Formulated Quality Assurance (QA) and

Customer Satisfaction (CSAT) Scorecards

indexing and inference research information from the
Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
Technological University of the Philippines - Manila
[email protected]
May, 2023

ABSTRACT:

Business Process Outsource (BPO) emerged as one of the successful companies in

the Philippines more than twenty years ago. It was way back then but still considered to be
one of the backbone income generated resources in the country. The research investigation
merely discussed on Quality Assurance (QA) and Customer Satisfaction (CSAT) score cards
give us inference research information that have been generated to all service agents, and
how this KPIs index metrics maintains its stability by every BPO employers in the
community. It also explains how the company runs their operative and resource
management by using these BPO metrics to facilitate their business development metrics
and evaluations towards call center employees. This research study will serve to any future
developmental research goals relative to business strategy planning and other contact
center outsourcing practices.
Keywords: Business Process Outsource (BPO); Quality Assurance (QA); Customer
Satisfaction (CSAT); BPO metric; Philippines

INTRODUCTION:

As we continue to embrace the digital and technology economy, another industry

which is the business process outsource (BPO) undeniably dominating jobs by most call
center professionals in the community. We intend to realize that after many years, contact
center outsourcing companies continues to demand its employment market, and continues
to deliver economic demanding resources not just providing excellent customer service,
employment creation, but also providing key business solutions due to any operational costs
of one nation. By incorporating and measuring the previous economic business statistics, it
have been resulted for about 80%-85% (2011-2013) in the Philippines, that occurred income
growth and industry innovation. This were the reason why more employment opportunities
and international business relations were being prospered because of the business
interventions and benchmarking operations.
Every BPOs service metrics are very important and a necessity, because an
operational metric firm needs to developed increased call center monitoring assessments to
regularly evaluates agent performance, adjust product account training development, and to
continuously improved their call center ideals. A well-equipped call center management

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 1

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
employer always identified agent performers due to daily quality assurance (QA) and
customer satisfaction (CSAT) score card index operations. Several BPOs always depends
on the operational metrics for an intent organizational call center practices and a client
based management processes. And every contact center engagements, there has to be an
important two call center operational components that we must comply: Customer Service
and Customer Satisfaction.
Customer Service means a customer support that you can offer both before and after
the client call by providing the products and services we can provide to them. It also
identifies why customer service agents have to master product account training in order to
ensure excellent customer service and better call center management. While the Customer
Satisfaction means as a result of excellent customer service that meets every customer
expectations. This will also determine why most customers are very happy and contented
with the services that we are providing them. It normally quantifies every customer on how
they perceived with the customer experience and how well they respond toward the product
and services in return.

Customer Customer
Service BPO Satisfaction

Figure 1. Two Call Center Components

To further assess and proceed with the undergoing research article, the researcher
incorporates a quantitative research approach only, simply because the researcher’s ideal
method is to conduct a research survey by gathering data observations from the qualified
respondents. Meanwhile, the relationship between Customer Satisfaction (CSAT) and
Quality Assurance (QA) results and findings are disclosed and presented prior to its
respondents’ remarks and feedbacks. The research questionnaire presented by the
researcher supports the overall research findings and analysis thereof:

Part 1: Quality Assurance (QA) Scorecard: Every call center company always rely on the
Quality Assurance (QA) metric, because of the standard protocol set by the client account
operations related to business operations, and the way how to measure agent’s performance
and employees evaluation. There are several ways on how to set up a better and
understandable QA guidelines: First, depending on the nature of account in the BPO setting;
and Second, depending on the standard evaluation set by most BPOs in the community. By
this purpose, make a call center company really exists and operational in one country.
1.) Opening Spiel - It is how agent start the phone conversation from the customer.
Usually it uses a standard opening like “Thank you for calling _____________ (name of the
company) / customer service department. My name is ______________ (name of the
agent). How can I help/assist you today?

