Using Transaction Monitoring to identify Training Needs

The purpose of transaction monitoring does not end with audit and feedback. It goes much beyond that. To be able to take complete advantage of this exercise, there must be a process to analyze the Training Needs both at the agent level and at the process level. This exercise should ideally be performed on a monthly basis and its effectiveness should be measured each quarter. This will ensure that your audit process is live and continually improving.

1. In order to perform a TNI (Training Need Identification), perform the following steps:
2. Type all the parameters of the Audit Form in the top row of an excel sheet (See example below)
3. The extreme left column should contain the name of the agents
4. Insert the attribute assigned to a parameter in their respective columns
5. After the data is collated, calculate the error % or accuracy of each parameter
6. Exclude opportunities which were not applicable (N/A)

 

Calculate the accuracy of each parameter

Parameter	Yes	No	Partly	N/A	Opp	Accuracy %
Proactive Steps	13	12	21	1	46	28.26%
Case Update	18	29	0	0	47	38.30%
Soft Skills	23	13	11	0	47	48.94%
Commitment	24	22	0	1	46	52.17%
Communication	29	9	9	0	47	61.70%
Greeting	31	16	0	0	47	65.96%
Hold/ Transfer	8	10	0	29	18	44.44%
Correct Steps	37	7	3	0	47	78.72%
Issue Identification	41	6	0	0	47	87.23%
Timely Resolution	18	5	0	24	23	78.26%
Entitlement Check	32	4	0	11	36	88.89%
Additional Assistance	34	3	0	10	37	91.89%
Closing	34	3	0	10	37	91.89%
Proper Links	24	2	0	21	26	92.31%
Understanding	46	1	0	0	47	97.87%
Clarity	46	1	0	0	47	97.87%
Total	458	143	44	107	645	71.01%

Calculate the error % and Cumulative error % of each parameter for Pareto

Parameter	Yes	No	Partly	N/A	Sum	Err Count	Err %	Cum %
Proactive Steps	13	12	21	1	47	33	17.65%	17.65%
Case Update	18	29	0	0	47	29	15.51%	33.16%
Soft Skills	23	13	11	0	47	24	12.83%	45.99%
Commitment	24	22	0	1	47	22	11.76%	57.75%
Communication	29	9	9	0	47	18	9.63%	67.38%
Greeting	31	16	0	0	47	16	8.56%	75.94%
Hold/ Transfer	8	10	0	29	47	10	5.35%	81.28%
Correct Steps	37	7	3	0	47	10	5.35%	86.63%
Issue Identification	41	6	0	0	47	6	3.21%	89.84%
Timely Resolution	18	5	0	24	47	5	2.67%	92.51%
Entitlement Check	32	4	0	11	47	4	2.14%	94.65%
Additional Assistance	34	3	0	10	47	3	1.60%	96.26%
Closing	34	3	0	10	47	3	1.60%	97.86%
Proper Links	24	2	0	21	47	2	1.07%	98.93%
Understanding	46	1	0	0	47	1	0.53%	99.47%
Clarity	46	1	0	0	47	1	0.53%	100.00%
Total	458	143	44	107	752	187	100.00%

We can then build a Pareto to find the top parameters contributing to 80% of the errors:

Pareto-Non-Critical Errors

 

From the Pareto it is clear that the top 6 parameters on the audit form are causing 80% of the errors. We should then build our action plans based on this and check the progress on each parameter preferably on a weekly basis.

We need to keep the training department involved in this communication so that they are aware of the top errors and are able to make changes to the training content and be able to improve the performance of the future batches.

We also need to keep a track of errors made by individual agents on each parameter in the form of a line graph or just accuracy % on each parameter for the last 10-12 weeks to check the agent is making progress. The QA must review the agent dashboard prior to imparting feedback and find causes for repeated errors on particular parameter. The QA will then document the causes and come up with action plans to address these causes.

I hope you will find this article to be informative. If you have any questions, please feel free to contact me at callcenterexcellence@gmail.com

Transaction Monitoring - Key to success, Part I

Transaction Monitoring is an integral part of the business in almost all call centers. Most of the times, it is mandated by the clients that the third party vendor audits the transactions and provides guidelines on how to go about auditing to arrive at a Score. Some times, the Transaction Monitoring Score Card is developed internally by the third party vendor. With this blog, I would like to share some of the best practices which will ensure that your Transaction Monitoring Process actually delivers what it is intended to do i.e.

1. Deliver excellent CSAT results

2. Ensure the guidelines provided by the client is adhered to

3. Provide insights to the vendor on how we can work more efficiently (reduce cycle time, cost of operations)

4. Provide feedback to the Training department helping them continually improve the training content. 5. Plan for Remedial Trainings

6. Provide feedback to the Management/HR on motivation level of the agents

7. Provide feedback to the Clients on how they can improve their product/services, adding value to the client's business and reputation to the vendor

But, before we get into the details of achieving these results, we must first ensure that the process of transaction monitoring is free from all biases and the data is statistically significant to draw correct conclusions from it.  Below are the COPC guidelines on Transaction Monitoring.  I will discuss this in detail in my future posts

The CSP must have an approach for monitoring transactions that is designed to meet CSP, Client, and end-user requirements and targets.  This approach must focus on two levels:

1)At the process level to identify and correct program-level issues that cut across multiple CSRs, and

2)At the CSR level to assess and improve the performance of individual CSRs.

