Customer service managers must offer career opportunities if they want to retain staff; quality assurance provides a good avenue for this
CEB Customer Contact recently released the latest edition of our Global Labor Survey (for CEB Customer Contact members).
The data says that the most “at-risk” groups of leaving contact center organizations are:
- Employees who have completed a bachelor’s or university degree.
- Employees aged 18-29.
According to the data, the best way to retain these groups is to provide opportunities to advance their careers in the firm.
This may seem an obvious point that doesn’t require a battery of data to make. However, there is a large difference between understanding cause and effect in management and putting that understanding into practice.
Time to Update the Career Path Playbook
If your customer service organization is like most then you probably have an old career path playbook that hasn’t been updated in a while. One way to boost retention is to create a better playbook by detailing career path opportunities in a particular group: quality assurance.
Quality auditor (entry level): Even in the new competency-based model adopted by many organizations, there’s still a need to perform “Yes/No” check on some competencies that simply can’t be evaluated by a customer (such as authentication, and legal and regulatory compliance).
While this entry level role may become boring quickly, it gives new team members a glance inside the quality assurance (QA) model and gets their feet wet.
Quality analyst (supervisor level): Attention is focused on either using competency-based models to evaluate customer interactions or conducting customer interviews to evaluate customer interactions, or a combination of the two.
This role will see QA full-time employees spend much of their time determining areas of opportunity and successes for individual staff members, then communicating this information to the frontline staff member’s supervisor. This group would also require a manager to oversee their activity.
Quality trends manager (line manager level): Attention is focused on evaluating QA trends for the entire center and/or service organization.
This role is focused on identifying higher level themes and providing those insights to partners within the service organization and suggesting improvements, too. This group would also require a manager to oversee their activity.
Quality senior manager (senior manager level): Attention is focused on leading the QA team and partnering closely with colleagues at the senior management level (workforce management manager, project manager, and frontline staff manager(s)).