Addressing Team Differences in QA

Standardization can sometimes be a bit of a holy grail for corporations. We have several corporate clients who have multiple divisions and teams across one or more contact centers. It is understandable that a company would want to have a common scorecard by which Customer Service Representatives (CSRs) are measured. This not only ensures equitable performance management, but also helps drive a unified brand to a wide customer base.

All teams are not, however, the same. There are differences in function and procedure necessitated by a company’s business. Having diverse business functions sometimes drives the belief that there must be completely different QA programs or forms. Our experience is that companies can create standardization while addressing the internal differences.

Scorecard Considerations

A common way that companies approach unique business functions across teams is to divide the QA scorecard. One part of the form addresses common soft skills and behaviors expected of all CSRs to communicate the company brand and deliver a consistent customer experience. The other part of the form addresses procedural or technical aspects of the CSRs job which may be unique to each team.

  3 comments for “Addressing Team Differences in QA

  1. Muthu
    June 22, 2011 at 8:07 am

    I’m also kind of facing similar issues. My company follows the mentioned 2 part procedure, but standadization can be achieved. One of the major reasons is each team use different languages. Thus monitoring becomes complex apart from the process.

    My company wants a common audit systems which can be monitored across all the teams despite their language issue.

    Any suggestions to overcome this?  

    • Muthu
      June 22, 2011 at 8:09 am

      Sorry, I mean to say Standardization cannot be achieved !!!

  2. July 5, 2011 at 5:13 am

    Standards allow organizations to learn from the collective experience of all organizations, not just their own organization. 

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