Quality Brief


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Can evaluating agents more frequently affect quality scores?

This Waste and Environmental Services Company prides itself on being the number one choice for quality, responsiveness, performance and value. It is very important for the company to provide the very best customer service possible. They are continually looking for ways to 'move the needle.' They wanted to determine if there was a correlation between increasing the frequency of evaluations and quality scores.

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Does more frequent use of ClearMetrix result in higher quality scores?

HyperQuality provides Allconnect with call quality evaluations and auditing services to help improve the quality of their call centers. This service includes ClearMetrix, an online reporting tool that allows agents to review their evaluation scores and receive personalized feedback on how to improve. Allconnect's management noticed that some agents were accessing ClearMetrix daily, some several times a week and some not at all. Allconnect's management team wanted to know if there was a correlation between the number of times agents accessed ClearMetrix and their quality scores. Were the agents that accessed ClearMetrix achieving higher scores? If lower-scoring agents accessed ClearMetrix more often, would their quality scores increase? Is allowing agents to "self-teach" through this online reporting tool really a valuable way to improve call center quality, or is coaching on its own enough?

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Can call quality monitoring improve selling skills and increase revenue?

Alaska Airlines partnered with a financial institution to offer credit cards to Alaska Airlines' customers. Alaska Airlines' agents were instructed to ask customers if they were interested in a credit card after they had booked their flights. The program was looking unsuccessful and was very close to being cancelled, thereby losing a potentially large additional revenue stream for the airline. Alaska Airlines' management wanted to know why the cross-sell process was not working.

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How can I lower my average handle times?

Allconnect management suspected that their average handle times (AHT) were too high. However, with their current reporting system, they were not able to determine the difference in handle times of converted calls versus non-converted calls. Allconnect wanted to determine what their AHT was for both types of calls and how they compared to their budget and their desired consumer experience?

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Does Quality Have a Direct Correlation to Revenue?

Managers at this resort reservation center wanted to know if the quality of their customer service had a direct correlation to the revenue they were generating. Were higher quality agents actually producing higher revenue calls?

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How can I prevent my agents from offering discounts proactively?

Managers at this resort reservation center realized that some agents were offering special discounts without customers asking for them. They wanted to find a way to stop the agents from giving away unnecessary discounts, which was reducing the company's revenue.

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Can I compare agents if I monitor some more than others?

Managers at this resort reservation center realized that they were monitoring some of their agents three times as often as they were monitoring their other agents. Quality scores for all the agents were compared to each other and rankings were used to determine bonuses and/or who to "let go" for performance issues. Management was concerned that their system might be unfair due to the inconsistencies in the frequency of evaluations. They wondered if monitoring the agents equally would result in a variation of quality scores, compared to scores from monitoring agents at different frequency rates.

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Does my quality decrease when my agents know they aren't being monitored?

Managers at this resort reservation center suspected that their agents had "figured them out" and were changing their performance based on the schedule of monitoring and evaluating calls. According to company policy, each agent was monitored a pre-determined amount of times each month. Sometimes, all of the evaluations were completed at the beginning of the month, leaving the agents without any evaluations for several weeks. Managers were concerned that the agents were "slacking off" and not following all call procedures when they knew that their monthly evaluations were completed for the month.

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