QA in customer service: building your team
Here's what the three core roles in an effective customer service QA team do day-to-day:
QA analysts
These professionals listen to customer service calls, read chat transcripts and review email exchanges to identify what works well and what needs improvement. Using scorecards, they track various metrics, including an agent's technical knowledge, problem-solving abilities, adherence to company deadlines and tone of voice. This data helps build a clear picture of agent performance and supports targeted improvements.
Customer service trainers
Customer service trainers use insights from QA analysts to develop practical training sessions aimed at improving agent performance. For example, when QA analysts notice agents struggling to explain a new product feature, trainers might create hands-on workshops where agents practice explaining complex features for customers. Trainers also run refresher courses on company products and offer one-on-one coaching to help agents improve specific skills, such as handling difficult conversations or explaining technical concepts clearly.
Data analysts
What happens to the valuable data generated by customer service QA? This is where data analysts come in. They dig into the numbers to uncover patterns that can help improve service. For instance, they might identify that customer satisfaction scores tend to drop during specific hours or that certain issues take longer to resolve. By analyzing these patterns, data analysts help teams make informed, data-driven decisions about staffing, training priorities and process improvements.
Common challenges in customer service QA
Even well-planned quality assurance programs face challenges. For example, inconsistent service standards across different channels—such as phone, email and chat—can create confusion for customers. When one agent immediately offers a refund, for example, while another insists on troubleshooting at length, customers are left uncertain about what to expect, leading to frustration and a negative experience.
Measuring how well agents perform can bring its own set of obstacles. Some companies still rely on after-the-fact reviews that only sample a fraction of customer interactions. This reactive approach means managers often spot problems days or weeks after they occur, missing chances to step in and help when it matters most.
Then there's feedback and coaching. Sometimes, managers give vague advice like "try to sound more professional" instead of specific guidance such as "start each call by acknowledging the customer's concern in your own words.” This lack of clear direction leaves agents guessing about how to improve.