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 2

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
 2.) Introduction - This is when the agent started to get and verify important account
information from the customers’ end. The customer speaks up their issues/problems over
the phone, and the agent needs to verify important details from the customer to the customer
service agent. Since there are multiple systems to be used by the agent, he/she (agent)
needs to be multitasking of using the tools in the operations.
3.) Acknowledgment - This is how agent respond and acknowledge on every details
and/or statement provided by the customer during the onset of the call. This can also be in a
form of an inquiry, issue disclosed and other callers’ statement, and the agent needs to
acknowledge and respond on whatever standard call action that needs to be done. An agent
have to multitask and do proper documentation in every call center situation of the customer.
4.) Call Center Resolutions - An agent needs to resolve any possible customer
issues over the phone. All possible customers’ concern, problems and issues are being
taught during Product Specific Training facilitated by a trainer who specialized and an expert
in the account specifics.
5.) Recap - After every call center have to be resolved and processed completely by
a customer service agent. He/She needs to do a recap process from the previous call center
solutions provided from the customers. But some BPOs don’t need to include a recap
process, in order to shorten the average call handling and to avoid prolonged phone call
conversation with their callers.
6.) Closing Spiel - A closing customer service spiel is when the agent ends the
phone conversation to a customer. Other standard way before the closing spiel, agents
needs to know and ask: “Is there anything else I can help you with?” before they say “Thank
you for calling Customer Service, and have a nice day”.
In most call center companies, the above stated Quality Assurance (QA) guidelines
encompasses a numerical percentage value % in order to determine and identify the
average and the passing QA scorecard of an agent. This will bring the agent to effectively
manage their responsibilities and efficiently perform their duties on every shifting working
schedule of the company. The QA scorecards also measure the progress of one agents’
performance on daily basis. This will serve as their call center management rules and
standard operating policies within the company. The Quality Assurance (QA) scorecard
depends on the standard operating procedure of every call center. This can be shown as:

I.) Opening Spiel - 15%

II.) Introduction - 15%

III.) Acknowledgment - 20%

IV.) Call Center Resolution - 30%

V.) Recap - 10%

VI.) Closing Spiel - 10%_

Total 100%

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 3

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
Quality Assurance (QA) Process (https://www.ifc.org):
A quality assurance specialist or team leader listens to the recorded or live call and
rates it using a comprehensive evaluation form:
1.) Keep QA simple by focusing on 3 to 4 criteria.
2.) Each criterion should be assigned a numeric value, and is weighted based on its
impact on customer satisfaction as well as the call center’s goals and requirements.
3.) The scores are then added to create an final quality score for the call.
4.) QA is not limited to calls. Call centers should also score email as well as any
other form of customer interaction
5.) The QA specialist can also review the call with the agent as a coaching session to
make improvements. At least 2 calls per agent should be assessed each week. QA results
should form part of the agent’s key job performance metrics.
6.) Calibration sessions should be held once a week to make sure QA assessors are
scoring consistently.

Quality Assurance Criterion (https://www.ifc.org):

The following activities could be part of the QA process, but each assessment should
focus on only 3 to 4 of the most important factors:
1.) Appropriate greetings and other call scripts
2.) Following correct procedures regarding holds and transfers
3.) Upholding the culture and values of the call center
4.) Accurately capturing key customer data
5.) Understanding customer needs
6.) Providing customers with correct and relevant information
7.) First-contact resolution
8.) Compliance with privacy acts, customer verification and other measures
9.) Correct call coding
10.) Grammar and spelling in text communication, such as email and chat

Part 2: Customer Satisfaction (CSAT) Scorecard: To further assess the agents’ progress
after the call center resolutions. The customer or the caller usually gives their feedback /
comment by choosing whether the call resolutions meets the customer satisfaction. The KPI
metric are being measured based on the following choices:
1.) Positive - Customer is satisfied on the way the agent resolved client issues over
the phone. A positive customer feedback response also means customer satisfaction and a
positive call resolution success towards the business operations.
2.) Neutral - Customer is somehow satisfied but the client had some doubts and
partly satisfied by the way an agent resolved customer issues over the phone. It also means
that customer choose a neutral feedback response because of some few call center issues
that have partly unanswered by the agent.
3.) Negative - Customer is totally unsatisfied on how the agent resolved their issues
over the phone. This can also lead to follow-up and repetitive calls, complains,
apprehensions, and an irate character of a customer in a phone conversation. This is known
as DSAT by most call center companies nowadays.

