In the last chapter you were introduced to the various parameters that are considered when a Quality Analyst(QA) evaluates a Customer Service Representative’s(CSR’s) calls. In this chapter you would get to know that the process doesn’t end at the evaluation of calls. You have reached just half-way in the process. Evaluating the call is not enough. The QA follows the set parameters while evaluating the call and in the end comes up with a number of things that can be improved in the entire conversation. This is called the feedback that the CSRs receive once their calls are evaluated. The complication doesn’t end here. There are different types of feedbacks that the QA gives after evaluating the calls that the CSRs make.
Let’s chalk out the different types of feedbacks that the CSRs receive and how are they different from each other. They are as follows-
The entire purpose of an effective feedback is that the CSR can internalize whatever suggestions are made by the QA. Internalizing the suggestions means that these pointers are to be included in their future communication with the client. The feedback is said to be effective when the suggestions made by the QA would help the CSR to improve their reasoning capacity and take it to the next level. While evaluating the CSRs calls, their strengths and weaknesses are identified and are explained to them. It is explained to them in such manner that they are made aware of the areas where there is a scope of improvement. After the feedback is given, the CSRs would be expected to internalize these tips and are expected to improve their performance in their next task.
An example of an effective feedback is when the QA says- “ This approach can work on one single scenario but won’t be applicable to other issues. Every issue requires a unique way of resolving it. If one technique is used to resolve a case, it is not necessary that the same technique is useful for every other issue.”
Here the QA gives a detailed description about where the CSRs communication is lacking. These feedbacks are descriptive in nature, thus the name. This feedback aims at improving the CSRs areas of defects. They are told what needs to be improved. However, unlike the effective feedback, the descriptive feedback doesn’t aim at bringing the CSR to the next level of learning. Instead it focuses solely on improving the CSR’s communication.
Here’s an example of a descriptive feedback- “Your communication with the client was good and I liked the way you handled the customer’s queries with ease. There are still some places where you can work on, like you can persuade the customer to take a look at the other products that we offer.”
The Evaluative Feedback is where the CSRs are evaluated, that is you are judged on the basis of scores. This feedback doesn’t describe the various ways you can improve yourself but simply evaluates how efficient you are. This kind of feedback aims to summarize the CSR’s achievements.
Here’s an example of an evaluative feedback- “Your explanation of your work is the best that you have done. Nice use of sequence words in your explanations.”
The main aim of the motivational feedback is to make the CSR feel good, i.e, to encourage them to perform better. It does not provide any kind of guidance that would enable the CSRs to make marked improvements. It intends to boost the CSRs’ spirit which indirectly helps them perform better.
A motivational feedback would look like this- “I like you completed the call”
So, now you know that the entire process that begins with the CSR’s call evaluation ends with a feedback that enables them to perform better. This is done so that quality of the services is not compromised. As customer acquisition depends on how efficiently your CSRs can interact with the customer.