Part of the problem, he said, is that most call centers are focused on internal monitoring that doesn't do anything but monitor what goes on in the call center. Southwest Airlines does that well, Fred said, by looking at how many calls it takes to solve a problem rather than how many minutes it takes per call. They also make periodic call-backs to customers to rate their service. Some call center agents report, however, that strict policies prevent them from doing just that. When customers are rushed, they become angry.
Agents become frustrated.
As the frustration rises, some local agents acknowledge, so does a customer's danger of being sabotaged. An agent, for example, with access to pertinent account information could change, delete or enter new information inaccurately. One Tucson agent told the Star such sabotage is rampant. Maybe they can't, and maybe they can, said Jon Anton of Purdue University's Center for Customer-Driven Quality. Teknechron InfoSwitch Corp, for example, offers software that allows coaches to simultaneously tap into phone calls and observe what is happening on an agent's computer screen.