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 4

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
Limitation of the Research Study:
1.) The research article is limited according to its sample size of the population.
It means there were only call center agents who participated and disclosed their
beliefs and comments based on the research questionnaire submitted.
2.) The setting of the research was conducted only within the BPO companies in
Metro Manila, Philippines.
3.) The research data findings comply with the Data Privacy Act 2012 (Republic Act No.
10173) in the Philippines. It means the Participant’s name and address is not
included on the said research questionnaire.
4.) The duration of the research study only takes 1 and a half months to complete,
because of the present Alert 1 economic status against the Covid-19 Pandemic in the
country.
5.) The statistical research findings only represent descriptive frequency statistics and
inferential statistics.

LITERATURE REVIEW:

Overview about Call Center Operations using their BPO Metrics:

Every contact servicing center requires a competitive and comprehensive knowledge
process that normally sets their organizational expectations from their employees and
customers. It always suitable to determine what needs to be identified, define and adjust
from the BPO metrics throughout their business operations:
First, the call center management should be aligned with the KPIs organizational
objectives - In a daily business operations, there must be a reflection on its organization’s
vision, mission, values and goals. The measurement of the BPO metrics must be a helpful
guideline in achieving the company’s goals and objectives.
Second, every contact center company should be guided by a normal standardize
operational metrics - The use BPO metrics has to be both quantitatively and qualitatively
measureable. By this aspect, to see a clear picture of what does the business can be
resulted on this KPIs are feasible and achievable.
Third, to know how the BPO metrics are being measured and calculated - It’s very
normal to say that every statement on every call center addresses every transparent
computations on what the customers and employees are being conducted by most call
center companies. It is how the standard measurement regarding employees’ performance
takes place in a daily business operations.
Fourth, able to address the purpose on each BPO metrics - The business operation
in a call center setting has to be trigger customer service interventions that includes
workforce management decisions and customer service engagements before every
transactions effectively. This will ensure proper alignment on every company goals are being
met.

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 5

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
 Fifth, planning to set attainable BPO metric goals - Every call center company needs
to plan strategically, but not too ambitious in order achieve market service productive and
business success. KPIs role is to protect and manage the overall management capabilities
of a call center company as a whole.
Sixth, by redefining possible BPO metric interventions - By setting an adjustment on
this BPO innovation that somehow will affect its business operations when there will be
challenges and business recovery or resilience.

Importance of having BPO metrics in a Call Center Operations:

More than twenty years ago, the Philippines started the industry of business process
outsourcing (BPO) by the help of former President Gloria Macapagal Arroyo, and continued
to prosper by the late President Benigno S. Aquino III. It was succeeded when different
foreign merchants invested in the Philippines through the use of their advanced technologies
by providing customer service, sales and marketing, technical support and other related
business transactions pertaining to business process outsourcing (BPO). Likewise, the local
market started to increased employment opportunities and decreased market demands for
consumers. This is considered a positive impact on both client based management or B2B,
and consumer based management or B2C. Revenues also started to grow better and our
economic sector begins to raised up their earlier demands for foreign transactions and
foreign investments.
As we valued business partnership to other countries, the Philippines continues to
improve and sustained excellent customer management despite of different turmoil to
several merchants and business firms. We also valued cultural differences and ethnic
diversities, so it means we proactively maintain our B2C and B2B commitment and
development, operational adjustment and creates an effective business environment to
them. Thus the whole importance of having BPO metrics can be sustained and improved for
every call center operations entirely. Through the help of these BPO metrics or KPIs, we can
assure that proper employee evaluation and closely monitored performance will complement
its strategic business operations to them. A systematized BPO metrics in the field of call
center industry is an important and a mandatory business requirement in order to achieved
and maintain its B2C and B2B relationship and the management of its business operations
strategically.
1.) BPO metrics is a useful tool in order to managed both business operations and
tracking the employee performances depending on the business needs.
2.) It likewise served as a business instrument for strategic business planning and
management framework.
3.) By sustaining and allowing the business to adjust, streamline important business
applications and continuously adapt to any account improvement.
4.) To forecast important service delivery made by our consumers and clients by
means of goal oriented BPO engagements.
5.) Transform a specific business management into holistic and customer-centric
driven operational capabilities.

