How MeUndies Scaled and Managed a Remote Team with a Customer Service Quality Assurance Program

MeUndies
Company Name
Undies 🤭
Industry
Pain point #1:

Company was growing rapidly, needed to add a remote team 📈

Pain point #2:

Solve for consistency and brand – when customers call in, they're talking to MeUndies!

Pain point #3:

Wanted visibility into agent growth over time! Triumph, opportunity, all of it!

Super power:

Looking cute in skivvies 🤭

Team Overview 

  • 26 agents (ramp to 65+ for the holiday season) 
  • 3 graders on remote team
  • In-house team includes learning and development specialists, managers, and QA specialist

Why we QA

Our company was growing rapidly, so we brought on a remote team to help us keep up with incoming customer requests.

At that point, we had given our agents a lot of freedom and had no way of streamlining our interactions. As we scaled, we needed to figure out how to make our growth sustainable and keep customer interactions similar no matter what agent you spoke with – we needed to solve for consistency and on-brand interactions at scale. 

At that point, we needed visibility on performance more frequently than monthly and more in depth than just CSAT. We now give weekly highlights as well as bi-monthly updates for each agent.

We also started QAing because we wanted visibility on individual agents’ growth over time. So that we could pay specific attention to the needs of each person and rally behind them if they need it, and also celebrate their wins with them when they work hard and improve over time.

Additionally, we wanted a way to identify which agents could be moved into leadership positions. 

And lastly, QA fits into the mission, vision, and values of our support team: 

What we QA 

Our high level goal is to grade a random, representative sample of tickets, and we shoot to hit 5% of all interactions with QA. We have our automation set up to send us: 

  • Random tickets created within the past 4 days (handled by single agent) 
  • Channels are randomized as well 

We also have a tiered grading structure for different agents depending on how well they’re doing with QA and CSAT scores. 

  • Developing | 8 tickets/week 
  • Proficient | 6 tickets/week
  • Advanced | 5 tickets/week

And then we grade any ticket that has a CSAT score between 1 and 3 as well, as a rule, because we want to know what’s happening on all interactions where customers are unhappy, regardless of if it’s a support problem or not.

What does quality mean to your team? 

  • Brand voice and personalization are HUGE for our brand
  • Our CEO really values the voice that the LA team can bring
  • Personalization, making sure every customer gets a personalized experience
  • Consistency. We want every customer to feel like they had a MeUndies interaction – not just an interaction with a customer service line

How does your rubric reflect this?

The way that our rubric reflects what quality means to our team is that we have a section that focuses on brand voice, personalization, knowledge, and solving problems the right way for our customers. 

How reporting from QA helps with training

  • Most missed questions → Training sessions 
  • Team level reporting 

Good things about QA 

  • Fuels training program ^ – helps us understand topics that the whole team is struggling with so that we can create teamwide trainings on a regular cadence
  • Good for 1:1s  – helps us understand areas where particular agents could add some TLC
  • Feedback and transparency – creates an easy way to have pinpointed conversations with agents around their performance, both where they’re crushing it and where they could improve a bit
  • Cross functional improvements – through QA, we can surface issues in other areas of the business that are impacting customer happiness, and use data to advocate for changes that will improve CX
  • CSAT scores: 
  • December 2017 = 4.81
  • Today = 4.95

More Stories