Quality Assurance & Training Officer

Key Responsibilities 1) Leadership & Planning • Translate the center’s Statement of Direction and business plans into an annual QA & Training plan with clear targets for quality outcomes, coaching impact, and training verification, aligned to COPC’s performance management approach. • Maintain a COPC control framework for quality (policies, scorecards, escalation thresholds, corrective action workflow) and publish monthly performance reviews with actionable insights. 2) Processes (Quality Management & Training) • Transaction Monitoring (QA): Design and continuously refine scorecards that measure what matters to customers and the business (critical errors, accuracy, compliance, empathy, resolution). Ensure items map to CSAT/FCR drivers per COPC guidance. • Sampling & Reliability: Define statistically valid sampling plans (agent‑level and business‑level), using COPC methods to avoid bias and achieve reliable precision over time. • Calibration: Lead multi‑party calibration (QA, supervisors, clients) using COPC’s five‑step discipline; track agreement rates and implement remediation to protect data integrity. • Quality Analysis: Run recurring Pareto/error categorization, trend and driver analysis; link findings to process fixes and coaching plans that demonstrate measurable improvement (AHT, recontact, quality results). • Voice of Customer (VoC): Integrate CSAT/NPS verbatims and complaint themes into QA insights; prioritize improvements on key journeys with the highest CX and cost impact. • Training Lifecycle: • Design onboarding, refresher, and change‑management trainings for products/systems/processes. • Implement Training Verification (knowledge checks, nesting assessments, post‑training transaction audits) to confirm skill transfer before agents reach steady state—consistent with COPC People & Process practices. • Keep SOPs and micro‑learning content current; align training to observed defects and customer drivers (closed‑loop). • Technology Enablement: Utilize QA platforms, speech analytics, and reporting tools to scale monitoring and insights—as reflected in COPC research on QA program technology adoption. 3) People (Coaching & Performance Support) • Conduct structured 1:1 coaching based on transaction evidence; set Improvement Action Plans (IPAs) with SMART goals and follow‑up intervals. • Partner with Workforce, Operations, and Team Leads to schedule coaching, refresher sessions, and targeted huddles without compromising service levels. • Contribute to role definitions, onboarding pathways, and agent competency matrices; monitor attrition/absenteeism signals and remediate through targeted learning. 4) Performance (Reporting & Continuous Improvement) • Publish weekly/monthly QA & Training dashboards: precision rate over time, quality score distribution, error indices, calibration agreement, verification pass rates, coaching lift (pre/post), and the operational impact on CSAT, FCR, AHT, and Cost per Contact—metrics central to COPC. • Lead corrective actions using structured problem‑solving; document root cause, expected ROI, owners, and timelines in a COPC‑style action register; validate results via stress‑test cycles. • Present performance reviews to management and clients, demonstrating sustained improvement and readiness for COPC audits/certification. Deliverables • COPC‑aligned QA policy, scorecards, sampling & calibration plan. • Monthly Quality & Training Impact Report (CSAT/FCR/AHT/Cost per Con