1.Individuals performing monitoring must be trained and must be calibrated quarterly using a quantitative approach that measures calibration at the attribute level in comparison to a reference or gauge.  Calibration must ensure both:

a.Consistency of evaluation among the monitors

b.Scores that are reflective of the end-user experience (i.e., the scores given by monitors should not be significantly different from those received in 4.2 End-User Satisfaction and those provided by clients)

2.The CSP must analyze monitoring results and take action at the program level

  a.  The CSP must establish a monitoring frequency based on an understanding of the statistical implications of its   sample size.

  b.  The CSP must identify program-level issues impacting performance.

  c.  Action must be taken at the program level to improve performance

3.The CSP must analyze monitoring results and take action at the individual CSR level.

  a.  Each CSR must be monitored on an on-going basis at least monthly

  b.  New CSRs must be monitored at least once per week for at least their first month on the job.

  c.  There must be a clear performance threshold, e.g. pass/fail, which must at a minimum, be based on the CSRs   critical error accuracy score.  A CSR cannot pass monitoring if they fail critical error accuracy.

  d.  There must be a plan for communicating the findings of all transactions monitored to staff, including both negative   and positive feedback.  The plan must specify the time frame and the format for delivering this feedback.

  e.  CSRs who pass transaction monitoring must receive the results of all their monitorings and must be individually   (one-on-one) coached on at least a sample of transactions that do meet target.

f.     CSRs who fail a transaction monitoring must be i) individually (one-on-one) coached on all transactions that   do not  meet target. ii) Monitored more frequently in order to determine if the failure is an isolated case or   symptomatic of poor performance.

  g.  For CSRs who repeated fail transaction monitorings, corrective actions must be implemented.  The CSPs   approach for corrective action must provide for removing CSRs who repeatedly perform critical errors from   handling end-user transactions until effective corrective action is taken.

4.The CSPs transaction monitoring approach at both the program and CSR levels must ensure:

  a.  All types of end-user transactions (eg. Calls, faxes, mail, web-based, email) are monitored

  b.  Both side-by-side and remote monitoring are performed on an on-going basis.  Screen capture and voice   recording applications cannot be substituted for side-by-side monitoring.

  c.  The methodology used to select the sample of transactions to be monitored is unbiased.

  d.  Critical Error Accuracy is monitored and assessed as a distinct component.  Non-Critical Error Accuracy and   other attributes can be assessed separately or as one combined component.

  e.  All information given and received by CSRs (eg., information entered by CSRs into information system) is included in monitoring

Improving Efficiency using Transaction Monitoring

In the majority of the audit forms that I have witnessed thus far, I have rarely seen any efficiency metric being included in the audit form. Our audit forms are normally used to check compliance to Customer Service Guidelines (CSAT requirements), Process guidelines, Client instructions and language accuracies. There is seldom a parameter in the audit form which objectively scrutinizes the efficiency of the transaction. This results in either the quality department or the operations team taking up additional projects to improve productivity.

In my opinion, being lean and efficient is a continual goal rather than a once-in-a-while attempt to meet targets when the productivity targets are not being met. In order to cultivate the culture of continually improving the efficiency of the project, it must be inculcated into an activity which is continually being performed and that activity is Transaction Monitoring.

So the question arises, how do we improve productivity using the transaction monitoring process. The answer is pretty simple – turn your transaction monitoring into a mini time & motion study. It would require you to draw a process map for each and every type of transaction that an agent handles, find the optimum time required to complete each of those process steps and arrive at an optimum time to handle the entire transaction.

After this exercise of baselining is complete and you know the optimum time required to complete almost all types of transactions, you will train your QAs on this process map along with the time required to perform each step in the process map and have them compare the transactions they are auditing with the process map that was baselined for optimum performance. When the QAs perform the comparative audit, they will be able to find the redundancies in the transactions. We can then classify these redundancies into controllable and non-controllable redundancies. For example: An agent wasting time due to lack of knowledge or placing the customer on hold without any reason or the agent’s system facing latency issues – each of these can be classified as a controllable redundancy. However, in the event that a Customer places the agent on hold for a reason, it can be classified as a non-controllable redundancy.

The data from the audit can be used to:

1.       Impart feedback to the agent on improving their individual efficiencies

2.       Analyze and derive action plans at process level by finding areas of high redundancies (Pareto) and then making changes to the training/refreshers

3.       Keep better control on time spent on each parameter using control charts

4.       Reduce variation amongst agents on different steps in the process map

5.       Use the data for Bottom Quartile Management

Once the process is setup, you will not need to look at any other source to find root causes for low productivity. You will have the most relevant and up to date data for analysis and taking actions on a continuous basis without wasting any time or using up additional resources. This simple exercise can pay rich dividends in terms of cost savings and improving the financial health of the project.

