better FCR? By recognizing these connections, you showcase the impact of QA and coaching. Reward outstanding performance with public recognition, bonuses tied to improved metrics, or professional development opportunities.

Combine ferramentas como grava??es de chamadas, pesquisas de satisfa??o, auditorias, relatórios e painéis de análise para coletar dados abrangentes. ???? Ao integrar dados objetivos (como métricas de desempenho) com dados subjetivos (como feedback de clientes e pares), e triangulá-los a partir de diversas perspectivas — clientes, agentes, gerentes — você obtém uma vis?o completa e equilibrada. ???? Essa abordagem permite identificar pontos fortes e áreas de melhoria, promovendo um ciclo contínuo de aprimoramento e excelência no atendimento ao cliente. ????

In developing a evaluation and rewards structure it is essential to gain a complete perspective of individual quality coaching interactions as well as coaching effectiveness over time. To achieve this multiple and diverse data souces should be leveraged. These sources should include both quantitative and qualitative sources. These can include ACD reporting, CSAT and eNPS surveys, Peer review, sentiment analysis, speech and text analytics. Each of these reports can be viewed on a transactional or episodic basis as well as a trend line over time. Both can be valuable and provide a more comprehensive and balanced view of the coaching staff performance.

Too often the quality team is viewed by agents as the 'gotcha police'. This perception grows out of an environment where staff is only "caught" doing something wrong. Effective coaching should catch the agents doing things right as well as where improvements can be made. The role of a coach is to assist those they coach to achieve better performance. Coaches can always be better coaches. Regular scheduled meetings as well as regular ad-hoc meeting create a framework for ongoing improvement. Assessing the coaches performance, reviewing coaching sessions, notes, recordings, feedback from their charges and best practices from other coaches within and outside of the organization establishes a collabrative growth opportunity for the coaches.

In my experience, feedback is not just about pointing out areas of improvement but also about reinforcing positive behaviors. It's crucial to balance constructive criticism with positive reinforcement to maintain morale and motivation. Moreover, in a contact center environment, real-time feedback can be a game-changer. It allows for immediate course correction and enhances the learning experience. Also, fostering a culture of peer-to-peer feedback can lead to a more collaborative and supportive work environment. Lastly, leveraging technology can help in capturing and analyzing feedback effectively, enabling managers to provide more specific and actionable feedback.

Agree Colin and one of the challenges is how feedback is used. Generally the agent starts out at 5 out of 5 and everything that was incorrect brings the agents score down, and that score is linked to a performance bonus. What maybe needs to happen is that you start in the middle (SM) and anything over and above brings you into the Exceeded Expectations (E) so that the incentive is there that can be equated to your bonus incentive. Right now you have two options, you did your job (SM) or you didn't (U Unacceptable, ND Needs Development).

O feedback é fundamental para motivar, reconhecer e desenvolver sua equipe de qualidade e coaching, ajudando-os a entender seus pontos fortes e áreas de melhoria. ???? Ofere?a feedback regularmente, preferencialmente logo após cada sess?o de qualidade ou coaching, combinando elogios e críticas construtivas com exemplos claros e sugest?es práticas. ???? Incentive também uma cultura de feedback mútuo, onde a equipe compartilha insights e busca opini?es de clientes, agentes, gerentes e colegas, promovendo um ambiente de crescimento contínuo e excelência no atendimento ao cliente. ????

Evaluating and Rewarding Contact Center QA/TL and Coaching Performance: Assess Accuracy: Review how well QA/TL evaluations align with actual performance metrics and customer feedback. Track Improvement: Measure the progress of agents under coaching to ensure they are meeting quality standards. Recognize Achievements: Reward QA and coaches based on improved agent performance and successful goal achievement. Offer Feedback: Provide timely, actionable feedback to help refine QA processes and coaching methods.

Recompensas s?o uma ferramenta poderosa para mostrar que o trabalho de sua equipe é reconhecido e incentivá-los a alcan?ar seus objetivos pessoais e profissionais. ???? Crie um sistema de recompensas que seja justo, transparente e consistente, vinculando diretamente as recompensas ao desempenho e às metas alcan?adas. ?? As recompensas podem variar de b?nus e incentivos financeiros a reconhecimento, promo??es, treinamentos ou oportunidades de desenvolvimento de carreira, garantindo que atendam tanto a objetivos de curto quanto de longo prazo, e sejam aplicáveis tanto para indivíduos quanto para equipes. ????

Seu sistema deve ser dinamico e flexível, adaptando-se aos objetivos do contact center, expectativas dos clientes e mudan?as nos padr?es do setor. ??? Revise-o regularmente, pelo menos uma vez por ano, e colete feedback da equipe de qualidade, coaching e outras partes interessadas sobre seu funcionamento e possíveis melhorias. ???? Avalie também o impacto desse sistema nos resultados, como satisfa??o do cliente, engajamento dos agentes, pontua??es de qualidade e receita, para garantir que ele continue impulsionando o desempenho e o sucesso do seu contact center. ????

Eles s?o os especialistas em seu trabalho e podem oferecer insights valiosos sobre como medir e reconhecer o desempenho de maneira eficaz. ???? Consulte-os regularmente, buscando sua opini?o sobre critérios, métodos de coleta de dados, feedbacks e recompensas. Capacite-os para que assumam a responsabilidade por seu próprio desempenho, definindo metas e planos de a??o personalizados. ?? Ao envolver sua equipe no processo, você promove maior engajamento, comprometimento e confian?a, cultivando uma cultura de melhoria contínua e excelência em seu contact center. ????

It may be controversial, but I see we need to pivot. Instead of focusing on what agents do wrong, let's celebrate what they do right. Reward innovation. Applaud problem-solving. Cheer for empathy. And coaching? It's not about pointing out errors. It's about nurturing growth. Remember: Quality isn't an act, it's a habit. Make good results a habit.