1. Harnessing the Potential of Quality
Assurance #402
Rebecca Gibson
Contact Center Solutions Consulting
Interactive Intelligence

2. Session Agenda
1. Why traditional Quality Assurance
Measurements don’t work.
2. The Tactical and Strategic
Measurements you should be using
to evaluate the impact - and boost the
potential – of your program.
www.inin.com
©2012 Interactive Intelligence Group Inc.

3. Traditional QA Measures
1. How many calls did we evaluate?
2. What were the QA scores?
The Quality Team is
responsible for quality.
The contact is evaluated
within the context of the
agent and the contact
center.
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©2012 Interactive Intelligence Group Inc.

4. Why Traditional QA Measures don’t work
Reason #1: they don’t reflect today’s business
environment
Proliferating contact types
Speed of change
Consolidation
Increased regulation
Competition
Social media
Tight budgets
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©2012 Interactive Intelligence Group Inc.

5. Reason #2: Quality is more than a score
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©2012 Interactive Intelligence Group Inc.

6. Reason #3: Internal measures aren’t valid
•Self-reported
internal
measurements may
be influenced by
expectations and fear.
•Internal measures
leave out our most
important
stakeholder: the
customer.
www.inin.com
©2012 Interactive Intelligence Group Inc.

7. Internal and External View of Quality Service
Agent Performance
Recording • Adherence to policies &
Calls procedures
Internal Email & • Script adherence
Chat • Agent productivity
• Efficiency
CSAT Customer feedback
External
• Correlation of internal & externa
quality
• Product & process improvement
&
Internal Real-time Agent & Customer
External
Speech • Alerts & notifications
Analytics • Agent guidance
• First Contact Resolution
• Compliance
www.inin.com
©2012 Interactive Intelligence Group Inc.

8. High
Traditional Cost
Quality
Measures Low
Value
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©2012 Interactive Intelligence Group Inc.

9. So, what else is there?
Traditional
Quality
Measures
Cost
Effective
High
Value
Customer
& Business
Focused
Quality
Measures
www.inin.com
©2012 Interactive Intelligence Group Inc.

10. Maxim Healthcare
Quality Assurance Goal
Measurements
# of calls 7
evaluated/CSR/month
Quality score
Contact Center KPIs =/> 95%
Goal
If 100
agents Sales 20,000/mo
process 50
Revenue $2,000,000/mo
orders per
week, that’s Service Level 80/20
20,000 Customer Satisfaction 90% NPS
orders a
month. Budget +/- 5%
CSR Measurements Goal
Sales 200/mo
Revenue $24,000/mo
Calls Handled 30/day
Quality score =/> 95%
www.inin.com
©2012 Interactive Intelligence Group Inc.

11. Tactical & Strategic Measurement Categories
• Consistency • Performance
Tactical
Strategic
• Efficiency improvement
• Business
Impact
• Cultural Impact
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©2012 Interactive Intelligence Group Inc.

12. Tactical Measures: Efficiency
# or % calls evaluated
# or % time spent on Quality
activities
Budget to actual
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©2012 Interactive Intelligence Group Inc.

13. Tactical Measures: Consistency
Calibration
Cross-evaluation
Data analysis
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©2012 Interactive Intelligence Group Inc.

14. Tactical Measures: Consistency Maxim Healthcare
Calibration
• Easier to achieve and maintain consistency with a
dedicated QA resource
Cross-evaluation
Data analysis
• Analysis of QA results may reveal inconsistencies
best addressed by a dedicated QA resource
www.inin.com
©2012 Interactive Intelligence Group Inc.

15. Why Are You Monitoring? The Strategic Perspective
• What is the purpose of our
Quality program?
• What is a quality contact?
• What are critical agent
behaviors?
• How does high quality impact the bottom
line?
• What measures will provide a picture of
quality service and value to the contact
center and organization?
www.inin.com
©2012 Interactive Intelligence Group Inc.

16. Strategic Measures: Performance Improvement
Track/trend quality performance results over
time
Track volume/frequency of errors, rework,
and compliance
Track coaching for behaviors identified as
improvement opportunities
Return on investment
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©2012 Interactive Intelligence Group Inc.

17. Return on Investment
Labor
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©2012 Interactive Intelligence Group Inc.

18. Return on Investment
Add it Up! Maxim’s QA Program
Costs
Quality Monitoring Software
100 seats@$1,000/seat = $100,000
Supervisor Salaries
$409,200 annual / 20% = $81,840
QA Program Return
• Cost of poor/ performance quality?
• Errors, rework, callbacks, company culture
• Return on high/improved performance?
• FCR, C-Sat, handle time, revenue
www.inin.com
©2012 Interactive Intelligence Group Inc.

