ICMI's Customer Management Insight - September 2007 - (Page 21) PEOPLE Emenecker emphasizes the importance of first establishing a culture for quality service within the organization. “You can’t drive quality from the QA form, she says. ” “You have to drive quality from your culture — the QA form and coaching are an extension of that and a way to personalize development for each employee. ” POSITIVITY BREEDS POSITIVITY Figure 2. Effectiveness of Monitoring by Monitoring Source Percent of “Very” or “Extremely Effective” Ratings 33 Improving Customer Satisfaction 34 41 62 47 59 37 42 59 21 27 35 25 28 53 20 40 47 18 31 44 12 19 32 Improving Contact Representative Performance Identifying Training Needs Improving Business Processes Meeting Service Levels Obtaining a Sound Quality Metric for Each Associate Reporting Service Levels to Upper Management Educating Other Departments about Customer Issues Supervisor Only Internal QA Constructive feedback fosters agent development, but many centers still appear perplexed about coaching and its potential impact. The survey reflects that 58 percent of respondents view the ability to coach effectively as a leading challenge. Many experts argue that this perceived challenge can be overcome by implementing simple, yet meaningful coaching methods. Mary Cruse believes that positive reinforcement is integral to successful coaching. Cruse is director Client Services-West for of Genzyme Genetics, a division of Genzyme Corp., and president of the Los Angeles chapter of Help Third Party Source: 2007 Call Monitoring Practices Survey Results sponsored by Aon Consulting and Verint Systems, Inc. Desk Institute. When coaching agents, she suggests focusing on what they’ve done well, as well as opportunities for improvement. “It’s not about what they did wrong. It’s about what they can do better, she ” says. Cruse recommends that supervisors share any compliments an agent receives with the agent, as well as with upper management. This creates “layers of visibility, ” she says, as well as layers of positivity. M Monitoring and Coaching: A Look at Current Trends and Best Practices A Q&A WITH REBECCA GIBSON, DIRECTOR OF LEARNING AND PERFORMANCE, MAGELLAN HEALTH SERVICES “Observing, or monitoring, the most important facets of interactions and transactions — whether real-time or recorded — is the Rebecca Gibson, only way to measure quality and accuracy, says Rebecca Gibson, ” Director of Learning and director of learning and performance, Magellan Health Services. Performance, Magellan Health Services “But just measuring isn’t enough — the measurement gives us a snapshot in time. It’s through feedback and coaching that a company will realize the continuous improvement they need to stay competitive and to motivate their workforce. ” Gibson’s vast call center career includes extensive work as a trainer, coach, supervisor and consultant. We recently asked her to assess the progress of monitoring and coaching and to consider its future development. CONTINUED icmi’s insight 21 www.icmi.com | SEPTEMBER 2007 http://www.icmi.com
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