4 Ways to Evaluate Your Contact Center Training Program

Most companies have implemented some sort of training or coaching program within their corporate structure and contact center. However, simply training your contact center personnel is not enough. In this final part of my three-part series about improving quality management in the contact center, here is a framework that can help improve your contact center training programs and ensure that they are effective.

In the same way that training employees requires analysis of their performance, the training program itself needs to be assessed. To analyze the benefits of the training or coaching, a systematic evaluation process needs to be put in place. This can be done through a 3-step process at 4 different levels.

The 3 Steps

  1. Define the objectives of the training program
  2. Specify each objective as a measurable item
  3. Assess to what extent agents have met objectives

A proper evaluation method helps inform decisions regarding whether to alter, stop, or grow the program. One way to ensure the conclusions are holistic and informed is to evaluate the program in the following four  ways:

4 Ways to Evaluate Your Training or Coaching Program

  1. Reaction: First of all, data should be captured throughout or at the end of the training to learn how attendees found value in areas such as program methodology, exercises, quality of materials and more. One best practice to ensure accurate information gathering is to schedule a survey immediately upon the conclusion of the program and to deliver the survey using the same channel of the program. For example, if employees are taking an e-training course, they should be prompted to fill out an online survey as soon as they complete the class.
  2. Learning Evaluation: Using the data gathered in the first level, coaches should collect, analyze, and report findings to see the extent that agents learned and applied their knowledge and experience of the training. This information can also help determine the effectiveness of the coaching approach and content delivery.
  3. Application to the Job: The assessment should also provide information on how agents used their newly acquired knowledge on the job. On this level, coaches should identify things that may facilitate or hinder knowledge transfer. For example, the three most common barriers are situational, institutional, and dispositional. Once a certain category or specific issue has been found, training can be tailored to address these obstacles.
  4. Evaluating the Results: Finally, once all the relevant data is gathered, the results can be analyzed through a quantitative lens by calculating ROI or through a qualitative lens by determining the effects on business metrics and the impact on organizational productivity, customer satisfaction, and the strategic business plan.

Effective coaching can help maximize employee potential and significantly improve contact center effectiveness. Read how to properly evaluate training programs, as well as learn more about coaching and quality management in the ICMI Tool Kit: Quality Management in the Contact Center.

Also get a view from the trenches in this webinar with industry analyst Sheila McGee-Smith as she leads a discussion on the insights and discoveries gleaned from companies that move from legacy on-premises systems to Cloud-based Contact Center solutions.

Tim Richter

Tim Richter

Tim Richter is Director of Cloud Contact Center Product Marketing at 8x8. Tim has 15 years of experience in the telecommunications industry with roles spanning finance, operations, product management and maintenance support. He has a wife and two daughters and wishes he could spend more time sailing on the San Francisco Bay. Read More>

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