1

Issued Quality Manual and Learning Guide

Author: Diana Milena Sanabria Molina

Grancolombiano Polytechnic

Author's Note

Diana Milena Sanabria Molina, Undergraduate International Business School of

Business, Management and Sustainability

Grancolombiano Polytechnic

Student Code: 1521023170

dmsanabria1@gmail.com

Bogotá D, C June 2020

2

Table of Contents

Table of Contents.........................................................................................................................two

Table of figures................................................................................................................................3

Introduction......................................................................................................................................4

Keywords.........................................................................................................................................4

Mission............................................................................................................................................4

View.................................................................................................................................................5

Economic Sector..............................................................................................................................6

General Organization Chart.............................................................................................................6

Organization chart Area...................................................................................................................7

Practice functions.............................................................................................................................7

Problem Justification.......................................................................................................................8

General objective.............................................................................................................................9

Specific objectives...........................................................................................................................9

Period covered...............................................................................................................................10

Methodology..................................................................................................................................10

Findings.........................................................................................................................................13

Improvement Proposal...................................................................................................................14
3

recommendations.............................................................................................................................6

Conclusions......................................................................................................................................6

References........................................................................................................................................7

Table of figures

Figure 1 Organization chart.............................................................................................................6

Figure 1 Organization chart.............................................................................................................6

Figure 2 Organization chart Area....................................................................................................7

Figure 3. Interview format......................................................................................................eleven

Figure 4 Interview Source: Own....................................................................................................12

Figure 5 Interview 2.......................................................................................................................13

Figure 6 Learning Guide Source: Own........................................................................................one

Figure 7 Learning Guide Source: Own........................................................................................two

Figure 8 Evaluation matrix: Source: Headquarters Quality Issued.............................................two

Figure 9 Evaluation matrix Source: Head of Quality Issued.......................................................two

Figure 10 Evaluation matrix Source: Own......................................................................................3

Figure 11 COPC Standards Source: Own........................................................................................5

4

Introduction

Taking into account the monitoring activities carried out at the Quality Office at Banco

de Bogotá, it is necessary to implement an Issued Quality Manual and a Learning Guide, in order

to provide feedback and ensure better knowledge of the area. of Issued Quality and the correct

use of the evaluative matrix since there is a lack of knowledge of the points mentioned above, for

which it is essential that all areas that work together with the Head of Quality have suitable

educational material.

Keywords

Qualitative, IZO, Matrix, Monitoring, External Client.

Mission

A leading Bank in Colombia for the market of companies, people and the social sector,

official.

A Bank always at the forefront to provide its clients with advanced solutions that allow

them to live a satisfactory experience.

The best support for the growth and progress of your clients, because you value them and

are willing and available to advise them, lending them Agile, friendly and quality service.
5

A Bank that meets the leadership objectives in efficiency, profitability, profit and value

generation expected by shareholders.

A Bank that has a group of talented collaborators who work with ingenuity, dedication,

efficiency, agility, commitment, loyalty, always oriented towards achievement, motivated by the

pride of belonging to the institution that generates well-being and growth.

The Bank, through its example and its support, ratifies its commitment to the construction

and internalization of its values, generating growth, coexistence and well-being for the

community. (Management report, 2013)

View

To be the leading Bank in Colombia and Central America, which grows with the progress

of its clients, its human team, its shareholders and the country.

To be the benchmark bank in universal banking in Colombia for the best customer

service, the highest efficiency and its innovation. [ CITATION Ban13 \l 2058 ]
6

Economic Sector

Since its foundation in 1870, Banco de Bogotá has been growing to integrate into the

daily life of all Colombians. With an experience of 142 years of operation, it ranks second in the

Colombian banking system for its assets, a position that places it as a relevant actor in the

country and in the national financial sector. It is part of the Aval group, the most important

financial group in Colombia.[ CITATION Ban13 \l 2058 ]

General Organization Chart

Figure 1 Organization chart

Source: 2019 Management Report

Figure 2 Organization chart

Source: 2019 Management Report

7

Organization chart Area

Figure 3 Organization chart Area

Own source

Practice functions

The functions that have been fulfilled since the beginning of the practices are the

following:

1. Support the management of monitoring activities carried out by external providers

for quality monitoring of defined channels.

2. Follow-up of the Mytery Shoppers to the offices and management of the

Customer Care cell through diagnosis and figures to ensure the customer

experience in these channels.

3. Follow up on the quality reports issued by suppliers and report the control

opportunities found.

4. Design of the attention scheme to improve the experience of the collaborators

with the ATU support service line.

8

Problem Justification

The Issued Quality area is in charge of receiving assigned campaigns in the Call Centers,

in order to implement the evaluative follow-up of the daily monitoring processes established by

the IZO partner, using as an evaluation matrix that contains indicators of: critical error , non-

critical error and First Call Resolution, in order to ensure compliance and adherence to the

processes and quality standards established by the Bank, in addition, various meetings are held

with the head in charge of the Call Center to publicize the measurement and the activities,

introducing together with the matrix the functions of the Issued Quality area to fulfill the

objectives.

