Last night I was preparing a Service Quality Assessment report for one of our clients. For years, the team was led by a strong manager who set the bar high for his team and held them accountable for their service performance. Agents had individual performance goals based on the service quality data we provided and could check their progress monthly through our on-line web portal. The manager even committed a generous monetary bonus to agents who could consistently deliver high levels of service. Then, just two months ago the manager was promoted and moved on to a new position.
Wouldn’t you know it? The team’s sevice performance plummeted after one month.
In recent years I’ve heard a cacophany of industry voices saying that QA is old school and ineffective. Most of the time, it seems to come from the technology sector who have a new widget to sell which promises to measure quality better (without actually involving humans) with the click of a mouse – or who want businesses to direct dollars spent on quality to their latest technology fad.
Last night’s report was a good reminder to me, and to my client, why the old fashioned discipline of setting an expectation, measuring behavior, encouraging, coaching and holding your people accountable works. You can set the expectation, but without the measuring, encouraging, coaching and accountability you’re not going to know if your team is delivering on that expectation (and it’s likely they won’t). It may not be glitzy. I may not be glamorous. Because it involves humans and human interaction it can even get messy at times. But, it works.
Ask my client, who this morning can go into her team meeting with the data to know how her team performed, what they did well, and what specific service behaviors they stopped demonstrating once they thought they weren’t going to be held accountable. She knows specifically what they need to do and can efficiently communicate the game plan and expectation for improvement.