By experience, i have seen Team Leaders from the Operations group who solely rely on their QA for monitoring. A separate Quality group dedicated to just monitoring, immediate feedback and calibration creates this tendency: lack of team leader ownership into agent performance. Some call centers distinctly separate that monitoring be done by the QA and coaching has to be done by the Ops team. Here in the Philippines, this has led to agent confusion, misalignment of monitoring to coaching feedback, scoring disputes for the mere sake of dispute and calibration breakdown.

Although i must agree that the Quality organization within the company should be independent, it nevertheless helps to ensure seamless between Ops and QA.

As head of quality, what the team and i did on order to bridge this gap was to ensure that the Team Leads do more side-by-side monitoring while QA’s do random remote monitors. Frequent and intensive calibration sessions are held in order to ensure consistency and guideline treatment especially in coaching opportunities for the agent.

At the end of the day, what matters is that the agents are supported by meaningful coaching and feedback for their improvement and ultimately helping CSAT and brand loyalty.