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 6

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
Types of Customers in the Business Process Outsource (BPO) Operations:
Depending on what type of customer it will be, an existing customer, a loyal
customer, and a newly accepted customer should consider valuable and an important client
or a business partner. Also, the service agents have to accept and be trained on how to
manage any type of consumer’s issue over the phone. It’s a responsibility and accountability
for them to ensure excellent customer service provides to them. It has been said during
classroom training that agent should give proper B2B or B2C treatment and call center
resolutions. By this way, customer satisfaction (CSAT) and passing quality assurance (QA)
would be recorded by the management itself.

Standard Protocols governing Call Center Companies in terms of BPO metrics:

The extensive trainings, service orientations and assessments are very important
and essential by most contact center companies in terms of their standard operations
procedure regarding BPO metrics or KPIs that they have so far. The whole business
operations regardless to any specific client were given management framework study
guidelines in order to inform service agents about the importance of such BPO metrics in the
company. There are specific learning approaches and training modules that incorporate the
whole knowledge management of these BPO metrics. And each of these management
regulations are designed to uphold standard BPO protocols for any call center metrics.

THEORETICAL AND CONCEPTUAL FRAMEWORK:

In a previous research studies before naming Quality Assurance (QA) and Customer
Satisfaction (CSAT) BPO metrics, according to Bennigton et al. (2000) and Dean (2002), the
efficiency of call centers accepts the call metrics that is also a critical aspect for the image of
the call center organization. However, in the academic literature on call centers, there is no
consensus on which key performance indicators or agent’s KPIs (Call metrics) are related to
customer satisfaction. Therefore, following the research stream adopted by Feinberg et al.
(2000, 2002), a number of indicators considered fundamental to the achievement of
excellence in operating a call center, according to the vision of Anton (2000), Cleveland and
Mayben (1997), Evensen et al. (1999), Grimm (2001), Miciak and Desmarais (2001), Rosati
(2001), Sparrow (1991) and Tom et al. (1997) will be adopted. Thirteen KPI indicators
(call metrics) were selected from the reference sources mentioned with their respective
meanings that are listed below:

1.) Service Level x Seconds – SL

- Attempts to measure the total number of calls handled within x seconds; usually 20 or 30
seconds. It is calculated by dividing the total number of calls answered within x seconds by
the total number of calls.

2.) Percentage of Call Block – PCB

- Attempts to measure the availability of the call center. It is calculated by dividing the total
number of calls with busy tone by the total number of calls made.

