It may be a requirement of the service provided to achieve Service Level Agreements (SLAs) and Key Performance Indicators (KPIs), often including both quality and production expectations.


Production targets/expectations for closure of cases per day/week or minutes worked are agreed with the client for each engagement. Thus, these are expected to be fair and achievable by a competent associate.

It is the manager’s responsibility to track progress of the individuals within the team against these production targets/expectations, using any templates provided and addressing any production issues with associates individually.

System downtime and any other exceptions should be tracked at manager level to understand how this might impact production within the team and by individuals.

Targets/expectations may be regularly reviewed with the client to ensure that they are achievable.


Like production, quality targets/expectations are also agreed with the client for each engagement.

Cases are quality assessed on a risk basis with high levels of cases being checked initially and reductions in checking implemented once an individual has demonstrated competency. The level of checking an individual is subject to is dependent on maintaining ongoing competency. A reduction in competency could see an increase in the level of checks undertaken.

Quality is typically assessed by dedicated ‘Quality Checkers’ (QC) who work in close conjunction with the operation to monitor performance and to ensure that quality targets/expectations are achieved and to highlight areas of systemic failure. The QC will identify trends, act as a reference point for questions and provide feedback following any issues.

Their role may include:

  • Check and grade cases in accordance with the quality assurance framework
  • Provide feedback to case handlers on what needs to be put right and how to improve future cases
  • Act as reference points for questions (where TLs/ SMEs do not have the answers) conducting regular case clinics and QC forums
  • Feed into the senior management team trends and areas of concern (process/team/individuals – Route Cause Analysis (RCA)).

The Operations Manager should ensure on larger engagements where there are several QCs that their approach is consistent, utilising moderation meetings to assess cases and compare scoring.

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