Maximizing the Effectiveness of Quality Scorecards
Here at BPA Quality we have over 28 years of experience in providing expert quality monitoring services and consultancy for contact centers. Our clients are drawn from 100 different industries with the one common area being that they use contact centers to communicate with their customers.
Being at the hub of all this combined experience and expertise means we are in the lucky position of seeing all elements of how through quality monitoring different companies attempt to implement exceptional customer experience.
Our experience and variety of clients results in a unique BPA view on all things related to the delivery and achievement of quality monitoring.
Without selling the family heirlooms, I have decided to write about the subjects we are asked about the most and share some thoughts.
One of the main areas we are asked about by clients and potential clients alike is: “What is the ideal scorecard?”
Regardless of the level of investment in quality in your contact center you will invariably use a scorecard to identify problems, maintain quality standards, improve customer experience, and increase agent, center and departmental performances.
Given the importance of scorecards, their creation and amendments should be considered and involve front line team members, managers, stakeholders, customers and, if possible, industry experts.
Building a routine and process for regular reviews of your scorecard is crucial; scorecards in our experience have a habit of growing organically with areas added to reflect current needs, or latest trends. Over time, this can lead to scorecards that have duplicate areas measured or areas measured that are no longer relevant.
Scorecards should have measures that are aligned with your company view on how it should be delivering customer experience. It should also consider KPIs, external benchmarking and also customer expectations.
Once you understand the measures and are confident they reflect your version of a quality interaction, you then need to give serious thought on how these interactions are then measured.
Include examples that demonstrate excellent, average and poor quality of the behavior/activity being measured. Ask yourself: “Can I develop an action plan from the results of the scorecard. Can I communicate the results to the agents effectively? Am I able to identify outstanding performance as well as areas for improvement?”
Whilst oversimplified, this view of the creation of scorecards provides ‘food for thought’ about some of the key considerations regarding scorecards.
By Martin Teasdale, Quality Solutions Director UK & EMEA