3.) Percentage of First-Call Resolution – FCR

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 7

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
- Attempts to measure the internal efficiency. It is calculated by dividing the total number of
calls that are resolved on first contact by the total number of calls made.
4.) Abandonment Rate – AbR
- Attempts to measure the availability of the call center. It is calculated by dividing the total
number of calls that were hanged up – or disconnected by the caller before being answered
– by the total number of calls made.
5.) Adherence – AD
- Attempts to measure the efficiency of the call center. It is calculated by dividing the total
number of agents who were at the service post as scheduled by the total number of agents.
6.) Time before Abandoning – TBA
- Attempts to measure the availability of the call center. It is calculated by dividing the total –
in seconds – of calls that were abandoned before being attended, by the total of these calls.
7.) Talk Time – TT
- This is calculated by dividing the total – in seconds – of all calls that were answered by the
total of all these calls.
8.) Queue Time – QT
- This is calculated by dividing the total – in seconds – of all the calls that remain on hold
before being answered by the total of all these calls.
9.) Average Work Time after the Call – WTC
- This is calculated by dividing the total – in seconds – of the time spent after the close of a
call attended by the total of all calls attended.
10.) Average Training Time – TrT
- This is calculated by dividing the total days of training received by agents by the total
number of agents.
11.) Total Calls – ToC
- This is the total of calls received or made by the agents.
12.) Total of Calls Attended per Shift – TCS
- This is calculated by dividing the total number of calls received or made by the agents by
the total number of agents per work shift
13.) Agent Turnover – Tu
- This is calculated by dividing the total number of agents who have left the company by the
total number of workstation positions.
Based on the above call metrics used by call servicing centers, the KPIs presented
are considered standard listing and an operational CSR tactics that are still used on today’s
business operations. Nevertheless, Quality Assurance (QA) and Customer Satisfaction
(CSAT) indexing are present, a standard employees’ performance are still being evaluated
and measureable within their agents in the business operations. That is why many contact
center companies are aiming for a better but yet standardized BPO metrics in order to
ensure business operations remains progressive and evaluates every employees in the
production area. A BPO metrics served as an effective and efficient way on how to monitor

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 8

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
both call metrics, quality assurance (QA) scorecards, and customer satisfaction (CSAT)
indexes in a positive but reliable way on ensuring balance employees’ rating are always met.

Quality Assurance Customer Agent’s KPIs

(QA) Satisfaction (CSAT) (Call Metrics)

13 Call
Metrics
BPO Metrics (Agent’s KPI)
(Employee Performance)

Figure 2. BPO Metrics diagram on agent’s performance

RESEARCH METHODOLOGY:

The use of quantitative research approach is the topmost priority of the researcher’s
ideal and purpose. The participants are considered the main objective in the gathering of the
research data information. These were conducted for 1 and a half months of continuous
research investigation. Well, it is not an easy task to get numbers of participative
respondents. Sometimes, the researcher opt to find other options just to collect population
and their answer statements based in the given research questionnaire. Inclusive of the
online evaluation, disclosed the following guidelines on how to measure both Quality
Assurance (QA) and Customer Satisfaction (CSAT). And these are the following set of BPO
metrical forms:

QUALITY ASSURANCE (QA) SCORECARD: Lewis, Andrew (2010)

QUALITY ASSURANCE (QA) Guidelines YES NO N/A WEIGHT/SCORE

GREETING SKILLS:
Uses Appropriate Greeting
Obtains and/or Verifies customer information
Answers courteously
LISTENING SKILLS:
Focuses on the Call
Doesn’t interrupt the Customer
Exhibits responsiveness toward the Customer
Clarifies customer issue
SPEAKING SKILLS:
Uses proper grammar, appropriate terms and
expressions
Does not use profanity
Speaks clearly and audibly

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 9

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
Is expressive, enthusiastic and alert
Proper rate of speaking
CALL HANDLING SKILLS:
Takes ownership / Expresses willingness to help
Prevents or overcome resistance
Portrays a positive company image
ASSESSMENT AND ISSUE SOLVING SKILLS:
Use effective and tactful probing
Resolves issue or gives alternatives
Satisfaction confirmed
PROCEDURAL REQUIREMENTS:
Uses hold appropriately
Follows procedures / Uses tools effectively
CLOSING SKILLS:
Summarizes the Call
Uses appropriate Closing

CUSTOMER SATISFACTION (CSAT): Goodwill, Claire (2020)

CSAT QUESTIONS 3 2 1
(CSAT) (NEUTRAL) (DSAT)
How satisfied are you with the overall service?
Were all the service requests fulfilled?
How satisfied are you with the time taken to complete the
service?
How will you rate the service agents’ performance?
Did the service agent give you clear and understandable
resolutions?
How was the call center resolution easier for you to find
alternatives as well?
Will you recommend the company to your friends and
family members?

