Presented by Jackie Naughton BYC AQUA Solutions

1. Creating a QA Process that enhances customer experience and drives on-going performance improvement Presented by Jackie Naughton BYC AQUA Solutions

2. Who are BYC? • Consulting and QA Services company • Outsourced QA – we are currently evaluating more than 4, 000 contact centre agents every day • Use QA to assist our clients in driving business improvements across all facets • Passionate about protection of your brand • Objective, independent and cost effective • Twelve years in SA • 2.5 decades in the industry

3. Why Bother With QA?

4. Superior – of great value Looking at the QA process holistically

5. Starting Point for Effective QA • Clearly agree and document……. • ‘What good sounds like’ • ‘What good looks like’ • ‘Everyone shares the objective’ • ‘Everyone involved in the process’ • ‘Everyone measured on results’ • ‘No surprises’ • ‘Honesty, objectivity and full interaction coverage’

6. Confusion…….. We often hear………. ‘Jackie I don’t understand, my QA is average 90%, yet by customer’s are ‘voting with their feet’

7. Quality Management Principles

8. What do a lot of contact centres do? • Promote good agents or long-standing agents to become QA Experts measuring customer delivery • Actual QA Skills required to be effective: • Listening skills – predominant effort – without emotion • Objectivity in measurement – regardless of historic role • Customer orientation • Accountable for business strategies – people, process and technologies • Ability to recognise different customer types • Flexibility vs. tick sheet mentality • Excellent communication skills • Emotional intelligence • Life experience

9. Newsflash……… ‘Reading a script does not mean it’s a good customer experience’ – it certainly doesn’t warrant high QA’

10. Some Questions? • What training did your QA receive to conduct effective customer experience evaluation? • What autonomy do QA have on the operations floor? • How integrated to team leaders are they? • Are they covering all customer interaction types equally to protect your business? • What pro-active insight have they provided to you in the last four months?

11. The Starting Point – What we measure

12. You can’t be ‘half pregnant’ The result is either to standard or it isn’t There should be no colour Grey in QA

13. If you can’t measure it, don’t do it, if it doesn’t get measured, it doesn’t get done • Ensure design of your QA measures is effective • Do not ‘lump’ all activities together, i.e. Pace, Tone, building relationship – all significantly different • Ensure your QA provides coaching feedback to operations not just a zero or a score • Ensure that QA findings are reported to operations in timely fashion (23, 000 customers)

14. Some more typical findings • With many QA reporting systems, the Total weight of QA measures are limited to 100 – doesn’t allow significant focus where business requires – you have choices • Balance of weightings not aligned to customer experience i.e. heavily loaded to compliance or data entry – balance critical to protect the customer experience • QA is perceived as ‘big brother’ within operations • QA is a score sheet on agent vs. real value on customer insight, business processes, KPI’s and risk • Many companies scoring their ‘own homework’ – inadequately trained resources conducting QA or those with vested interest in results • QA not providing value add to your contact centre – perceived as ‘back office process’ vs. visibility of effectiveness at every level • Cumbersome reporting – often done manually – to provide business intelligence relating to customer experience – too little – too late

15. Effective Measurement • FCR – first call resolution – ‘what are the blockages’? • Propensity to pay – collections • Propensity to lapse – sales • Product popularity • Sales approach – 2013 relevant • Service approach – complaint management and retention • Collections approach – 2013 relevant • Compliance risk – FSB/FSA • Communication style – break it down • Brand alignment and protection – overall experience • Use of auto-fails – sectional or in totality – use with caution • Coaching effectiveness • Training effectiveness • Recruitment effectiveness • Emotional intelligence – i.e. use of name! • Relationship building • Balance between all of the above in total weighting of the QA templates • All information available as QA conducts evaluations and updates business results

16. Get the balance on design of measures right • Ensure customer experience has significant percentage • Ensure balance between business critical elements but always around customer • QA is there to warn internally, don’t be frightened of results – use them • Action findings and ensure feedback real time

17. Who Owns QA in your business? • Everyone owns it! It dictates your successes or risks • Customer’s tell us constantly if QA is making a difference • QA should be a constant discussion point at all levels • Various levels require different information – system driven • Ensure it’s flexible to meet your business environments • Customer owns QA in your business – they constantly tell us if we’re on track

