Contact center performance management – Contact-Centres.com

Managers spend their days coaching and training their team on brand standards, best practices, and solving common customer issues. QA reviewers scratch the surface of team performance, but with so much interaction and so little time, they’re not in a position to delve deeper. Agents stay on top of inbound tickets and customer inquiries, with little information on their performance and even less visibility into what they need to do to grow and grow.

As a result, the common story of the Contact Center is one of burnout and attrition. But, it doesn’t have to be.

The truth is, your call center performance management program can unlock untapped potential for customer loyalty, agent retention and happiness, and overall business value.

It’s time to revamp your approach to performance management.

Reinvent your contact center performance management program

The old-fashioned performance management of call centers relies only on internal quality metrics. Coaching and training is based entirely on these metrics, and agent performance is judged only by call center managers and quality assurance managers.

This approach can be a good place to start, but ultimately it can negatively impact customer service teams, brand health, and long-term profitability.

First, capturing enough performance data to identify and resolve issues quickly (and efficiently) requires an army of managers and QA managers constantly monitoring interactions with customers. Growing the team means hiring more managers and QA officers, which can become an expensive proposition for your organization.

Second, the inherent biases, if not managed effectively, make the data less actionable. Agents can still dispute a QA review they receive based on tens or hundreds of interactions per week, and a lack of ongoing benchmarking between reviewers could mean five QA managers different people might have five different reactions to the same customer interaction. And if agents feel that their scores are not exhaustive on their overall performance and that they are missing out on all the great work they are doing, it can lead to lower morale and a loss. call center attrition rates in the contact center.

Finally (and worst of all) there is a disconnect with customers. Do the standards reflect what interests customers? Are your client’s biggest concerns or issues with your team noted – and addressed – in your internal quality assurance reviews?

“It’s great to report a ‘200% quality increase’ based on your internal dashboard, but have your customers even noticed a difference? If there has been no significant change in the NPS, CSAT, or CES, why is the internal quality score important? “

Nate brown, CustomerCentricSupport.com

Remember: Customers don’t know (or even really care about) your customer service quality assurance standards. They just want service that meets their expectations and leaves them with a positive impression of your brand.

The only way to consistently deliver these positive experiences is to invite your customers to define and measure quality for you as part of the service experience through collection and analysis, customer feedback.

Business Benefits of Using Customer Feedback in Contact Center Performance Management

Real time voice of the customer (VoC) The flow of data in the contact center can transform culture, operations and performance, and give the customer service team a much larger role in advancing business goals.

These advantages of bringing voice of customer data in your contact center are real.

1. Managing contact center performance is easier (and more efficient)

With VoC data pouring into dashboards (both star ratings and specific areas of customer concern), managers and QA leaders have all the information they need to help their team be more productive and avoid guessing where to focus their coaching efforts.

By monitoring both internal and external performance metrics, managers can easily identify which members of their team are excelling and those who might need more hands-on coaching around a specific issue.

As a result, they are able to offer in the moment micro-coaching opportunities as soon as they see a negative score coming in, but also able to monitor broader performance trends to keep the pulse of overall team success and identify areas that may require group training.

Instead of recording one or two random calls that might not be representative, QA reviewers can be notified of interactions with a weak customer satisfaction rating that meet predetermined criteria (insufficient product knowledge, for example) and review those calls. As efficiency improves, quality assurance resources become available and leaders can devote more time to other critical aspects of their quality program, such as resumption of service – a game changer for modern frontline teams.

From our latest Customer service trends for 2022 According to a study in the US and UK, 97% of consumers say that if a brand turned a bad experience into a positive one by immediately resolving their issues, they would do business with that brand again. With quality assurance resources spent less on manual and screening reviews and more time on programs that will generate net worth, your entire business wins.

Meanwhile, agents can use feedback from their own clients to self-correct when they see they’ve missed the mark. Rankings offer the added benefit of encouraging friendly competition among agents.

In this atmosphere, performance continues to improve as team leaders feel less burdened and can direct their efforts where they are needed most.

2. Data is more usable

When real-time external customer feedback is combined with internal quality assurance reviews, there are no barriers to improvement. Agents see the same ratings and comments as team leaders, while interactions are still fresh, so agents get more value from coaching and quality assurance reviews. Everyone also sees the same aggregated data, so there is no tendency to dispute performance.

This means that agents not only place more importance on their KPIs because they are able to keep track of their trends, but it also means that they know exactly what they need to do to improve their scores. and satisfy your customers.

With the information they need to understand their performance, and advice on how to improve, agents can stay on top of their A-game.

3. Happy agents tend to stick around

Customer reviews allow agents to see firsthand the positive impact they have on the lives of your customers every day. VoC-focused coaching and training sessions help agents do their jobs better by focusing on specific areas of improvement and tailoring their coaching to their needs as an individual.

As performance scores naturally increase, customers praise, and managers recognize excellence at the contact center level, agents start to feel more confident and valued.

This virtuous circle can greatly improve morale and reduce contact center churn rate.

Exceptional customer service is now the main differentiator of the brand and the surest path to market domination. You can’t become a service leader if your frontline is a mix of new agents not ready for prime time and agents who have already checked in.

If you take the necessary steps to minimize call center attrition, you’ll have the keys to the kingdom: seasoned brand experts who love and excel at their jobs and create customers for life. As you build your team of branded superheroes, you will continue to cut costs, generate revenue, and win over your competition, a cycle of acceleration that will make your brand unstoppable.

4. Satisfied customers stay put and spend more over time

A personalized and humanized front-line request for feedback (with agent’s photo and bio, suggested rewards, etc.) immediately following a service interaction doesn’t just collect data. It also builds brand equity and strengthens the customer’s emotional connection with the brand. The numbers don’t lie: 84% of American and British consumers say when customer service fixes an issue for them, they feel more emotionally connected to the brand. And when customers feel that connection, they’re more likely to stick with your brand and continue to offer their business to you.

By the time they have a fun opportunity to speak out, customers feel valued by the brand, more inclined to spend more over time, and eager to share their experiences with friends and family. Businesses of all types have seen a substantial increase in word of mouth (WoM) use among consumers, particularly in the US market where last year only 38% of shoppers said they would tell their customers. friends and family to stop doing business with a company if they’ve had a negative experience.

This highlights the incredible influence WoM continues to have and the opportunity that exists for businesses to use it as a powerful tool for growth. When brands treat customers as their greatest advocates, they have the potential to drive meaningful results, as illustrated by the fact that WoM marketing produces approximately $ 6 trillion in consumer spending every year.

Speed ​​up your contact center performance management with real-time customer information

Old-fashioned contact center performance management is a thing of the past.

Success in today’s market depends on what matters to customers, outright, and how that knowledge is implemented in the contact center. It will not only elevate your brand; it will make your business stronger and more profitable. Whichever way you slice it up, you’ll be in a better position to compete.