19. Strategic Measures: Performance Improvement
Track/trend quality performance results over time
• Validate behaviors that correlate with sales.
Track volume/frequency of errors, rework, and
compliance
• Analyze orders that are returned from review
• Analyze customer complaints about wrong orders
Track coaching for behaviors identified as
improvement opportunities
• Analyze the trends in coaching. Evidence of a hiring
deficiency? Should these skills be covered more completed in
NHT?
www.inin.com
©2012 Interactive Intelligence Group Inc.

20. Strategic Measures: Business Impact
Impact on Customer Satisfaction
results
Impact on business objectives
(sales, revenue, repurchase rates,
retention)
Impact on First Call Resolution
QA alignment with business
objectives
www.inin.com
©2012 Interactive Intelligence Group Inc.

21. Maxim Healthcare: Correlate Quality & Productivity
30 calls/ goal per mo.x 20 avg work days = 600 calls per mo.
Contact Center KPIs Goal
Sales 20,000/mo
If each call Revenue $2,000,000/mo
generates $40
average sale = Service Level 80/20
$24,000 revenue Customer Satisfaction 90% NPS
goal per agent
Budget +/- 5%
per month
OR CSR Measurements Goal
Sales 200/mo
40% of the 600
calls need to Revenue $24,000/mo
have a $100 sale Calls Handled 30/day
Quality score =/> 95%
www.inin.com
©2012 Interactive Intelligence Group Inc.

22. Quality & Productivity Maxim Healthcare Performance Report
(Team A - Productivity and Quality)
9.00
8.00
Y Axis 7.00
What is the first key
variable impacting
revenue generated? Calls Per Hour 6.00
5.00 Avg CPH 5.1 & 75% Quality
Rating
4.00
X Axis
What is the second key
variable impacting 3.00
revenue?
2.00
X Axis
50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
% Quality Rating

23. Financial Impact Maxim Healthcare
Team A Contact Center Performance
9.00
O’Conner
8.00 $360
Parker Davis
Financial Impact Axis $338 $220
Sampson
7.00 $280
Martin Mason
$244 $276
Calls Handled Per Hour
Cunningham Padron
6.00 $240 $255
Cox
$206
Lewis
5.00 $175
Peters Hoffman
$158 $169
Jones Smith Farley Ash Lopez
O’Conner = $45/call 4.00 $120 $120 $140 $150 $140
Harold
Marks Gillian
$123
Marks = $30/call 3.00 $90 $98
2.00
50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
% Quality

24. Strategic Measures: Cultural Impact
Employee Satisfaction
Surveys
Focus Groups
Turnover
www.inin.com
©2012 Interactive Intelligence Group Inc.

25. Sample QA-relevant E-Sat Questions
1. My work is fairly evaluated and I am provided with constructive
feedback.
2. Performance standards for my job are clearly communicated.
3. My supervisor is encouraging and is invested in my accomplishments
and my success.
4. My supervisor cares about me as a person.
5. In the last seven days, I have received recognition or praise for doing
good work.
6. In the last seven days, I have received feedback on some aspect of my
performance at work.
7. The mission and values of my company make me feel that doing my
job well is important.
8. My fellow employees are committed to doing quality work.
9. I am committed to doing quality work.
10. I feel I have opportunities to learn and grow in my job and with the
company.
www.inin.com
©2012 Interactive Intelligence Group Inc.

26. Sample QA-relevant Focus Group Questions
1. Do you feel the QA program contributes to improved customer
experiences?
2. What are the benefits of the QA program to you as an Agent? To our
customers? To our business?
3. What aspects of the program do you feel are most effective?
4. How might the QA program be improved?
5. How are you involved in the QA program? What are your
responsibilities?
6. Do you feel the QA program is fair and equitable? Are the QA criteria
applied consistently? Do you understand what you are being asked to
do?
www.inin.com
©2012 Interactive Intelligence Group Inc.

27. Maxim Healthcare - Strategic QA Direction
Strategic QA Measures Goal
Key Business Objectives Boost revenue 5%
• Distribute Monthly VOC report to Feedback and PD/Marketing
product development and marketing results
Key Business Objectives , Track QM Eliminate callbacks 20%
performance measurements, FCR
• Distribute Weekly Reason Report &
Analysis
Track QM performance measurements, FCR Reduce insurance kick backs
• Order accuracy audits 10%
Track QM performance measurements, FCR Identify opportunities to
• Track customer complaints by reason and streamline processes, reduce
frequency bottlenecks
• QA rotates in key departments (billing, Measurable process
compliance, warehouse) improvement
Cross-Evaluation, Calibration Establish a holistic view of the
• Invite internal stakeholders to participate customer
in calibration and call evaluation Feedback www.inin.com
©2012 Interactive Intelligence Group Inc.

28. Harnessing the Potential of Quality
Assurance #402
Rebecca Gibson
Contact Center Solutions Consulting
Interactive Intelligence
rebecca.gibson@inin.com / 443.254.3750
Thank you for attending this session.
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