building a quality assurance program for 2-1-1 centers using ‘voice of the customer’ research
DESCRIPTION
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. - PowerPoint PPT PresentationTRANSCRIPT
©The Fraser Group,2014
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
©The Fraser Group,2014
United Way Worldwide
©The Fraser Group,2014
The Fraser GroupVoice of the Customer Solutions
RA Road AmericaA MAPFRE Company
amadeus
National 311 Performance Benchmark
©The Fraser Group,2014
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 Fraser Group,2014
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 Fraser Group,2014
The Agenda
The 211 “mystery caller” benchmark program
Pilot creation
©The Fraser Group,2014
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
©The Fraser Group,2014
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)
©The Fraser Group,2014
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
10
Referral/Loyalty
CallerPerceived Value
OverallQuality ofProducts &
Services
Cost of Acquisition & Usage
Market Presence & Reputation
The Customer
Events PromotionsThe Contact
CenterSupport Marketing
Assuring the caller has the best experience. Does it matter?
11
The Filter
Strategy
Goals/Objectives
Mission
Vision
Referral/Loyalty
Caller Perceived Value
OverallQuality of
Products &Services
Cost of Acquisition
& Usage
Market Presence & Reputation
The Caller
The Organization
The Contact Center
The Contact Center
Understanding the filter.
12
The Hawthorne Effect
Strategy
Goals/Objectives
Mission
Vision
Referral/Loyalty
Caller Perceived Value
OverallQuality of
Products &Services
Cost of Acquisition
& Usage
Market Presence & Reputation
The Caller
The Organization
The Contact Center
The Contact Center
Understanding the filter.
13
Frederick Taylor
Strategy
Goals/Objectives
Mission
Vision
Referral/Loyalty
CallerPerceived Value
OverallQuality of
Products &Services
Cost of Acquisition
& Usage
Market Presence & Reputation
The Contact Center
The Contact Center
14
Frederick Taylor
Strategy
Goals/Objectives
Mission
Vision
Referral/Loyalty
Caller Perceived Value
OverallQuality of
Products &Services
Cost of Acquisition
& Usage
Market Presence & Reputation
Calls handled per hour
The Contact Center
The Contact Center
Talk timeASA
Abandon rateEtc.
Key Performance Indicators – Set 1
©The Fraser Group,2014
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?
15
©The Fraser Group,2014
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)
16
17The 211 Specialist Monitoring
Program Objectives
Performance Improvement
Outcomes
Patent Pending, 2007
Improved Caller
Satisfaction
Reduced Cost of Center Operation
Improved Allocation
of Technical
Resources
©The Fraser Group,2014
18
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 Fraser Group,2014
19
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
20Specialist Monitoring Using the Voice of the Customer Through Mystery Calling
Overall Quality of Specialist Performance
Patent Pending, 2007
Contact The Initial
Greeting and Building Rapport
Assessment and
Clarification
Information and Referral Giving
Communication Techniques
Build the Relationship with Professionalism
Closure
©The Fraser Group,2014
How was the pilot executed
©The Fraser Group,2014
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)
©The Fraser Group,2014
23The 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?
24
Magic and Tragic PhrasesMAGIC 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
25
Magic and Tragic PhrasesTRAGIC 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 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
SCENARIO Caller:43 YOMale (or Female)No childrenZip Code - Needs – 2Need 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 needs
SCENARIO CallerMale or Female26 YOLives in city that agency being called is inHas had one leg amputated due to an auto accidentZip Code - Needs – 1Need 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 needs
SCENARIO Caller23 YO FemaleNot married2 children, 4 and 7Lives in city that agency being called is inZip Code - Needs – 2Need 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 Fraser Group,2014
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 Fraser Group,2014
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
32Specialist Monitoring Using the Voice of the Customer Through Mystery Calling
Overall Quality of Specialist Performance
Patent Pending, 2007
Contact The Initial Greeting and
Building Rapport
Assessment and Clarification
Information and Referral Giving
Communication Techniques
Build the Relationship with Professionalism
Closure
65%
34%
50%
76%
0%
36%
76%
46%
63%76%
36%
52%66%
37%
48%67%
35%
54%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
HighLowTotal
33
Overall
Quality
Contact
Assessme
nt and
Clarificati
on
Information
and Refer
ral Givin
g
Communicatio
n Techniques
Closing
Standard Minimum 80%
Overall Calls Score
High Low Benchmark Total
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling
34
Overall Quality of Specialist Performance
Patent Pending, 2007
Contact The Initial
Greeting and Building Rapport Assessment and
Clarification
Information and Referral Giving
Communication Techniques
Build the Relationship with Professionalism
Closure
100%
0%
27%
100%
0%
70%100%
0%
52%
80%
0%
18%
80%
0%
15%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
HighLowTotal
35
Standard Minimum 80%
Contact
Thank caller for
calling Agency
Identify him/
herself by name
Portray a warm,
welcoming tone
Personalize call
Validate the ZIP Code
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling
36
Overall Quality of Specialist Performance
Patent Pending, 2007
Contact The Initial
Greeting and Building Rapport
Assessment and
Clarification
Information and Referral Giving
Communication Techniques
Build the Relationship with Professionalism
Closure
Service Excellence Tracking“Going Beyond Standard”
100%
20%
87%100%
80%
95%
0%0%
0%
80%
0%
35%
100%
0%
56%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
HighLowTotal
37
Really listen
No inappropriate interruptions
“I will help” or
some variation
Para-phrase caller’s
question/ concern
Used open and closed
end questions
Assessment & Clarification
Standard Minimum 80%
Specialist Monitoring Using the Voice of the Customer Through Mystery Calling
38
Overall Quality of Specialist Performance
Patent Pending, 2007
Contact The Initial
Greeting and Building Rapport
Assessment and
Clarification
Information and Referral Giving
Communication Techniques
Build the Relationship with Professionalism
Closure
Service Excellence Tracking“Going Beyond Standard”
100%
60%
83%100%
40%
70%
100%
40%
75%60%
20%
25% 20%
0%
5%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
39
Response clear and
understandable
No further
prompts
Handled proper
number of needs
Appear knowl.