I hope you will find this article to be informative and hopefully, you will use it to become more competitive and profitable in the marketplace.

If you have any questions, please feel free to contact me at callcenterexcellence@gmail.com

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Importance of Customer Relationship Management

When a company wants to share a first-rate rapport with the customers, the best strategy that comes in handy is customer relationship management. This is the only way a company can amplify the customer base, thereby augmenting the profits. The main objective of customer relationship management is to learn about the value of the customers for an increased gain. Apart from the intention of increasing the sales, there is also an employment of technology for an organized business process and also for automating and coordinating. The premeditated decisions related to the business are taken based on the needs, requirements and feedback of the customers.

CRM solutions and techniques

Below are certain factors discussed about the benefits of crm model and its techniques.
• Tracking customer contacts is one of the most essential parts of customer relationship management without which the process is simply out of question. The details of contact must be observed and the regions where a there is a possibility of a conflict must be located. Such areas must carefully be dealt with so that it does not later affect the notion the customers have on your company. When such a problem is solved, there is a complete customer satisfaction and this factor can greatly boost your profit. Follow up calls after a service or support sometimes, may annoy the customer and it is important to sensibly manage the situation.

• Pay attention to the needs of the customers. Listen patiently to what suggestions and ideas they have to give you. Ask them the right questions about what they think of your service in a way that is not irritating.

• The staff you have in your company holds the key to the profit as they are the ones who have a direct communication with the customers. So it is important that you develop a set of staff that is constantly aware of the business culture related to customer relationships with respect to crm model and crm it solutions. This is especially important when the business employs technical support staff. These technical support people are required to help the customers out with a positive approach when they are facing troubles.

• To cater to the needs of the customers, the staff needs to have a scrupulous knowledge about the possible technical issues and how to solve them. The staff must also be well trained to attend to the customers.

• Always fix a target not to attain customer satisfaction but to exceed the expectations of the customers. List down how you have accomplished the customer satisfaction factor in the former years and work on it to better the things with the help of crm it solutions. The service excellence is also a must and this is never possible without treating the customers with due respect. Having this in mind and performing will earn you not only money but reputation as well.

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Improving Customer Satisfaction using Transaction Monitoring

If a Transaction Monitoring Audit form is designed correctly, the average score of your Transaction Monitoring and the CSAT results will show a strong positive correlation (ensure that the sample size is statistically significant). Unfortunately, this is not the case in many of the centers. Transaction Monitoring seemed to be an independent exercise in itself!! This normally happens when the people responsible for designing the quality audit form do not consider the Customer's Verbatim and analyze it before designing their Transaction Monitoring audit form.

One of the main, if not the only, objectives of transaction monitoring in a call center is to ensure that Customers are able to receive a service which they expect resulting in higher Customer Satisfaction, but if the audit form is not designed keeping the expectations of the Customer in mind, it will not be able to objectively capture the Customer's expectations and when the Customer's expectations are not met, Customers will take their business to the competition.

Another reason you should have a strong correlation between the transaction monitoring scores and the CSAT scores is that you should be able to improve your CSAT scores by improving your transaction monitoring scores. Firstly, this provides you with better control on your CSAT results and second, it will eradicate the need to do a separate analysis to know what’s causing dissatisfaction amongst your Customers, thereby saving time and manpower.

In order to align your audit form to the Customer’s expectation, analyze Customer’s verbatim on DSAT surveys (bottom 2 boxes or may be the neutral surveys as well, if the sample size is not sufficient). The analysis performed should provide you should 8-10 top reasons for Customer’s dissatisfaction in a very objective format. You can then build a Pareto of the top reasons causing 80% of dissatisfaction amongst your Customer’s, which should not exceed 4-5 and include them in your audit form. Also, perform this exercise every quarter to ensure that you account for any change in the Customer’s requirement and make changes to the audit form accordingly.

After you have identified the top reasons for Customer’s dissatisfaction and have included them in the audit form, you need to provide a descriptive definition for each of those parameters that QAs and agents can be trained on and form the basis for calibrations and conflict resolution later on.

The next step will be to perform correlation analysis on a weekly/monthly basis (once again, the sample size has to be statistically significant to get accurate analysis).

If you are unable to find strong correlation with transaction monitoring scores and the CSAT scores, you may want to dedicate a section of your audit form to CSAT Drivers and then perform the correlation between the score of that segment of the audit form and the CSAT scores. If there is still not correlation, perform the DSAT analysis again and make changes to the CSAT Drivers segment of your audit form until a strong positive correlation is not achieved.

The effectiveness of the exercise will depend upon how frequently you are able to align your audit form to the requirements of the Customer as well as regularly checking the correlation between the audit scores and the CSAT Scores.

I hope that this article will help you in bringing a better purpose to your transaction monitoring process.