Contact Center

When properly implemented, a quality management program can transform both the customer and agent performance. However, the sad reality is the majority of contact center managers and supervisors are often too busy ultimately resorting to big brother tactics. What about you? How are you maintaining quality in your contact center? Are you tracking bathroom breaks?

 While most contact managers and supervisors agree that scoring calls is essential for the success of the contact center, there seems to be a debate on whether or not managers should show agents their performance scores. When ICMI surveyed 14 contact center managers, 50% believed that the agents should not see their scores. But why?

If you had 5 seconds to name your top agent, would you have a name? If yes, could you provide data on why you chose the top agent? Is it that they are professional? Or does he/she produce higher than normal customer satisfaction levels? If no, how come you don’t know your top agent? You

Imagine this. It’s the end of a busy week and you’ve finally carved out an hour to do a quality check on the emails your agents send to customers. You click on the “Sent” pile, and randomly grab an email response written by “Maureen” and pull up your QA scorecard to see how well she

One of the most critical and challenging tasks for a contact center manager is knowing when and how to fire your agent. In today’s litigious society, managers risk facing expensive lawsuits if they fail to comply to regulations. therefore, terminating an agent’s employment can be painful and stressful. Plus, firing an individual with some sort