Effects of Traditional Call Monitoring FINAL

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Effects of Traditional Call Monitoring:

Effects of Traditional Call Monitoring Dan Vincent

Traditional Call Monitoring:

Traditional Call Monitoring Call monitoring is a process in which analysts will listen to pre-recorded, or live recorded, phone calls between employees and customers. Analysts traditionally listen for certain criteria being communicated by the employee, scoring on an evaluation form. Example Criteria: Regulation scripts (“this call is recorded”) Professionalism (Mr., Mrs., Thank you, etc.) Accurate expertise provided (policy or procedural) Personal connection (“I notice your birthday was last week, happy birthday!”)

Call Monitoring Objectives:

Call Monitoring Objectives Ideally call monitoring will ensure employees are communicating accurate information, but also creating strong customer connections, positively impacting a customer’s overall experience.

Research Questions:

Research Questions Do traditional call monitoring methods improve an employee’s performance? Do traditional call monitoring methods improve the customer’s overall experience?

Hypotheses:

Hypotheses Hypothesis 1 : Traditional call monitoring methods do not positively shape customer experiences, but instead can do the opposite. Hypothesis 2 : Rather than serve as a control method for employee soft skills, traditional call monitoring methods can hinder employees’ autonomy, which can create a very robotic, impersonal experience.

Sample Environment:

Sample Environment Home Loan Processors 2-3 month relationship with customers Range of 5-15 calls with each customer during loan process Evaluated by call monitoring 3 random calls per month Customers that complete the process with active e-mail will receive an electronic survey opportunity

Methods of Research:

Methods of Research Qualitative Quantitative Seeking to understand “how” call monitoring effects both the customer and employee. Seeking to understand relationships between variable 1 (call monitoring methods) to variables 2 (performance) and 3 (customer experience)

Analyzing Qualitative Data:

Analyzing Qualitative Data Semi-structured Interviews Research Journal Analytic Coding (Dahlberg & McCaig. 2010) 10 per site (70 total) Focus Groups Research Journal Inductive analyzing 2 per site (14 total) Dahlberg & McCaig . 2010. Practical Research and Evaluation: A Start-to-Finish Guide for Practitioners

Analyzing Quantitative Data:

Analyzing Quantitative Data Call Monitoring Scores 3 per employee each month (1-2% of call volume) Organize high and low performers Voice of the Customer Survey Align and merge customer insights with employees Analyze for relationships 5-10% of customers that complete the process

Telling the Story:

Telling the Story

Results and Discussion:

Results and Discussion Engagement Pink, D.H. 2009. Drive: The Surprising Truth About What Motivates Us

References:

References Dahlberg, L. & McCaig, C. (2010). Practical Research and Evaluation: A Start-to-Finish Guide for Practitioners . Sage Publications. Pink, D. H. (2009). Drive: The Surprising Truth About What Motivates Us . New York: Riverhead Books.

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