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