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Building a Quality Assurance Program for 2-1-1 Centers Using ‘Voice of the Customer’ Research Barry Maners, Managing Director, The Fraser Group Lisa Austin, Director of 2-1-1 Strategic Enhancements and Disaster Recovery United Way Worldwide. United Way Worldwide.

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slide1

Building a Quality Assurance Program for 2-1-1 Centers Using ‘Voice of the Customer’ Research

Barry Maners, Managing Director, The Fraser Group

Lisa Austin, Director of 2-1-1 Strategic Enhancements and Disaster Recovery United Way Worldwide

slide3

The Fraser GroupVoice of the Customer Solutions

RARoad America

A MAPFRE Company

  • National 311 Performance Benchmark

amadeus

the agenda

The 211 “mystery caller” benchmark program

  • Consensus reality, aka “Why does quality assurance matter”
  • Lessons learned from the 211 “mystery caller” benchmark program
  • The path forward
The Agenda
the agenda1

The 211 “mystery caller” benchmark program

  • Consensus reality, aka “Why does quality assurance matter”
  • Lessons learned from the 211 “mystery caller” benchmark program
  • The path forward
The Agenda
how the 211 mystery caller was created
How the 211 “Mystery Caller” was created
  • Consultation
  • Determined Scope of Work
  • Worked with 211 US Steering Committee
  • Utilized AIRS Standards
  • Fraser Group Best Practices
  • Florida
  • Involved 211’s
participating 2 1 1 centers

1 - Broward County 2-1-1

2 - NJ Partnership 2-1-1

3 – United Way of Escambia County 2-1-1

4 – United Way of Northeast Louisiana 2-1-1

5 – WIN 2-1-1

6 – United Way of Greater Atlanta 2-1-1

7 – United Way of Greater Cleveland 2-1-1

8 - 2-1-1 LA County

9 – United Way Association of South Carolina

10 - NJ Partnership 2-1-1 (second location)

11 – 2-1-1 Palm Beach

12 – Michigan 2-1-1 (Gryphon Place)

Participating 2-1-1 Centers
the agenda3

The 211 “mystery caller” benchmark program

  • Consensus reality, aka “Why does quality assurance matter”
  • Lessons learned from the 211 “mystery caller” benchmark program
  • The path forward
The Agenda
slide10

Assuring the caller has the best experience. Does it matter?

Referral

/Loyalty

The Customer

Caller

Perceived Value

Overall

Quality of

Products &

Services

Market

Presence

& Reputation

Cost of

Acquisition

& Usage

The Contact Center

Support

Marketing

Events

Promotions

slide11

Understanding the filter.

Referral

/Loyalty

Caller

Perceived Value

Overall

Quality of

Products &

Services

The Caller

Cost of

Acquisition

& Usage

Market

Presence

& Reputation

The Contact Center

The Filter

The Contact Center

Strategy

The Organization

Goals/Objectives

Mission

Vision

slide12

Understanding the filter.

Referral

/Loyalty

Caller

Perceived Value

Overall

Quality of

Products &

Services

The Caller

Cost of

Acquisition

& Usage

Market

Presence

& Reputation

The Contact Center

The Hawthorne Effect

The Contact Center

Strategy

The Organization

Goals/Objectives

Mission

Vision

slide13

Referral

/Loyalty

Caller

Perceived Value

Overall

Quality of

Products &

Services

Cost of

Acquisition

& Usage

Market

Presence

& Reputation

The Contact Center

Frederick Taylor

The Contact Center

Strategy

Goals/Objectives

Mission

Vision

slide14

Referral

/Loyalty

Caller

Perceived Value

ASA

Key Performance Indicators – Set 1

Talk time

Overall

Quality of

Products &

Services

Cost of

Acquisition

& Usage

Market

Presence

& Reputation

The Contact Center

Frederick Taylor

The Contact Center

Calls handled per hour

Strategy

Goals/Objectives

Etc.

