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In Focus-I & R Excellence. Quality, Training, & Coaching-Best Practices for I & R Contact Centers Amy Latzer Chief Operations Officer Alliance of Information & Referral Systems 32 nd Annual Conference. Goals of theWorkshop. Establish best practices appropriate for your organization - PowerPoint PPT Presentation
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211 LA County 1
In Focus-I & R ExcellenceQuality, Training, & Coaching-Best Practices for
I & R Contact Centers
Amy LatzerChief Operations Officer
Alliance of Information & Referral Systems
32nd Annual Conference
May 2010
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Goals of theWorkshop Establish best practices appropriate for your
organization QA, Training, Coaching Program Development Evaluation form development & result analysis Identify coaching styles, techniques, & practice Overcoming coaching challenges Integration of QA results to coaching & training
opportunities Measuring effectiveness of your program Documentation
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Tools for Quality Monitoring Silent monitoring of live calls Side by side monitoring Call recording Caller survey 3rd party partner monitoring Peer to peer monitoring Self evaluation
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What is Quality Assurance?
Call Quality Assurance is a practice by which you, the agency, can ensure that your callers are receiving the best possible service. Generally performed by a standalone team (ideally, not reporting into the call center line management), QA consists of a few key steps.
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Quality Assurance Best Practices
Definition of an ideal call Produce a scoring form that breaks
these definitions into discrete, measurable observations
Call calibration Use QA results as a coaching tool Tie QA to overall performance
expectations
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Gaining Staff Buy-In When do you start?
If you are thinking of a quality monitoring plan or have already started developing one, you should start gaining buy-in NOW! The success of your plan hinges on staff buy-in.
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Suggestions for gaining staff buy-in
Form a QA planning committee Include front-line and resource staff in
calibration sessions Share information about the program and
the positive outcomes Coaching, coaching, coaching! Provide a scoring manual to define each
measurable item Be flexible and willing to take suggestions
and make changes
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What are we listening for?
What is important to the organization?
What is important to the caller? What is important to the
funder/contract? What is important to the call
specialist? AIRS standards
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Form Development Each item scored should be
separate and distinct. Separate form into skill based
categories. Meet the needs/requirements for
contract compliance, AIRS standards, and organization goals.
Now that I have a form, how do I use it?
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Quality Guide and Calibration
Utilizing a guide that is the compliment to the form provides guidance to QA for consistency and provides insight to staff being evaluated.
Calibration sessions are critical for fair consistent scoring.
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QA Guide Sample
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Internal and External Quality Perspective
Internal PerspectiveBest practicesContract complianceAIRS standards
External/Caller PerspectiveOutcome according to the caller
○ Immediate response on experience of call
○ Follow up response-effective referrals
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Scoring Methodologies 0-100 or start at 100? Yes, No, N/A Points Weighting Meets, Partially Meets, Fails to
Meet Scale Blending methodologies
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Data…Data…DataNow you have all this data, how do
you use it to improve service delivery, create funding
opportunities, build consistency, and support staff development?
Deliver the results! Coach, train, and share the outcomes.
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How can QA help exceed the callers expectations?
Identify service gaps Identify training needs Notice and report trends Define and refine protocols Contribute to creating a consistent
environment
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How QA can help with funding opportunities…
Provide trend information based on call monitoring for new programs
Recorded success stories reinforces the value of your agency
Accessibility of information
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TRAINING
What effect does training, especially
ongoing training, have on agent performance?
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Types of Training Skill based Knowledge based In-house External Hands on eLearning Refresher Any combination of the above
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What is Coaching? A process that enables learning and development to occur and thus performance to improve. The facilitation of the exploration of needs, motivators, desires, skills, and thought processes to assist the individual or group in making real lasting changes.
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Why Coach? Improved work performance Improved job satisfaction Consistency in the organization Produces measurable results in
relation to the set goal(s) in a specified time frame.
Protects investments in staff
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Coaching Style Matrix
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Matrix Styles Supervising
The coach clearly defines the roles & tasks & supervises their execution. Decisions are made by the coach & communication is unidirectional.
CoachingThe coach still determines the tasks and roles
but also asks the coached person for suggestions. Decisions are made by the coach but communications are dialogue based.
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Matrix Styles Continued Support
The coached person accepts the decisions and executes them. The coach facilitates decision-making but is no longer in the driver’s seat.
DelegatingThe coach is still involved in problem-solving,
but the coached person is in the driver’s seat. The coached person decides when and how the coach is involved.
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Remember to Adjust and Re-Adjust-Things do not stay the same!
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The skill-will balance of a person is not a constant given; it evolves as time goes by. Nevertheless, it is a good guideline for estimating your timekeeping as a coach, especially when you are coaching an entire team. For instance, you can map every individual of your team on this matrix and balance your time-keeping as a coach accordingly.
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Effective Coaching Techniques
Identify the issue or area of improvement
Establish the goal Examine the current reality Explore the options Establish the will
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Tips for Coaching Success Know your own role Practice by coaching yourself Ask great questions Listen well Document results Follow up and follow through
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Key Question
“How can I help support you to be successful and achieve your goals?”
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Overcoming Coaching Challenges
Try a different technique or style Ask the person how you can best
help them Perhaps see if someone else is a
better coach for them Spend the time it takes to know
someone-gains trust and confidence
Lead by example
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Documentation
Is it really necessary to document coaching?
YES!
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Best Practices Know the person you are coaching Fully understand the problem Set a goal that is Specific-Measurable-
Realistic Ask open-ended questions Allow the person to offer the solutions and
provide guidance Partner Follow up Document, document, document
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ANYTHING CAN HAPPEN IF YOU LET IT!-Mary Poppins-
Take action now! Quality, training, and coaching can’t take a back seat any longer.
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Questions
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Contact InformationAmy Latzer
Chief Operations Officer626-299-2979
May 2010
Real People. Real Answers. Real Help.www.211LACounty.org
INFORMATION AND REFERRAL FEDERATION OF LOS ANGELES COUNTYServing Los Angeles County since 1981
