Quality Assurance Program Case Studies

 

2017 CX Best Practice Award Winner – Quality Assurance Program – BlueCross BlueShield of Vermont

Criteria: This award recognizes the organization that has demonstrated a CX best practice which improved, or helped maintain high first call resolution (FCR) and customer experience (CX) performance.

A Quality Assurance (QA) program can serve a vital role in any organization. It not only helps to ensure your customers are receiving accurate and complete information in the most professional and courteous way possible, but it can also help organizations meet association and accreditation requirements and guidelines and serve as a great learning and development tool for those being evaluated. With all this program has to offer, it is surprising how often businesses struggle with employee dissatisfaction with their Quality Assurance program. At BlueCross BlueShield of Vermont (BCBSVT), we have learned that the way you incorporate your QA program into your culture and how you communicate about that program is just as important, if not more as the evaluation itself. Incorporating the QA program into the fabric of the call center and expressing the value it brings to the customer experience, the Plan, and to the individual can be a huge driver in employee satisfaction and how employees perceive the program.

We are committed to providing exceptional customer experiences and recognize that quality, accuracy, and resolution are crucial components to meeting our customer’s expectations. For that reason, we have incorporated our quality assurance and coaching programs into our member-centric culture. Our customer service representatives (CSRs) understand what is most important in our call center, ensuring first call resolution (FCR) through quality experiences. We have ensured that the performance measures CSRs are held accountable to for promotions, goals, and incentives align with what is most important to our customers by leveraging our SQM and Quality Assurance data. We have eliminated metrics that cause a barrier to FCR, such as call handle time. We have found that using the right measures motivates our team members to focus on achieving call resolution and eliminates any excuse not to go the extra mile and serve as an advocate for our customers. This leaves our staff feeling supported by the management team and increases employee satisfaction as they can feel proud working for a company that puts their customers first.


2016 CX Best Practice Award Winner – Quality Assurance Program – Prime Therapeutics

Prime Therapeutics

Criteria: This award recognizes an organization that has demonstrated a best practice which helped improve, maintain, or provide a positive CX.

Prime Therapeutics LLC provides pharmacy benefit management solutions. The company manages pharmacy benefits for health plans, employers, and government programs, including Medicare and Medicaid. It also processes claims, delivers medicine to members, and offers clinical services for people with complex medical conditions. The company facilitates members to get personalized support from a team of pharmacists and clinical experts; assists doctors and healthcare professionals in delivering evidence-based care; and allows employers to enhance employee health. Prime Therapeutics LLC has a strategic alliance with Walgreen Co. The company was founded in 1998 and is based in Eagan, Minnesota.

Our partnership with SQM started in the second quarter of 2011 with some benchmarking to help us understand what SQM could do for us and to design and set up our process with surveying our customers. We started out small with our commercial line of business first, to see where we stood and how we could use SQM to improve our customer experience and improve our agent performance.

When we looked at the processes we had put in place for reviewing our SQM data and providing feedback, we noticed that some of our teams did not really understand what was expected from them. We felt we needed to redefine not only our process for reviewing our SQM data but also our process for reviewing agent performance and the member experience. We needed our teams to understand that everyone was responsible for our quality performance and that we all had responsibility for moving the needle upward. We worked to tie in our SQM survey results to our quality process so agents, supervisors, QA coaches, and managers all understood what our customers were saying about us and how we handle their concerns. We needed them to hear what was frustrating our customers.


2015 Contact Center FCR Best Practice Winner – Quality Assurance Program – Millennium1 Solutions

Millennium1 Solutions

Criteria: There are 15 distinct Best Practice Awards (i.e., Omni-Channel, Web Self-Service, IVR Self-Service, Chat Channel, Quality Assurance Program, Desktop Applications, CSR Recognition Program, Career Development Program, Call Handling Practice, Real-Time CSR Support Queue, Performance Management System, CSR Coaching Program, CSR Training Program, CSR Hiring Process, Standard Operating Practices).

These awards recognize the organization that has demonstrated they have improved or helped maintain high first call resolution and customer satisfaction performance.


