Quality MonitoringMeasurements

Interactive Intelligence l www.inin.com lesley.vereen@inin.com, rebecca.gibson@inin.com

Measures Definition

(1) Not measuring (2) Planning to measure (3) Occasionally measure (4) Consistently measure

TACTICAL MEASURES

Efficiency: Are the quality management (QM) functions and the QM budget managed efficiently?

# or % calls evaluated Track the quantity of interactions evaluated within a given time period.

# or % time spent on Quality activities

Track the time or % of time allotted for various QA activities, such as selecting interactions, listening to and scoringinteractions, coaching and feedback, calibration.

Budget to actual Compare the Quality function budget to actual expenditures.

Consistency: Are program and performance standards applied consistently and fairly?

Calibration Compare interaction evaluations across evaluators and negotiate/document a common understanding of how the quality standards are interpreted and applied.

Cross-evaluation Rotate evaluators between teams and individuals.

Data analysis Analyze interaction rating and scoring distribution across evaluators.

STRATEGIC MEASURES

Performance Improvement: Do QM activitiespositively and consistently impact quality measurements, such as errors, rework, accuracy, and compliance?

Track QM performance measurements

Track/trend quality performance results over time.

Track errors, rework, compliance Track volume/frequency of errors, rework, and compliance.

Trackcoaching impact Track coaching for behaviors identified as improvement opportunities to assess impact of coaching, as well as appropriate identification of most critical behaviors to coach.

ROI Compare costs of the program to measurable program benefits/results.

Business Impact: How does service quality impact business objectives (sales and revenue, customer loyalty and retention, FCR)?

Customer satisfaction results Analyze customer feedback (external measure) to determine the impact of QA efforts.

Key business objectives Analyze key metric results to determine the impact of QA efforts on contact center goals and business objectives (sales, revenue, repurchase rates, retention, NPS).

First Call Resolution Track increase/decrease of calls resolved upon initial contact ÷ total calls.

QA alignment with business objectives

Correlate quality results with key metrics that align with the contact center’s goals and contribution to business objectives (sales, revenue, repurchase rates, retention, FCR, NPS).

CulturalImpact: Is our culture – employee engagement, professional growth, positive workplace – impacted by our QM program activities?

Employee satisfaction surveys Results for questions related to employees’ perception of professional growth and development, and other issues that you hope to positively affect through the QA program.

Focus groups Analyze anecdotal responses to QM-related focus group questions.

Turnover Examine turnover reasons and exit interview data to identify QM-relevant causes. Involuntary: Lack of skill or job-knowledge Voluntary: Lack of development, lack of recognition, unclear objectives.