and accurate
Did the AC repeat
spelling of addresses / vital info
Information Giving
Standard Minimum 80%
40Specialist Monitoring Using the Voice of the Customer Through Mystery Calling
Overall Quality of Specialist Performance
Patent Pending, 2007
Contact The Initial
Greeting and Building Rapport
Assessment and
Clarification
Information and Referral Giving
Communication Techniques
Build the Relationship with Professionalism
Closure
Service Excellence Tracking“Going Beyond Standard”
100%
20%
58%
100%
0%
35%
100%
0%
15%
100%
80%
86% 80%
0%
23%
00
80%
0%
18%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
HighLowTotal
41
Avoid the inappropriate use of “we”
Ask permission
to gain more
information
Apologize for repeats
Avoid Jargon
Controlled Silence Gaps
Communication Techniques
Standard Minimum 80%
Diffused Anger
Expressed Empathy
0 indicates criteria was NA in all calls scored
Service Excellence Tracking“Going Beyond Standard”
100%
40%
62%
100%
20%
68%80%
20%
50%
100%
60%
78%100%
0%
27%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
HighLowTotal
42
Correct pronunciation,
enunciation and volume
Speak clearly
Positive, upbeat
tone
Communication Techniques
Standard Minimum 80%
0 indicates criteria was NA in all calls scored
Speak courteously
Use the caller’s
name twice during the
call
43Specialist Monitoring Using the Voice of the Customer Through Mystery Calling
Overall Quality of Specialist Performance
Patent Pending, 2007
Contact The Initial
Greeting and Building Rapport
Assessment and
Clarification
Information and Referral Giving
Communication Techniques
Build the Relationship with Professionalism
Closure
100%
20%
68%
100%
0%
7%
100%
0%
42%
100%
80%
95%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
HighLowTotal
44
Attempt to collect demos.
Demos at correct time Other
Issues?
Closure
Standard Minimum 80%
Did the agent avoid
Irrelevant conversation
0 indicates criteria was NA in all calls scored
Service Excellence Tracking“Going Beyond Standard”
100%
60%
77% 80%
0%
18%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
HighLowTotal
45
Closer to a resolution at the end of the call
Thank the caller for calling
agency or 211
Closing – Overall Centers Report
Standard Minimum 80%
0 indicates criteria was NA in all calls scored
46
The Filter
Strategy
Goals/Objectives
Mission
Vision
Referral/Loyalty
Caller Perceived Value
OverallQuality of
Products &Services
Cost of Acquisition
& Usage
Market Presence & Reputation
The Caller
The Organization
The Contact Center
The Contact Center
Understanding the filter.
47The 211 Specialist Monitoring
Program Objectives
Performance Improvement
Outcomes
Patent Pending, 2007
Improved Caller
Satisfaction
Reduced Cost of Center Operation
Improved Allocation
of Technical
Resources
48Specialist Monitoring Using the Voice of the Customer Through Mystery Calling
Overall Quality of Specialist Performance
Patent Pending, 2007
Contact The Initial
Greeting and Building Rapport
Assessment and
Clarification
Information and Referral Giving
Communication Techniques
Build the Relationship with Professionalism
Closure
65%
34%
50%
76%
0%
36%
76%
46%
63%76%
36%
52%66%
37%
48%67%
35%
54%
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
HighLowTotal
49
Overall
Quality
Contact
Assessme
nt and
Clarificati
on
Information
and Refer
ral Givin
g
Communicatio
n Techniques
Closing
Standard Minimum 80%
Overall Calls Score
High Low Benchmark Total
©The Fraser Group,2014
The Agenda
The 211 “mystery caller” benchmark program Consensus reality, aka “Why does quality
assurance matter” Lessons learned from the 211 “mystery caller”
benchmark programThe path forward
©The Fraser Group,2014
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