Situation: “Agents that have gone through quality audits and data has shown they should not be retained in an account. This will hurt not only CSAT but possible law regulations. But, as an outsourced center, staffing is critical to answer the calls needed to generate revenue.”
This is usually the case for outsourced centers. The more calls that are answered based on the contract, the better. Quality metrics is always the last that operations prioritize because there are only few contracts that weigh heavily on quality. The drive is more on CSAT, but yet the penalties and bonuses are tied to the pricing model.
So, what does one do? Will you risk quality as long as the company makes money? I say, there is always a balance. Though it may not exactly be 50-50, there is a bit of a compromise.
Before you start fighting your battle (which will be futile), data should be presented to the decision maker. Present quality data that shows a difference of performance if these agents were removed versus retaining them. Include any related metrics that can potentially cut revenue. Next, show the amount of income that will be lost when ‘x’ number of agents were removed.
Both will help you decide whether it is worth risking retaining the agents and impact quality to gain revenue. The amount will sometimes astound you, but always look at the potential of a client’s income as well when they see their customer retention decrease.
Look at the bigger picture and it should go beyond the company’s boundaries.
That's too bad that the call center contracts have little room for quailty in them. In fact, that just illustrates that is not necessarily only the call center that may not really care about the customer service/quality, it is also the company with whom the customer is doing business.
Posted by: Call Center Information Site | September 22, 2006 9:23 PM | Permalink to Comment