18. Flexible QA gives insight on………..

19. An Effective Operational QA Process

20. Leadership • Quality Standards need to be clearly defined and agreed at all levels of the business • Quality standards need to have appropriate focus on customer experience across all mediums of your business • Quality needs to be taken seriously at this level

21. People • Does everyone at every level of the contact centre understand expectations? • Does everyone get measured on same volume/objectivity? • Do your people get updates to QA changes and impact on their role? • Do people get motivated and encouraged to exceed QA standard with customers • To make it superior – it needs to become part of your companies DNA • Do people get the right training • Does everyone have access to the updated business strategies relating to customer delivery? • Do your people understand your business results on quality delivery? • Is appropriate action taken where required? • Do QA findings impact on salaries • Are your QA team qualified to measure effectively, objectively and across all facets of customer delivery?

22. Process • Who do you benchmark against? • Do your results on QA enable other processes to ensure action taken? • Does everyone in the business take QA seriously? • Are your QA standards reviewed and changed in line with consumer expectations and brand alignment? • What percentage of measurement relates to Processes within your contact centre

23. Systems • Does your QA system do the work for you? • Are you restricted to 100 as the total measure – you don’t need to be • Are positive and negative deliveries escalated immediately • Does your system allow constant access via key stakeholders? • Does your system provide all reports required - When you want them and in format you want them? • Does your system show trends and risks to business? • Does your system allow reports on coaching monitoring and effectiveness? • Does your system allow optimization of QA resources? • Is your system flexible for changes as needed by business? • Does your QA system add value to the quality monitoring process for your organisation?

24. Continual Improvement • Discuss QA results at all levels • Agree successes and risks and take action • Benchmark what good looks/sounds like and strive towards it • Ensure all resources understand that QA is a constantly changing process to drive strategy • All stakeholders to be involved • Measure changes and impact on business

25. Decision Making Approach • Who decides on what the standards are today? • Do they have the skills to protect your business and customer experience? • Is there appropriate focus and sign off on QA processes within your company? • Get stakeholders to listen/view customer feedback regularly to get them involved in the process • Does everyone support the final measure used in QA

26. Supplier Relationships • Are your suppliers measured on quality of delivery? • Do you have objectivity in this regard? • Are there appropriate risk and reward agreements within these contracts/agreements? • Are they pro-active in protecting your customer delivery?

27. Regularity • Calibration sessions – who should be involved? • QA process review – integrate with external customer feedback • Rotate times of evaluation – agent’s watch QA • Review standards of measures – benchmark against excellence – drive growth • Speak about QA at all levels and show results, highest and most improved

28. Don’t be scared…….. • To report poor QA results – it shows opportunity and honesty • It’s an opportunity to improve your current Customer Delivery and QA process • Question why do you have to do it the way you do today • To re-launch it within your contact centre • To use QA results as significant KPI/impact on salaries • To be different! – After all, who are you really kidding when not done correctly?

29. Conclusion • If your business is losing customers, your QA isn’t adding value • If your customers don’t portray loyalty, your QA isn’t adding value • Have you conducted analysis on complaints and process breakages and then focussed on QA? • If your sales aren’t coming to fruition, your QA isn’t adding value • If your QA isn’t objective – it’s a waste of money! • If you don’t know the answer to some of these points, get professional help • QA is there to protect your business and it tells you what’s not working before your customers do!

30. In Summary • Don’t be worried about starting again on QA • Redesign using the model shown • Ensure that all parties involved • Ensure QA is calibrated regularly • Encourage leadership to listen to customer delivery – pro-activity vs. fix and try and retain • Re-launch your standards – make it fun • If QA sounds dull - Change the title to ‘Customer Experience Measurement’

31. QA is an investment – make it count • If no value – don’t do it • It protects your business and gives valuable insight when done correctly • It’s ever-changing – because our customers are • It should be a living constant in your contact centre • It’s a business critical support area to the entire business not solely operations • Dare to be different – it pays off

32. Now Over to You

33. Thank you for listening Presenter: Jackie Naughton Tel: +29 (0) 21 531 4487/9949 Cell: +27 82 5533576 Email: Jackie@byc.co.za Web: www.byc.co.za