I wish I had a dramatic story around why I have come to spend over 20 years helping to improve call center quality and outcomes.
I wish I could say that I was once left on hold for 16 hours by a call center agent and decided to dedicate my life to preventing others from having such a life-altering, rage-inducing experience.
The reality isn’t anything so spectacular. It’s quite simple, really.
I’m a change agent. I’m a person who comes into an organization as a catalyst to measure, analyze and improve call center operations. I spent ten years at HBO, learning firsthand about call centers and training in the burgeoning cable industry.
Customer Service Review, Inc. (CSR) started back in the early 90’s to help companies successfully navigate the process of organizational change, accountability, training and performance improvement. Since then, we’ve helped many of the largest call center operators in the world improve their performance, employee retention & satisfaction, and customer call outcomes.
Change Resistant Frontline? You May Be Doing it Wrong.
There’s a popular perception that we’re all intrinsically change-resistant, but in call centers, the reality is a bit more complex. Change can help streamline things – and frontline staff are increasingly aware of that. They are also acutely aware, however, that change can make their lives more difficult..
The key to a positive change really comes down to implementation. There are ways to properly roll out change, most of which involve equal doses of communication, tools and training. The desired outcome? Frontline staff breathing a sigh of relief, saying: “Wow, that’s easier!”
Bottom Line….and Top Line
Successful call center quality improvements (bearing in mind that the definition of ‘success’ or ‘improvement’ varies from center to center and company to company) are dependent on a certain call center quality tools. But it all comes down to a lesson that I’ve seen play out many times over:
Successful call centers have programs, policies and procedures that successfully meet the needs of all three key constituencies: the caller or customer, front line staff, and supervisory personnel or other organization stakeholders. Best-in-class QA programs help create the ideal environment that best serves the interests of all involved parties.
That’s the big takeaway – businesses that work to maintain successful, quality-assured call center operations contribute to the bottom line while driving customer satisfaction towards the top line.