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10 Quiz Questions on Quality Assurance

by OmniTouch International OmniTouch International No Comments

In this short post I challenge the Reader to answer 10 Quiz questions on Quality Assurance.

Though the Quality Assurance function is most commonly sited with the Contact Center, its use and understanding can be broadened across any Customer Service environment including hospitals, universities, government offices and more.

Those of you that I’ve worked with in classes or talks around the world know how much I like to give out these kinds of Quizzes.

And this Quiz is free, doesn’t involve any registration and your name won’t be added to any list.  We do this just to help & inspire!

When you coach you’re either helping or keeping score

The 10 Quiz Questions on Quality Assurance

Here are the 10 Quiz Questions on Quality Assurance.

Reach each question carefully and then select the right answer which is either a, b, c or d.

Yes – there is only one correct answer for each question.


1.  Which of the following is the BEST example of a Compliance Standard?


a. Greeting

b. Tone of Voice

c. Rapport Building

d. Empathy


2.  The 3 most common inputs used in Performance Standard design are:


a.  Customer Expectations, Profit Forecasts, Manpower Requirements

b.  Regulatory Requirements, Customer Expectations, Market Share

c.  Customer Expectations, Regulatory Requirements, Headcount Requirements

d.  Organizational Vision, Customer Expectations, Regulatory Requirements


3.  The best description of a Service Delivery Vision is:


a.  A statement that lists out all the Compliance Standards to follow

b.  It is usually the same as the Organizational Vision

c.  It describes the kind of service we will deliver around here

d.  It is most useful for Contact Center Agents


4.  If you rely too much on Compliance Standards your Frontline Agents will sound:


a.  Friendly

b.  Robotic

c.  Warm

d.  Compliant


5.  Which of the following statements is/are TRUE?


I.  All Performance Standards on an “Interaction Audit” form should have equal weight

II. First Contact Resolution can be difficult to calculate

III. Customer Expectations are the main source for selecting Performance Standards

IV.  A high First Contact Resolution rate is always good


a.  II only

b.  II and IV only

c.  II, III and IV only

d.  I, II, III and IV


6.  Which of the following are included in the formal documentation of a Performance Standard?


I.   The purpose or business reason for the standard

II.  The scoring logic for the standard

III. Examples of how the standard is to be used

IV.  A formal definition of the standard


a.  I & II

b.  I, II and III

c.  I, II, III & IV

d.  None of the above


7.  Which of the following statements is/are FALSE?


I.  Normally Quality Assurance does all the interaction monitoring & scoring

II. It’s best to let Quality Assurance do the Agent coaching

III. Team Leaders should focus mostly on productivity

IV.  It’s ok to schedule one full hour of coaching per week per Agent


a.  II only

b.  II and IV only

c.  II, III and IV only

d.  I, II, III and IV


8.  Which of the following statements is/are TRUE?


I.  All Calibration sessions should incorporate a Scorecard

II. Calibration sessions should be held once a month

III. In Calibration make sure everyone agrees on every Performance Standard on an interaction before moving on

IV.  It’s a good idea to include Agents in the Calibration sessions


a.  II only

b.  II and IV only

c.  II, III and IV only

d.  None of the above


9.  If you had only one way to achieve behavioural change through coaching which one would be the BEST?


a.  Give detailed graphs showing the performance of all Performance Standards over a 3 month period

b.  Ensure that Agents are coached without a scorecard at least one time per week

c.  Ensure that Agents are coached with a scorecard at least one time per week

d.  Allow Agents to coach themselves


10.  When it comes to monitoring which one of the following statements is TRUE?


a.  Side by side monitoring doesn’t work well because Agents can ‘fake it’

b.  Mystery Shopper is one of the formal methods of monitoring

c.  Mystery Shopper research is best done ‘in-house’ rather than outsourced to a research company

d. It’s always best to let the Agent self evaluate first

What a great Quality Assurance professional can do

Would you like to know how you did?

If you’d like to know if your answers are correct we’re happy to help.

We’ve intentionally gone ‘low-tech’ here.  Once you’ve answered all (10) questions just drop an email to me at [email protected]

Let me know the question # and the answer that you chose (either a,b,c or d).

