VIDA Management Consultants

Specializing in Customer Interaction

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Past Project

Performance Audits

Vicki has been on both sides of an audit, as the auditor and the audited.

A 400-seat center she managed was a “designated” showcase center for client visits. At first, having clients constantly scrutinizing your people, processes, call quality, and performance is nerve racking, but after awhile it becomes commonplace with repeated success.

A “typical” audit would run ½ to 3 days and include variations of:

• a tour
• an overview of organizational and support infrastructure
• description of recruiting sources and new hire selection processes
• details of employee company event programs
• reviewing day-by-day new hire training course material and advanced training modules
• a comprehensive review of call standards
• quality assurance standards and processes
• live call monitoring
• call monitoring and coaching processes and improvement techniques
• agent management and performance measures, including reports that drill down to each individual’s performance
• compensation programs, including how incentives are earned
• recognition programs for individuals, teams, and supervisors
• supervisor duties, training programs, and their evaluation criteria

The center was awarded CitiBank’s #1 vendor award and was hired to run customer satisfaction surveys on their other vendors.

Sears sent their internal call center management staff to the center for some specialized training.

At the time, the center was the only approved external outbound center that Spiegel and Exxon OK'd for contacting their cardholders.

In another role, Vicki was out on the road auditing centers for clients. She got a first-hand look inside a wide variety of centers. She was responsible for assessing quality and management’s capabilities to meet performance goals and adhere to program requirements.

Vicki completed Purdue University’s Center for Customer-Driven Quality certified auditor coursework in 2002.