February 12, 2021

Building Better Trust Throughout the QA Hierarchy

There are several well-documented economic benefits of developing trust within an organization.
In fact, employees who trust the organization they work for intend to demonstrate behaviors such as information-sharing and working well as part of a team.
Such employees also record higher levels of job satisfaction, are more likely to recommend their employer to others, and are less likely to leave the organization.
With this in mind, it seems clear that a business built on trust is more effective in engaging its team members, and in turn, grows, adapts, and prospers with greater frequency than in businesses where trust is lacking.
Still, trust needs to be nurtured, developed, and embedded within all of these relationships.
So how can QA managers build trustworthiness and honesty with their supervisors and ultimately their agents?

1. Tell the truth, always

  • Never say something like, “I just lied to someone else, but you can trust me because I’d never lie to you” to supervisors or agents.
  • Always tell the truth even when it’s inconvenient or unpopular.
  • As a QA manager, when you build a track record of honesty, fairness, and integrity, your supervisors and agents will undoubtedly develop a sense of trust in you.

2. Give agents and supervisors full access to the knowledge and information they need

  • Instant access to significant, easy-to-use information, tips, advice, and reminders is the best way to continuously and cost-effectively build your team’s confidence and trust.
  • With the confidence and support to answer questions and deal with customers, your agents won’t be as inclined to falsify leads.

3. Show competence

  • If you aren’t good at your job, you can forget to earn your supervisor’s or agent’s trust. In this case, being competent means regularly updating your QA skills and following through on commitments.

4. Stop the blame game

  • Honest mistakes and disappointments often occur when people work together, and it’s easy to blame someone who may or may not have caused them.
  • When everyone starts pointing fingers, an unpleasant atmosphere is all but guaranteed to develop. Not only does this lower trust, but it also undermines it and is ultimately counterproductive.
  • Consider encouraging your agents and supervisors to think about the mistake and how to address it in a creative, considerate manner.

5. Don’t play favorites

  • The surest way to lose trust with your agents and supervisors is to give special treatment to select people; anytime there’s favoritism, people will notice.
  • Develop a culture where you treat all your colleagues equally; this will go a long way in building trust.

Conclusion

As a QA manager, you must set examples to show your team members just how critical trust is to you by demonstrating your trust in them, as well as in your colleagues.
Trust is equally important when choosing a 3rd party QA provider. Organizations from various sectors have been putting their trust in Call Criteria for years now, and for a good reason too! Contact us to find out how we can help you build more trust in your contact center(s) today.