You can use the following format in your email to me:

  1. a
  2. d
  3. c
  4. c (and so on for all 10 Quiz Questions)

It helps also to tell me which Quiz you took. This Quiz is for Quality Assurance.

I always do my best to answer quickly and let you know which ones you got right.  And for the ones you may have gotten wrong I will let you know what the right answer is.

Thank you for reading and giving the Quiz a go!


[email protected]

How to implement a Skills Training program that works

by OmniTouch International OmniTouch International No Comments

There are few things to remember when you want your Skills Training program to work.

Remember when it was always about Customer contacts by phone?

Sure – phone matters (we’ve become channel resolution centres after all) – but so does email, live chat and social media.

Video chat? Coming soon.

Chances are your internal Trainers don’t have the exposure or expertise to help your Frontline folks exceed Customer expectations across channels.

So, if you’re looking to bring in an external Training partner to drive Customer experience, what considerations should you look at to ensure a roll-out that works?

In this short article I share a few ideas.

Start with the Management Team FIRST

After you’ve established your objectives and selected your provider – the first group of folks that need to go through ‘training’ is the Management Team.

There is sometimes an implicit belief that the Managers know it already.

But that’s absolutely not true.

In fact, one of the reasons that you decided to engage an external provider was because your internal Employees didn’t have the exposure or expertise needed to deliver on rising Customer expectations.

Your Managers have a lot to learn – and decide – before any roll-out of skills training to the Frontline.

Will monitoring forms change? What attributes matter more, which matter less? Do templates have to be rewritten? Do Customer survey mechanisms need to be updated?

Can Managers articulate what Productivity, Quality & Attitude look like for the channel?

If not, then they’re not in any position to move your improvement initiative forward.

All these items can be discussed and considered openly when a Management training session (or two) takes place before a roll-out to the Frontline.

It’s embarrassing – but here are things that happen when Organizations don’t begin a skills roll-out with Managers first

Managers attend for the first 30 minutes or hour of the skills training and then slip off – and don’t think your Team Members didn’t notice.

They did.

If you’re not going to bother to attend the entire session it’s better that you don’t show up at all (unless you are there to to introductions of course).

It’s equally painful to have a session where the Managers sit together and all the rest of the Staff is spread out on their own.

Frontline Team Members express confusion during the skills training (when the bosses aren’t around).

In Email writing classes it is quite common to hear Team Members express frustration that their Managers focus heavily on things like grammar or spelling vs. how to really enhance email writing skills.

In Live Chat training, many Frontliners tell us that their Managers don’t give much advice at all – so they conclude (correctly in most cases) that their Managers actually don’t know where or how to help with Live Chat.

Team Members go back from training knowing more than their Managers do. And that’s a guaranteed recipe for a fall-back to the status quo – or the dreaded ‘business as usual’.

Because if the Managers weren’t part of the change process for excellence they’ll actually end up blocking the change (whether passively or actively).

Make decisions about Monitoring Forms, Survey Questions, Quality Assurance protocols, Templates and the like before you roll-out training to Frontliners

Training is just one piece of the channel puzzle.

When well done, it informs and inspires.

But after training your Participants will go back to work – back to their eco-system.

Ask yourself – did we update the eco-system to reflect new learnings and objectives?

Or are things exactly the same as they were before?

Still missing good coaching? Monitoring forms are lame or non-existent? Customer survey questions about the channel experience aren’t updated? Performance mechanisms haven’t changed?

The best people are still broken by a bad process.

If there is one thing that’s worse than not training at all – it’s to train but not review and update the entire channel eco-system.

This sets people up to fail.

One of our Clients who approached training as a ‘system’ and not just as an event called their program an “Email Makeover” for their organization – and everyone’s on board.

That’s how it is supposed to be.

Consider follow-up processes including Digital Contact Audit & Mystery Shopper

So you’ve organized your eco-system and you’ve trained all the Team Members involved.


Want to see how it’s going? Ensure that Team Members are pulling together to implement change?

Consider a follow-up Mystery Shopper or Digital Contact Audit.

Make it known that this will happen – involve folks in the design of the Mystery Shopper or Audit.

It makes a huge difference to the success of your implementation.

I hope these few tips are helpful and thank you for reading!


[email protected] / www.omnitouchinternational.com