Telecom
Quality & Compliance, Employee Engagement & Development
Designing a behavior-based quality program to strengthen agent performance and improve customer experience outcomes in a large cable contact center
The Challenge
A Fortune 100 cable company sought to assess and redesign its contact center Quality Program to better align agent behaviors with the customer experience outcomes the organization wanted to achieve.
The existing program measured quality, but leadership questioned whether it was capturing the behaviors that truly influenced Voice of the Customer (VoC) results. Without a clear connection between agent performance metrics and customer experience outcomes, the organization lacked confidence that its quality program was driving the right behaviors.
The company needed a data-driven approach to evaluate the current model and determine how quality measurement could better support improved customer experiences.
The Strategy
The Northridge Group partnered with the organization to design a behavior-based Quality Program Redesign focused on identifying the agent behaviors most strongly correlated with positive customer outcomes.
The strategy included testing a redesigned quality framework through a structured pilot study that compared agent performance under the new model to existing program results.
The objective was to validate whether measuring and reinforcing specific agent behaviors could produce a stronger correlation with Voice of the Customer metrics.
The Execution
Northridge designed and implemented a pilot study using both a pilot group of agents and a control group to measure the effectiveness of the redesigned quality program.
Key activities included:
Developing a behavior-based quality scoring model
Conducting quartile analysis to measure correlation between behavioral quality scores and VoC outcomes
Comparing performance results between the pilot group and the control group
Evaluating how redesigned quality measurements influenced agent behaviors and customer experience outcomes
This structured approach allowed the organization to test whether the redesigned quality model produced stronger alignment between agent performance and customer satisfaction.
The Impact
The pilot study confirmed a positive correlation between the pilot group’s Behavioral Quality Score and Voice of the Customer metrics.
Key findings included:
In the pilot group, VoC scores for top-performing agents were 15% higher than those for bottom-performing agents
This correlation demonstrated that the redesigned quality program successfully identified behaviors that drive positive customer experiences
Identification of target markets for future site expansion
In contrast, the control group showed an inverse relationship between agent performance and VoC, indicating the existing program was not measuring the behaviors that influenced customer outcomes
Based on the results of the pilot study, the organization implemented the redesigned behavior-based Quality Program.
experience + excellence
Let’s Talk About Your Organization
If your organization is looking to strengthen quality programs, improve agent performance, or better connect operational metrics to customer experience outcomes, The Northridge Group can help.
