A more systematic understanding of the behaviors displayed on customer calls should drive customer treatment initiatives within the organization. Monitoring results might indicate better ways of explaining your services to the public. Results might pinpoint a section of your bill that seems to generate customer confusion. CSR behaviors that lead to customer attrition can be identified and corrected. Ultimately, the success of a quality monitoring process depends on its acceptance by all levels of the organization and its integration into the organization's service culture.
Effective monitoring requires a commitment of resources.
The real question is how to invest those resources to maximize the return on investment. Given expanding spans of control and increased management responsibility, it is increasingly difficult for internally conducted monitoring to meet the effectiveness criteria we have been discussing. An effective third party can conduct these monitors remotely and put into management's hands reliable, representative, valid and objective skill profiles for each agent. The success of any monitoring program ultimately lies with the end-users, namely CSRs and supervisors. Each must have a clear understanding of the program and how it used as a tool, not a weapon.