AIRS Conference, 2015 Dallas, TX May 29, 2015 The 211 Quality Assurance Mystery Caller Program – The Design, Implementation and Performance Results to Date

Agenda The Design Why do a mystery caller program. A call to action from supervisors. Is quality from the outside looking in important? How was the 211 Quality Assurance Mystery Caller Program Developed Performance to Date November 17, 2018

Agenda The Design Why do a mystery caller program A call to action from supervisors Is quality from the outside looking in important November 17, 2018

Recent Research: Based on research conducted by Dynamic Markets, 2014 Customer Retention (based on caller responses) 66% of callers that have been in contact with a provider’s engagement center choose to spend ($ and time and effort) with companies that treat them as individuals not just another call. 88% would rather spend with an organization that is easy to do business with

Recent Research: Based on research conducted by Dynamic Markets, 2014 How to manage customer engagement (based on organizational responses) 83% of supervisors feel they cannot deliver on behaviors that drive customer/caller perception of the CSR. #1 reason, (a call to action) THEY DON’T KNOW WHAT THE BEHAVIORS ARE

Agenda The Design Why do a mystery caller program A call to action from supervisors Is quality from the outside in important How was the 211 Quality Assurance Mystery Caller Program Developed? November 17, 2018

What are the behaviors? Referral /Loyalty Perceived Value Overall Quality of Products & Services Cost of Acquisition & Usage Market Presence & Reputation Exxon Valdez – March 1989 Remember starting at 10 Who born after 1979 Enron 12/2001 Arthur Anderson The Contact Center November 17, 2018

The Filter What are the behaviors? The Caller The Organization Understanding the filter. Referral /Loyalty Perceived Value Overall Quality of Products & Services The Caller Cost of Acquisition & Usage Market Presence & Reputation The Contact Center The Filter The Contact Center Strategy The Organization Goals/Objectives Mission Vision

The Hawthorne Effect What are the behaviors? The Caller Understanding the filter. Referral /Loyalty Caller Perceived Value Overall Quality of Products & Services The Caller Cost of Acquisition & Usage Market Presence & Reputation The Contact Center The Hawthorne Effect The Contact Center Strategy The Organization Goals/Objectives Mission Vision

Frederick Taylor What are the behaviors? The Contact Center Referral /Loyalty Caller Perceived Value Overall Quality of Products & Services Cost of Acquisition & Usage Market Presence & Reputation The Contact Center Frederick Taylor The Contact Center Strategy Goals/Objectives Mission Vision

Key Performance Indicators – Set 1 What are the behaviors? Referral /Loyalty Caller Perceived Value ASA Key Performance Indicators – Set 1 Overall Quality of Products & Services Talk time Cost of Acquisition & Usage Market Presence & Reputation The Contact Center Frederick Taylor The Contact Center Calls handled per hour Strategy Goals/Objectives Etc. Abandon rate Mission Vision

Key Performance Indicators – Set 2 What are the behaviors? Key Performance Indicators – Set 2 What percent of calls contain behaviors that make the caller feel that their question/issue is of secondary importance? What percent of calls contained unspoken needs that were not identified by the specialist? What percent of calls contain misunderstood directions or phone numbers causing call backs? What percent of calls would cause the caller to call back hoping for a different specialist that would be empathetic to their plight? What percent of calls contain irrelevant conversation thereby increasing talk time? What percent of calls contain tragic phrases?

Difference between #1 and #2 – CONSENSUS REALITY “If we believe something long enough, whether or not it’s true, it becomes reality.” # 1 From the inside out, drives consensus reality # 2 From the outside in – the callers perception! (the specifics of what the caller encounters and the criteria the caller uses to evaluate the center's performance)

Agenda The Design Why do a mystery caller program A call from supervision Is quality from the outside in important How was the 211 Quality Assurance Mystery Caller Program Developed? November 17, 2018

How was the 211 Quality Assurance Mystery Caller Program Developed? * Built on Fraser’s SETS Program (Service Excellence Tracking ) * Fraser’s model based on multicollinearity and regression modeling of over 10,000 call center observations

How was the 211 Quality Assurance Mystery Caller Program Developed? Fraser’s SETS Research Results: 5 major categories The Greeting (The Initial Contact) Listening, Confirmation, Questioning (Assessment and Clarification) Appropriate Solution (Information and Referral Giving) Professionalism (Communication Techniques) Closing (Closure)

How was the 211 Quality Assurance Mystery Caller Program Developed? March 2014 Qualitative research w/UW Worldwide senior management Literature search including AIRS Augmented criteria developed April 2014 Roundtable discussions with UW Worldwide and 211 US Steering Committee Quality Council April/May 2014 15 Center Benchmark June 2014 Findings reported AIRS 2014 National Convention November 17, 2018

Specialist Monitoring Using the Voice of the Customer Through Mystery Calling – 41, 211 specific criteria Overall Quality of Specialist Performance Contact The Initial Greeting and Building Rapport Closure Assessment and Clarification Communication Techniques Build the Relationship with Professionalism 7 5 Information and Referral Giving 5 7 17

Agenda The Design Why do a mystery caller program A call to action from supervisors Is quality from the outside looking in important How was the 211 Quality Assurance Mystery Caller Program Developed Performance to Date November 17, 2018

Participant deliverables Documentation on how program was developed In depth description of each criteria for training What the auditor is listening for Why is it important to the caller Why is it important to the 211 center Calibration forms Definition of each criteria Area to score Kick off conference call with Fraser senior staff

Participant deliverables, cont. Monthly mystery calls 23 scenarios Random dates and times Real time reporting, (agency specific and program overall) Agency specific reporting design Quarterly rollup and executive review Direct access to Fraser senior staff Quarterly calibration session with Fraser

Agenda The Design Why do a mystery caller program A call to action from supervisors Is quality from the outside in important How was the 211 Quality Assurance Mystery Caller Program Developed Performance to Date November 17, 2018

COMMUNICATION TECHNIQUES Overall Calls Score Overall Quality CONTACT ASSESSMENT & CLARIFICATION INFORMATION GIVING COMMUNICATION TECHNIQUES CLOSURE

Managing Director BManers@The FraserGroup.org Thank you Barry Maners Managing Director BManers@The FraserGroup.org The Fraser Group Voice of the Customer Measurements WWW.TheFraserGroup.org