This article details the results of the most recent QATC quarterly survey on critical quality assurance and training topics. More than 50 contact center professionals representing a wide variety of operations provided insight regarding the operation of their training and quality assurance teams.
The largest number of participants is from call center operations with more than 500 agents. However, the balance is widely dispersed across all ranges. This mix of respondents provides a broad spectrum of call center sizes. Financial, healthcare, insurance, and “other” have the largest representation but there are participants from a wide variety of industries.
Respondents were asked how many training personnel work in their contact center. One-third have one or two trainers, almost one-quarter each (23%) have either three to five or more than 10. Only 7% indicated that there are no full-time trainers in their operation and these may be the smallest centers.
Quality Assurance Personnel
Respondents were asked how many quality assurance personnel work in their center. One-quarter each indicated they have either one to two or three to five QA personnel. Approximately one-fifth each have between six and 10 or over 10 staff in QA. Nine percent indicated that there are no full-time QA staff in their centers, and once again, these may be the smallest centers.
Dedicated Trainers and/or QA Personnel
Respondents were asked if the training and QA personnel are dedicated to the contact center. Over half (56%) indicated that both are dedicated while 14% indicated that neither are dedicated to the center operation. Slightly more reported just QA personnel dedicated (18%) than have only dedicated trainers (12%). As the needs of the contact center are often unique in both areas, having personnel who are dedicated to this operation is highly desirable.
Analysis for Trends
Survey participants were asked who analyzes quality scores for trends affecting multiple agents. Almost two-thirds responded that it is the QA department who does this while none responded that trainers do it. Almost one-quarter (23%) indicated that this is the role of the supervisory personnel on the floor and 4% indicated that nobody does this analysis. It is important to separate the need for an individual agent to be coached from a systemic issue that affects the performance of a group of agents which would be best addressed through training. It may be difficult for a floor supervisor to know if agents not on his/her team are having the same issues as their agents. The QA team is more likely to identify systemic issues affecting agents across the center.