About our client.

Customer experience and quality assurance are essential when you’re one of the largest savings organisations in the country, and your every interaction potentially scrutinised by both regulators and the UK public. 

A long-standing client of ours, we already understood the challenges of serving no less than 25 million customers, while employing nearly 1000 contact centre employees located at multiple sites and spread across 2 continents.

Always looking to improve the overall customer service and maximise available resources, our client asked us to help improve their back office quality monitoring program.


The situation and challenges.

To achieve its customer-centric vision, our client recognised the need to tighten up the integration of their back office with the frontline contact centres. Equally importantly, they wanted to be able to support agents with more constructive feedback, turn it into actionable coaching, and reduce the number of mistakes being made.

The management team was fully aware of the large amount of reworking that was required, as well as the high incidence of repeat contacts resulting from the failure of earlier processes to satisfy the customer’s needs first time. But the reliance on outdated spreadsheets offered limited insight into the scope and scale of the problem.

The inefficiency of the spreadsheets was also resulting in a lack of agent feedback and poor coaching sessions. The same mistakes were being made multiple times, leading to an unacceptable level of service-based complaints. These challenges were further amplified by the back office spanning multiple sites across two continents.

All of the above was ultimately having a negative impact on both agent morale and customer satisfaction. After a number of site visits by our client services team, we concluded that they needed:



A quality monitoring process that would provide agents with a greater level of autonomy by displaying their performance in a format that made sense to them; while clearly identifying specific areas for performance improvement to make coaching more effective.


Quality Standards

An opportunity for team leaders and process experts to work together in order to define the quality standards for each process.


Minimise Mistakes.

A systematic approach to quality assurance that would reduce mistakes and service complaints.



A method of measuring the different back office processes to ensure that customer requests were being dealt with correctly.

The solution.

Following a highly successful implementation in the front office, in just a matter of weeks, we were able to roll out our quality assurance software right across the back office. It immediately enabled our client to manage, support and engage employees using customer-focused metrics such as quality, rework metrics. In addition, it provided much needed real-time customer feedback through the use of personalised dashboards.

Overall, our solution gave agents, team leaders and contact centre managers the ability to:



Efficiently and effectively monitor back office performance indicators (PIs), including customer-focused elements of emails and letters, as well as much tighter adherence to back office processes and policies.


Capture and report real-time feedback from customer interactions and deliver this directly to the agent’s desk.


Manage and track repeat contacts and identify the root cause of reworking.


Schedule, manage and record collaborative agent coaching.


Close the loop by tracking and reporting on subsequent improvement via coaching


Introduce elements of automated data collation and the reporting of contractual back office PIs.


Increase co-operation, collaboration and quality of service across sites, by making results more visible and encouraging the sharing of best practices.

The implementation.

Our solution delivered far more than just the software. First we sent in our client services team to lead the design and implementation phase; working closely with stakeholders right across the organisation. This collaboration was instrumental in involving everyone concerned, an important element as it wasn’t simply a change in process, but a shift in the very culture of the organisation.

During the initial set up, our client services team conducted weekly visits across each of the UK operations. After the successful implementation, they continued to conduct regular onsite visits in order to share their knowledge of industry best practice. In addition, 24/7 access to our helpdesk ensured that they continued to receive round the clock support long after implementation was completed.

The results.

The positive impact has been felt at every level of the business, from frontline agents to board members. It has delivered operational and efficiency improvements, increased agent morale and positively impacted the customer experience.

In addition to a ROI in just six months, the success of the project was reflected in a wide range of impressive measurable performance data: