Introduction
In a recent study of call monitoring and coaching, almost every call center we studied reported that they were struggling to "get the job" done. We found that, while some were doing better than others, even the best-performing centers didn't have this process nailed down, and none of the centers had realized the ROI they were hoping to achieve.

Some centers were doing call monitoring and coaching better than the others and what they all had in common is that they weren't using the "Traditional Model." (The Traditional Model involves the use of a quality criteria checklist to randomly audit a set number of calls per agent per month.)

As part of our research, we went back to understand where and how the "Traditional Model" was developed. Some of the principles that we found in the evolution of the Traditional Model were:

• Focused on reducing variation in call handling

• Focused on studying the "perceived" best calls, and then replicating

• Based primarily on defining, and measuring call performance metrics

• Assumed that call quality could be achieved by "making the numbers."

While the criteria companies used in most centers was well-intended, we found that it didn't produce the desired and/or necessary results of specifically improving the caller's experience.

Next we looked at why the Traditional Model didn't work. To illustrate, we'll look at three of the most common elements of the Traditional Model.

Traditional Model

1. Traditional Model – Sample Size: 5 calls per agent per month

2. Traditional Model – Sample Selection Criteria: Calls to be monitored are usually "randomly selected"

3. Traditional Model – Evaluation Criteria: A checklist approach to evaluating the call

There are also philosophical principles that factor into why the Traditional Model isn't effective in the Call Center environment—never was and never will be for the following two reasons:

• Call Centers are a Business-within-a-Business.

• Call Centers are a blend of Art and Science.

These Call Center philosophies illustrate why the Traditional Model fails. The Traditional Model is fundamentally trying to measure an Art as if it were a Science. Also, the Traditional Model assumes that the Call Center is just like any other department within a company, when it is not.

The Next Big Thing..…."The Emerging Model"
In the process of confirming that the Traditional Model does not work, we discovered our "Emerging Model" as a better approach to agent monitoring and coaching. We've seen measurable positive results from call centers that utilize most or all of the components of our Emerging Model.

Let's look at some of the ways that the Emerging Model for agent monitoring and coaching differs from the Traditional Model:

The Five Components Of The Emerging Model
There are five main components of the Emerging Model. There are additional nuances and enhancers, but for purposes of this overview, we will outline the primary aspects.

1. The agent receives the feedback directly from the calling customer.

2. The metrics that the agent (and direct supervisor) are measured against are aligned to promote the right behavior.

3. Every dissatisfied case is reviewed by a dedicated review team.

4. Valuable customers are routed to agents with the highest satisfaction scores.

5. Reporting of caller feedback results are available in real-time at all levels.

Other Benefits Of The Emerging Model
In addition to the benefits highlighted so far, there are other benefits when the Emerging Model is used:

1. Increased agent satisfaction/reduced turnover.

2. Increased morale in the call center overall.

3. Reduced costs/more for your money.

4. Pin-Point service improvement initiatives and instantly monitor impact.

5. Increased customer satisfaction—especially "Top Box" satisfaction.

Conclusions:

1. From our research, the Traditional Model of agent monitoring and coaching does not produce the intended results, yet it is both expensive to maintain and time consuming.

2. Call center managers are seriously searching for practical alternatives to achieving their call volume goals (productivity), while maintaining their caller satisfaction goals (quality).

3. The Emerging Model is a much better utilization of resources to produce quantitative changes within a contact center, including behavioral change at the agent level, plus policy and procedural change at the supervisor, manager, and company levels.