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Achieving Effortless CX Experiences through QA

September 3, 2020

At The Art of Conversation (our annual conference!), we spoke with Kari Kolts, who had previously led the CX team at Hudl. Hudl provides tools for sports teams to conduct video analysis and follow a data-driven approach to their training and strategy.

Thankfully, CX isn’t a professional sport, because the team at Hudl wasn’t held to resolution times, asked to use scripts (or plays, in sports-speak), or asked to race to complete their calls. Instead, they always aimed to provide the best customer experience, no matter what.

But when Kari and team came across the Effortless Experience methodology and wanted to implement it, they needed a way to measure success of the initiative. 

Read on to learn about how the Hudl team started measuring the business impact of their program - and made gains in efficiency along the way.

Why shift to the Effortless Experience methodology?

Hudl was looking for a more formalized and codified approach to their CX program when they came across the Effortless Experience (EE) methodology.

Like any sports team trying out a new training schedule or strategy, they needed to be able to compare their CX performance on a before/after basis, but lacked the tools to do so. There was also the question of each agent’s performance - how could the leadership team see how well each agent was taking to the new EE methodology? 

Without this type of visibility into performance, the team was losing out on valuable opportunities to offer better support and learn from their mistakes. 


How they onboarded the Effortless Experience methodology + measured its performance

Kari and team started by measuring all-agent performance. Through scorecards and workflows, Kari was able to take a snapshot of their entire team’s performance from before implementing EE and compare it directly to their results after using the EE methodology. They did this across a number of CX metrics, including Average Handle Time (AHT), Recontact Rate and Customer Satisfaction (CSAT) scores.

At the individual level, Hudl’s CX leadership used QA to document agent growth over time. They broke onboarding into four different month-long sections. Each month of onboarding introduced new EE concepts to agents, and used a separate scorecard for each phase of onboarding. This allowed them to check at every stage that agents were absorbing the concepts and applying them to the queue.


The results of implementing EE: Insights into agent and program performance

Through their new QA instance, Kari and team gained visibility into the changes they’ve implemented, the ability to evaluate business impact, and clarity to decide whether or not to keep the EE methodology in place.

Spoiler alert: they kept the changes! 

With their new Effortless Experience-inspired CX program, Hudl saw improvements across their recontact rate, CSAT, and AHT. Most importantly, they now had the tools they needed to prove that their newly implemented methodology had positively impacted the team, and should be rolled out to the whole team.

At the agent level, they also had insight into how well an agent was performing, and how much time and effort should be spent on helping them to upskill.

After implementing QA, they could benchmark agent performance and refocus coaching resources strategically on agents who are in need of more help. Kari’s team was able to redirect up to two-thirds of coaching resources to agents who need extra help, which in turn helps to pull up the team’s overall CSAT scores and provides Hudl customers with a better experience.

If you’re thinking of implementing a new methodology for your CX team, be sure to pair it with a QA program that will let you measure the outcomes of such a switch, and allow you to make data-driven business decisions.


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