How do you measure the impact of your coaching sessions on call quality and customer satisfaction?

One thing must be very clear. The coach defines the goal of the coaching session, but it is the coachee who has to set their goal. The coach is there only to guide them and ensure that the goal is SMART. I've seen far too many coaches decide everything arbitrarily. This doesn't ensure the commitment of the coachee, without which, no goal can be achieved.

???????????????? ??????????: Define what you aim to achieve with your coaching sessions, such as improving call handling time or customer satisfaction. ?????? ?????????? ????????????????: Establish criteria for successful coaching sessions based on KPIs like average handle time or customer satisfaction score. ?????????? ?????????? ???????? ???????????????? ????????????????????: Ensure your coaching goals align with your overall business objectives. ?????????????????? ?? ????????????????: Determine the current performance level before coaching sessions begin. ?????? ?????????? ??????????: Goals should be Specific, Measurable, Achievable, Relevant, and Time-bound.

In today's world, AI is becoming a big player across all industries. It's not just about automation; it can also lend a hand in training your team. There are loads of AI tools out there designed to help coach your agents, pinpointing where they might need improvement. And guess what? Better-trained agents often mean more money coming in????

We can and should measure the impact of coaching on call quality & customer satisfaction by tracking KPIs like fcr, aht & post-call survey scores. Regular feedback from agents and customers really offers insights. Improvement is evident when conversations are more solution-focused & empathetic.

Creating a feedback form that includes sections addressing various aspects from calls is critical. To get a breadth of understanding, mix-type questions and scale scoring can help help to understand a variety of insights. Once you have a framework, tailoring the coaching feedback form to your organization's specific needs, and continuously refining it based on evolving coaching objectives and performance metrics is important to continue staying apprised of customer satisfaction and call quality.

It is also important to educate coaches on using these forms correctly. Often, they are seen as bureaucracy imposed from above and are not used as intended. They are filled out summarily, just to say it has been done and to be compliant with company policies. To prevent this from happening, an audit process is needed where their direct manager can ensure that these forms are used efficiently.

???????????? ???????? ???????????????????? ?????? ??????????????????????: Transcribe and analyse recordings to gain customer insights and coach your team effectively. ?????? ???????? ???????????????????? ?????? ????????????????: Use call recordings to train staff, highlighting good and bad examples of calls. ???????? ??????????????: Pair call recordings with call scoring to evaluate performance and identify coaching opportunities. ???????????????? ????????????????: Automate the call recording analysis process to provide meaningful data and make informed decisions. ???????????????? ??????????????????: Use a coaching framework when reviewing call recordings, discussing the call and areas for improvement with the agent.

Surveys and interviews with agents and customers provide valuable insights on the effectiveness of coaching sessions in improving call quality and customer satisfaction. E.g, a call center implemented post-coaching surveys with agents to measure their confidence levels in handling customer interactions. Conducting customer satisfaction surveys after coaching sessions can help identify improvements in service quality and customer experience. By analyzing feedback from both agents and customers, call centers can make data-driven decisions to enhance coaching strategies. Measuring the impact of coaching sessions through surveys and interviews can lead to continuous improvement and better overall performance in call centers.

"The voice of the customer" is perhaps the most powerful analytical tool we can borrow from Six Sigma. The customer can be external or internal (colleagues, agents in this case). But it also needs to be filtered using data. No one in the company holds the absolute truth, and often the subjects interviewed have only a partial visibility as well as biases.

?????????????? ??????????????????????: Regularly monitor agent performance to identify areas for improvement. ????????????????: Provide constructive feedback based on performance. ???????????? ???????????????? ????????: Adjust your coaching plan based on feedback and performance. ???????????????????? ????????????????: Encourage continuous learning and development. ?????????????????? ??????????????????????: Reward improvements in performance to motivate agents. ?????? ????????: Use data from call recordings and customer feedback to inform your coaching plan. ?????????????? ????????????: Involve agents in the review process. Their insights can be valuable in adjusting the coaching plan.

In my experience, ask the person who has been involved for their honest opinion. Is the person able to be coached with the best knowledge possible?

Some of the areas not included in the article are: ???????????? ????????????????????????: Measure client satisfaction with the coaching process and progress toward goals. ???????????????? ??????????????????/?????????????????? ??????????????: Consider the impact of coaching on employee attitudes and the corporate climate. ?????????????????? ?????? ???????????????????? ????????????: Measure the impact of coaching on retention and motivation levels. ??????-???????????? ???????????????? ??????????????: Use 360-degree feedback ratings to measure coaching effectiveness.

In order to have coaching be impactful, you cannot just say, “Here is the goal. These are your numbers, do better.” Numbers paint the picture, but behaviors tell the story. Do you have an agent that is struggling with a high talk time? Listen and find out why? Are they letting the caller control the call? Are they discussing things unrelated to the purpose of the call? Is there a lot of dead air? One you determine these key behaviors and coach to them, the talk time will come down. In addition, if you try to coach an agent on more than two things at a time, you are setting them up for failure.