RESEARCH ANALYSIS AND FINDINGS:

After several weeks of continuous gathering of data, the researcher finally reached
his final roaster of BPO service agents that are exclusively to qualify in a statistical
interpretations and analysis. This cannot be complete without the help of a survey form by
which the respondents have to answer each of the given survey questions. Both
demographics such as age, sex, and service tenure working in a call center were disclosed
by the agents; and the research questions that are considered mandatory to answer that
are pertaining to Quality Assurance (QA) scorecards and Customer Satisfaction (CSAT)
results were presented in the research study. The set of questions are also limited and being
constructed not to divulge personal information of the participants. The research is compliant

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 10

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
towards protecting respondent’s data privacy; it means that the whole research article were
being guided by the Data Privacy Act 2012 (Republic Act No. 10173) in the Philippines.
The research analysis and findings found in the given data set of agent’s responses
are classified as quantitative and summarized based on the following tables showing its
unbiased research information:

Agent’s Agent’s Service Average Quality Average Customer

Age: Gender: Tenure: Assurance (QA) Satisfaction
per week: (CSAT) per week:
1.) 32 Male 5 months 3 2
2.) 25 Male 1 year 4 3
3.) 26 Male 4 months 2 3
4.) 21 Female 4 months 2 2
5.) 30 Female 6 months 4 3
6.) 24 Male 1 year 5 3
7.) 26 Female New 3 2.5
8.) 31 Female New 3 3
9.) 26 Female 5 months 2 2.5
10.) 25 Male 10 months 4 2.5
11.) 24 Female 2 months 4 2
12.) 21 Female New 3 2
13.) 20 Male 7 months 2 3
14.) 27 Female New 5 2.5
15.) 26 Female 5 months 3 3
16.) 23 Male New 4 2
Table 1. Call center agents research data set

95% - 100% 5
89% - 94% 4
82% - 88% 3 Positive 3
75% - 81% 2 Neutral 2
74% - below 1 Negative 1
Table 2. Quality Assurance (QA) Scorecard Table 3. Customer Satisfaction (CSAT) Scorecard

As a summary of the given data above, the researcher managed to construct a

research table set that will ensure and guide us for the proper computation of both
descriptive and inferential statistics. By this way, we can identify a specific statistical analysis
and interpretation that are relevant on the given research problem. And to fully understand
their relationship and significance, here are the research results and findings:
Class Interval X f Fx >cf
20-23 21.5 4 86 4
24-26 25.5 8 204 12
27-29 28.5 1 28.5 13
30-32 31.5 3 94.5 16
Legend: N = 16; i = 4
Table 4. Statistical research table (results and findings)

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 11

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
Computing the statistical frequency: The total number of participants is 16 or 100%. For
this one, 9 female service agents or 56% are considered the most number of survey
participation, while 7 male service agents or 44% represents the percentage of them in the
quantitative research study. The average of quality assurance (QA) scorecard per week of
the male respondents is 24 or 3.43 (88%-90%), while the female respondents get their
average quality assurance (QA) scorecard of 29 or 3.22 (84%-88%). Meanwhile, the
average of customer satisfaction (CSAT) scorecard per week of the male respondents is
18.5 or 2.64, while the female average customer satisfaction (CSAT) scorecard per week is
22.5 or 2.5. This means that both male and female agents are likely have an average rating
on their quality assurance (QA) per week in the production area. Included on the statistical
frequency will be the service tenure of the following agents. Based on the above table 1, five
agents or 31.25%, composed of 4 females and only one male agent are considered new
employees with their respective companies; then seven agents or 43.75%, with five female
and two male agents belongs to their 1-6 months of BPO service employments; and four
male service agents or 25% are currently employees more than six months to one year from
their call center companies.
Computing the Mean, Median and Mode: Based on Table 4. Statistical research table
(results and findings), the given data set presented by the researcher finds that the mean or
the sum of the values is 25.81; while the median is at 23.5 class interval average, and the
mode is 34.5 representing the modal class average based on the agent’s age of the
respondents in the research study.

