etalk - Ask Mr. Lee : In large multi call center environments, where different centers "compete" for recognition and incentives, how do you succeed in calibrating overall performance when the competition is so cut-throat?

Q: In large multi call center environments, where different centers "compete" for recognition and incentives, how do you succeed in calibrating overall performance when the competition is so cut-throat?

A: There is nothing wrong with healthy competition across multi-site locations when it comes to measuring quality. However, as policy a site performing extremely well over another site should gladly share leading practices to help increase the performance elsewhere in the organization. This encourages continuous performance growth across the business, and ultimately better overall customer satisfaction - which is what this is all about.

QA scores that are not used to drive positive behavior because of management rewards should be questioned. There should be a clear understanding of the objectives of QA scores across all sites.

Here are some things to consider when using QA scores as part of an incentive program:

§ Understand and clearly communicate the purpose of tying the QA scores to incentive.

§ No incentive program is perfect; an incentive program does not reward everyone in the contact center.

§ Be prepared for representatives who will argue that low QA scores are a way for management to prevent maximum incentive payout rather than a true reflection of performance.

§ Ask yourselves the following question: Should the QA score be part of an incentive program or part of the performance review of an employee?

An important key element to factor in if you decide to have QA scores as part of an incentive program: management at all levels of the business must be well calibrated and consistent.

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