2014 Call Center FCR Best Practice Gold Award Winner – Quality Assurance Program– 407 ETR

407ETR

Criteria: There are 10 distinct Best Practice Awards (i.e., Quality Assurance Program, Desktop Application(s), CSR Recognition Program, Career Advancement, Call Handling Practice, Real-Time CSR Support Queue, Performance Management System, CSR Coaching Program, CSR Training Program, CSR Hiring Process).

These awards recognize the organization that has demonstrated they have improved or helped maintain high first call resolution and customer satisfaction performance.

407 ETR is the world’s first all-electronic toll road of its kind, and from the day it was opened up to the present day it continues to fulfill its mission of relieving traffic on local highways and roads. Drivers take about 380,000 trips on the highway each workday. More than 114 million trips were taken in 2014.

Customers tell 407 ETR that the number one reason they use the highway is to save time. Customers also report that they feel they make a good choice in using 407 ETR. 407 ETR has no toll booths that can slow down traffic and cause lengthy delays. The highway is open-access, which allows the fast, safe and reliable movement of vehicles.

Vehicles travelling at a safe, consistent speed use less fuel than when travelling in stop-and-go traffic. As 407 ETR rarely has traffic congestion, drivers save money on gasoline and also reduce the environmental impact of driving by emitting less CO2 per kilometre than vehicles idling in traffic. 407 ETR operates the concession under a lease which makes it responsible for all maintenance, expansion and customer service operations.

Long gone are the days when tape recorders were once used to record service interactions between CSRs and customers and when dozens of employees were required to assess calls. Today, sophisticated advancements in recording software enable 100% of calls to be recorded. Like many in the call centre industry, we have updated our call quality program over the years to what has evolved today into what we consider a best practice Call Quality Assurance (CQA) program.


2013 Best Practice Award - Quality Assurance Program Winner:

Quality assurance program

Criteria: There are 5 distinct Best Practice Award categories (i.e., Quality Assurance Program, Knowledge Management Tool, Recognition Program, Career Advancement, Call Handling Real-Time CSR Support Queue). These awards recognize the organization that has demonstrated how they have improved or helped maintain high first call resolution (FCR) and customer satisfaction (Csat) performance. Organizations submit specific practices they have used to improve or maintain high FCR and Csat performance. FCR can be determined by the customer or the organization and Csat must be determined by the customer.

Our Quality Assurance Program has mixed the best practices of each of our teams, and together with the tools SQM provides, the result has been an improved customer experience.

A key component of our success for improving our Customer Satisfaction results year-over-year (2012 – 2013) has been our improved quality assurance and coaching process. We utilize vital VoC intelligence and target opportunities highlighted in the feedback data. We customized our performance monitoring and improvement methodology to align to what our customers are saying is important to them. Ensuring that our actions for improved service “moves the needle” on what VoC tells us they would like to see improved.

Our strategy was to implement and sustain several significant improvements to our Quality Assurance & Coaching Process. Each of the following tactics contributed to enhancing our VOC results:

Floor Effectiveness Coaches (FEC)

Our quality department used to monitor calls based on compliance and agent skills. We divided this position into two specific roles: Floor Effectiveness Coaches and Compliance Analysts.

Their mandate is to dedicate 100% of their time coaching real-time, one skill at a time. The purpose was to ensure focused and frequent coaching sessions while providing agents with more support in the pursuit to master each core service skill. Coaching feedback was based on live and remote call observations. All skill based coaching plans were aligned to supervisor’s development plans for each agent. Essentially, FEC and Supervisors complimented each other in that one role (Supervisors) focused on overall agent development plans and the other role (FECs) focused on agent skill mastery – enabling agents to reach performance targets. In order to support this new coaching process an activity management and reporting tool was developed, providing FECs with the ability to record all coaching activities and see trends of agents, teams and FECs.

Compliance Analyst

Their mandate is to mitigate risk according to the company politics and Industry regulations. The main focus of Compliance Analysts is the compliance of calls.

We were able to reduce the overall amount of people (Quality Officers vs. Compliance + FEC) performing this function by 20% and redeployed their efforts towards more agent development and quality improvement activities.