Abandon rate

Mission

Vision

key performance indicators set 2

Key Performance Indicators – Set 2

What percent of calls are placed on hold properly by the SPECIALIST?

What percent of calls contained questions that were never answered by the specialists, causing call backs?

What percent of calls contain hold patterns that cause abandons and call backs?

What percent of calls would cause the caller to call back hoping for a different specialist?

What percent of calls contain irrelevant conversation thereby increasing talk time?

What percent of calls contain tragic phrases?

difference between 1 and 2 consensus reality

# 1 From the inside out, drives consensus reality

# 2 From the outside in – the callers perception! (the specifics of what the caller encounters and the criteria the caller uses to evaluate the center\'s performance)

Difference between #1 and #2 – CONSENSUS REALITY
the 211 specialist monitoring program objectives
The 211 Specialist Monitoring Program Objectives

Performance Improvement Outcomes

Improved Allocation of Technical Resources

Improved Caller Satisfaction

Reduced Cost of Center Operation

Patent Pending, 2007

the 211 mystery caller benchmark program
The 211 “Mystery Caller” Benchmark Program

* Built on Fraser’s SETS Program (Service Excellence Tracking )

* Fraser’s model based on multicollinearity and regression modeling of over 10,000 call center observations

* Refinement of the model, iterative between Fraser and 211

the 211 mystery caller benchmark program1
The 211 “Mystery Caller” Benchmark Program

Fraser’s SETS Research Results:

  • 5 major categories
    • The Greeting (The Initial Contact)
    • Listening, Confirmation, Questioning (Assessment and Clarification)
    • Appropriate Solution (Information and Referral Giving)
    • Professionalism (Communication Techniques)
    • Closing (Closure)

Total of 50 specific criteria (results in a total of 2,500 observations for the Benchmark)

  • 36 specific attributes of measurement
  • Augmented with 211 specific requirements developed qualitatively with 211
specialist monitoring using the voice of the customer through mystery calling
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling

Overall Quality of Specialist Performance

Contact

The Initial Greeting and Building Rapport

Closure

Communication Techniques

Build the Relationship with Professionalism

Assessment and Clarification

Information and Referral Giving

Patent Pending, 2007

participating 2 1 1 centers1

1 - Broward County 2-1-1

2 - NJ Partnership 2-1-1

3 – United Way of Escambia County 2-1-1

4 – United Way of Northeast Louisiana 2-1-1

5 – WIN 2-1-1

6 – United Way of Greater Atlanta 2-1-1

7 – United Way of Greater Cleveland 2-1-1

8 - 2-1-1 LA County

9 – United Way Association of South Carolina

10 - NJ Partnership 2-1-1 (second location)

11 – 2-1-1 Palm Beach

12 – Michigan 2-1-1 (Gryphon Place)

Participating 2-1-1 Centers
the fraser assessment scoring methodology
The Fraser Assessment Scoring Methodology
  • Each Attribute scored 0 or 1
  • Most attributes of call scored are objective, i.e.
    • Thank the caller for calling 211 of ________
    • Did the Specialist really listen to the caller’s statements/questions?
    • Did the Specialist paraphrase the purpose of the call?
    • Did the Specialist handle the proper number of needs as noted on the scenario used?
    • Did the Specialist avoid the use of jargon and tragic phrases, unless explanation of the jargon was given?
magic and tragic phrases
Magic and Tragic Phrases

MAGIC Phrases (a partial list)

  • I can help you with that right now
  • I can look into that for you
  • I can take care of that for you
  • I’d be glad to help you
  • I’m sure I can do that
  • That would upset me too if that happened to me
  • Mr. XXX. It would help me get your answer quicker if I knew your order #, do you have that available?
  • I’m glad I was able to help
magic and tragic phrases1
Magic and Tragic Phrases

TRAGIC Phrases(a partial list)