Computing the Inferential Statistics: As we compute the probability, variance and

correlation analysis rating regarding the relationship of the Quality Assurance (QA) and
Customer Satisfaction (CSAT), we can answered it as significant, and we reject Ho or Null
Hypothesis < 0.05.

CONSLUSION AND RECOMMENDATION:

The continuous development and technological appearance of many business

process outsourcing (BPO) in the country considers a prosperous and undeniably successful
in our present times. This will include several operational and systematize technology
advancement that is mainly focused on both quality assurance (QA) and customer
satisfaction (CSAT) indexing among our customers and clients. The research article
provides not only its statistical analysis but to represent an idea and information to most
businesses that any given performance measure and evaluation of employees are its
necessity to consider. Companies that are related to customer service and technical support
management must always ensure that proper employment credibility and employee’s welfare
should be maintain by them. Because, it’s our responsibility and accountability to sustain
extensive product training, provide everyday supervision and to improve employees’ welfare
because of its business compliances and management priorities. In the future business
undertakings, business process outsource (BPO) will still continue to service clients and
customers because everybody deserves to be satisfied and resolves our business and
personal issues. Thank you very much.

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 12

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE
 REFERENCES:

Anton J. (2000) “The past, present and future of customer access centers”, International
Journal of Service Industry Management, v. 11, n.2.

Bennigton L., Cummane J., & Con P. (2000) “Customer satisfaction and call centers: an
Australian study”, International Journal of Service, v. 11, n. 2.

Cleveland B. and Mayben J. (1997) Call Center Management on Fast Forward. Call Center
Press: Annapolis.

Dean, A. M. (2002) “Service quality in call centres: implications for customer loyalty”,
Managing Service Quality, v. 12, n. 6.

Evensen, A., Harker, P.T., & Frei, F.X. (1999) “Effective call center management: Evidence
from Financial Services”. The Wharton School, The Wharton Financial Institutions
Center, December 3, 2008 from http://knowledge.wharton.upenn.edu /papers/50.pdf.

Feinberg, R.A., Kim, I., Hokama, L., Ruyter, K., & Keen, C. (2000) “Operational determinants
of caller satisfaction in the call center”, International Journal of Service Industry
Management, v. 11, n.2.

Feinberg, R.A., Hokama, L., Rajesh, K., Kim, I (2002) “Operational determinants of caller
satisfaction in the banking/financial services call center”, International Journal of
Bank Marketing, v. 20, n.4.

Goodwill, Claire (2020). Swift & Easy Cleaning. Cleaning Satisfaction Survey.

Grimm, C. (2001) “Creating balanced measures in a multi-channel world”, Call Center

Management Review, n.3, p.9-11, 2001.

International Finance Corporation (2012). Measuring Call Center Performance Global Best
Practices. https://www.ifc.org.

Lewis, Andrew (2010). Quality Assurance Guideline. Quality Monitoring Scorecard.

Miciak, A. and Desmarais, M. (2001) “Benchmarking service quality performance at

business-to-business and business to-consumer call centers”, Journal of Business &
Industrial Marketing, v. 16, n. 5.

Rosati, M. (2001) “Motivating Call Center Agents with Goals and Measurements”, Credit &
Collections World, retrieved December 29, 2008 from
http://www.collectionsworld.com/10papr01.htm.

Sparrow, L.B. (1991) “Managing the telephone enquiry bureau at British Gas West
Midlands”, Operations Research in Management, p.167-173. London: Prentice Hall
International. 23.

Tom, G., Burns, M, & Zeng, Y. (1997) “Your life on hold; the effect of telephone waiting time
on customer perception”, Journal of Direct Marketing, v.11, n.3, p.25-31.

Formulated Quality Assurance (QA) and Customer Satisfaction (CSAT) Scorecards 13

Indexing and inference research information from the Business Process Outsource (BPO) Workplace
CHRISTOPHER M. LEE