  • Please hold
  • Give me your ZIP
  • Hang on a minute
  • What’s your problem?
  • If you had read your confirmation more closely
  • That would be too hard for us to administer
  • Let me tell you what you haven’t considered
  • You don’t understand our problem
  • We have too many calls holding right now for that
  • You have to
  • Let me be honest with you
outbound calls based on 23 s cenarios covering
Outbound calls based on 23 scenarios covering
  • Housing and Utilities-34%
  • Food and Meals – 26%
  • Information Services
  • Income Support
  • Individual& Family &Community support
  • Legal, Consumer &Public Safety
  • Health Care
  • Mental Health & Addictions
  • Clothing
  • Transportation – 2%
  • Other Govt./ Economic Services – 10%
  • Employment
  • Education
  • Disaster Services
  • Volunteers and Donations
  • Arts, Culture
outbound calls based on singular needs and unspoken needs
Outbound calls based on singular needs and unspoken needs
  • SCENARIO
  • Caller:
  • 43 YO
  • Male (or Female)
  • No children
  • Zip Code -
  • Needs – 2
  • Need type - 3
  • “Hi. I live in (CITY FROM 211 AGENCY BEING CALLED) and my electric is turned off. The Electric Company isn’t being very nice because I can’t pay a bunch of money to get hooked back up. They want $250 to reconnect and I can only pay about $100. I just lost my job and I just paid them $150 last month and they still disconnected me. I think I owe $400 total, can you guys help me get my electricity back on?
outbound calls based on singular needs and unspoken needs1
Outbound calls based on singular needs and unspoken needs
  • SCENARIO
  • Caller
  • Male or Female
  • 26 YO
  • Lives in city that agency being called is in
  • Has had one leg amputated due to an auto accident
  • Zip Code -
  • Needs – 1
  • Need type - 12
  • I need help with moving. I have a lot of stuff and don’t have a truck and can’t afford to rent one. Is there anything you can do for me?
outbound calls based on singular needs and unspoken needs2
Outbound calls based on singular needs and unspoken needs
  • SCENARIO
  • Caller
  • 23 YO Female
  • Not married
  • 2 children, 4 and 7
  • Lives in city that agency being called is in
  • Zip Code -
  • Needs – 2
  • Need type - 4
  • I need to find a food pantry to get some food to feed my kids but I can’t leave my job during the day. Are there any that are open at night?
the agenda4

The 211 “mystery caller” benchmark program

  • Consensus reality, aka “Why does quality assurance matter”
  • Lessons learned from the 211 “mystery caller” benchmark program
  • The path forward
The Agenda
red calls

Specialist places caller on hold immediately upon connection

  • Specialist uses profanity
  • Specialist sets headset aside
  • Specialist makes any disrespectful remark toward or laughs at the caller
  • Specialist makes any disrespectful remark toward 211
  • Specialist makes any disrespectful remark toward another agency
  • Specialist talks to neighbor during the call
  • Specialist asks the caller to call back (due to specialists or 211). If caller not prepared with information, do not make a red call.
  • Specialist is eating, smacking gum or has hard candy

Red Calls

specialist monitoring using the voice of the customer through mystery calling1
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling

Overall Quality of Specialist Performance

Contact

The Initial Greeting and Building Rapport

Closure

Communication Techniques

Build the Relationship with Professionalism

Assessment and Clarification

Information and Referral Giving

Patent Pending, 2007

slide33

Overall Calls Score

HighLow Benchmark Total

Standard Minimum

80%

specialist monitoring using the voice of the customer through mystery calling2
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling

Overall Quality of Specialist Performance

Contact

The Initial Greeting and Building Rapport

Closure

Communication Techniques

Build the Relationship with Professionalism

Assessment and Clarification

Information and Referral Giving

Patent Pending, 2007

slide35

Contact

Standard Minimum

80%

Portray a warm, welcoming tone

Identify him/ herself by name

Thank caller for calling Agency

Personalize call

Validate the ZIP Code

specialist monitoring using the voice of the customer through mystery calling3
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling

Overall Quality of Specialist Performance

Contact

The Initial Greeting and Building Rapport

Closure

Communication Techniques

Build the Relationship with Professionalism

Assessment and Clarification

Information and Referral Giving

Patent Pending, 2007

slide37

Assessment & Clarification

Standard Minimum

80%

Para-phrase caller’s question/ concern

“I will help” or some variation

Used open and closed end questions

No inappropriate interruptions

Really listen

specialist monitoring using the voice of the customer through mystery calling4
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling

Overall Quality of Specialist Performance

Contact

The Initial Greeting and Building Rapport

Closure

Communication Techniques

Build the Relationship with Professionalism

Assessment and Clarification

Information and Referral Giving

Patent Pending, 2007

slide39

Information Giving

Standard Minimum

80%

Appear knowl. and accurate

Did the AC repeat spelling of addresses / vital info

Response clear and understandable

Handled proper number of needs

No further prompts

specialist monitoring using the voice of the customer through mystery calling5
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling

Overall Quality of Specialist Performance

Contact

The Initial Greeting and Building Rapport

Closure

Communication Techniques

Build the Relationship with Professionalism

Assessment and Clarification

Information and Referral Giving

Patent Pending, 2007

slide41

Communication Techniques

Standard Minimum

80%

Ask permission to gain more information

Avoid the inappropriate use of “we”

Controlled Silence Gaps

Apologize

for repeats

Avoid Jargon

Diffused Anger

Expressed Empathy

0 indicates criteria was NA in all calls scored

slide42

Communication Techniques

Standard Minimum

80%

Use the caller’s name twice during the call

Correct pronunciation, enunciation and volume

Speak clearly

Speak courteously

Positive, upbeat tone

0 indicates criteria was NA in all calls scored

specialist monitoring using the voice of the customer through mystery calling6
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling

Overall Quality of Specialist Performance

Contact

The Initial Greeting and Building Rapport

Closure

Communication Techniques

Build the Relationship with Professionalism

Assessment and Clarification

Information and Referral Giving

Patent Pending, 2007

slide44

Closure

Standard Minimum

80%

0 indicates criteria was NA in all calls scored

Attempt to collect demos.

Did the agent avoid Irrelevant conversation

Demos at correct time

Other Issues?

slide45

Closing – Overall Centers Report

Standard Minimum

80%

0 indicates criteria was NA in all calls scored

Closer to a resolution at the end of the call

Thank the caller for calling agency or 211

slide46

Understanding the filter.

Referral

/Loyalty

Caller

Perceived Value

Overall

Quality of

Products &

Services

The Caller

Cost of

Acquisition

& Usage

Market

Presence

& Reputation

The Contact Center

The Filter

The Contact Center

Strategy

The Organization

Goals/Objectives

Mission

Vision

the 211 specialist monitoring program objectives1
The 211 Specialist Monitoring Program Objectives

Performance Improvement Outcomes

Improved Allocation of Technical Resources

Improved Caller Satisfaction

Reduced Cost of Center Operation

Patent Pending, 2007

specialist monitoring using the voice of the customer through mystery calling7
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling

Overall Quality of Specialist Performance

Contact

The Initial Greeting and Building Rapport

Closure

Communication Techniques

Build the Relationship with Professionalism

Assessment and Clarification

Information and Referral Giving

Patent Pending, 2007

slide49

Overall Calls Score

HighLow Benchmark Total

Standard Minimum

80%

the agenda5

The 211 “mystery caller” benchmark program

  • Consensus reality, aka “Why does quality assurance matter”
  • Lessons learned from the 211 “mystery caller” benchmark program
  • The path forward
The Agenda
slide51

Building a Quality Assurance Program for 2-1-1 Centers Using ‘Voice of the Customer’ Research

Barry Maners, Managing Director, The Fraser Group

Lisa Austin, Director of 2-1-1 Strategic Enhancements and Disaster Recovery United Way Worldwide

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