Taking into account the activities carried out by the Issued Quality area together with

IZO, it was evident that they carry out the monitoring processes in different ways in the

evaluation matrix, which leads to the quality measurements giving different results, preventing

an exact measurement of the indicators, so that in the various meetings with the heads in charge

of the Call Center together with the head of quality, it was evident that it does not have an

explanatory instruction that it is Quality Issued and how the evaluation criteria of the matrix.

For this reason it is vitally important that these two areas are aligned in the knowledge of

the fundamental bases of Quality Issued, so it is necessary to implement an introductory Manual

and a Learning Guide where knowledge is formally reinforced for the correct use of evaluation

tools.
9

Therefore, it is important to emphasize that with leadership you can have a profound

impact of improvement in the monitoring conditions in the quality process, avoiding errors in the

management of the matrix, which is why continuous feedback is necessary.

General objective

Implement a learning model that reduces the error rate in the monitoring processes

carried out by the IZO partner and external clients to guarantee correct job performance.

Specific objectives.

Organize working groups with the leaders of the quality area to provide feedback on the

correct execution of the Issued Quality Manual and the Guidelines to be implemented.

Design an Issued Quality Manual and a Learning Guide for quality personnel of Banco de

Bogotá, which includes information about the area and the correct use in evaluating the criteria.

Explain clearly and with the help of the Manual and the Learning Guide the proper

process of using the matrix and the processes carried out in the Head of Quality.

Period covered
10

The period covered for the realization of this project is understood from the beginning of the

contract of the business practices on February 12, 2020 until the end of this on August 14 of this

year.

Methodology

The methodological process used to carry out the degree project at Banco de Bogotá,

specifically in the Issued Quality area, it will be based on a qualitative measurement since “it is

very useful to capture and understand the underlying motives, meanings and internal reasons for

human behavior” [ CITATION Her03 \l 2058 ], this taking into account internal quality

assessment and measurement processes.

To collect and obtain the information, a semi-structured interview is conducted, which "is based

on a guide of issues or questions and the interviewer is free to introduce additional questions to

clarify concepts or obtain more information"[ CITATION Her03 \l 2058 ]This interview will be

carried out with the head of quality management together with the supervisor of the external ally

IZO, since they are directly in charge of supervising and guaranteeing that the monitoring

protocols within the area are complied with.

To carry out the interview, 9 questions will be asked that will give you an orientation and a

precise approach to the process, with the aim of covering the problem mentioned above from the

point of view of each manager.

11

Entrevista

Fecha Hora
Lugar Dirección General
Entrevistado Jefe de Calidad Emitida
Entrevistador Diana Sanabria - Practicante
Esta entrevista tiene como foco recolectar los datos necesarios para evidenciar las falencias del área y puntos de mejora sobre el plan de
Caracteristicas:
mejoramiento generado por parte de la universidad para el Banco de Bogotá

Preguntas
1. ¿Los procesos de están claros para los clientes externos y/o la jefatura
de Calidad Emitida?

2. ¿Considera que el proceso de Calidad Emitida se dio a conocer de

manera correcta al iniciar con la campaña?

3. ¿Cree que las herramientas que se utilizan para hacer el proceso son
las adecuadas para alcanzar el objetivo?

4. ¿Se generó la presentació formal (documentado) por parte de la

jefatura?

5. ¿Usted cree que se está realizando un correcto proceso de monitoreo

en los canales no presenciales del Banco?

6. ¿Qué herramientas usa para hacer su proceso de monitoreo?

7. ¿Usted cree que los procesos que s erealizan en la matriz s erealizan

de manera correcta frente a los objetivos del área?

8. ¿Creen que los resultados de los monitoreos son los mismos con el
aliado y el cliente externo?

9. ¿Ha tenido alguna dificultad para entender el proceso de calificación

de la matriz?

Figure 4. Interview format

Own source

Throughout the development of this project, a semi-structured interview process was

created by means of a video call, in order to jointly specify the difficulties set out in this

document.

The interview It was addressed to the Head of Issued Quality of the area and to the IZO

supervisor, yielding the following results.

Interviewee No. 1: IZO Supervisor Rocio Quitián.

12

Entrevista

Fecha Hora
Lugar Dirección General
Aliado IZO
Entrevistador Diana Sanabria - Practicante
Esta entrevista tiene como foco recolectar los datos necesarios para evidenciar las falencias del área y puntos de mejora sobre el plan de
Caracteristicas:
mejoramiento generado por parte de la universidad para el Banco de Bogotá

Preguntas
1. ¿Los procesos de están claros para los clientes externos y/o la jefatura 1. Rocio: Sí, sin embargo no tengo información exacta de todas las funciones u
de Calidad Emitida? operaciones que se pueden monitorear o serguir desde el área

2. ¿Considera que el proceso de Calidad Emitida se dio a conocer de 1.Rocio: Se genero una reunion donde me informaron del objetivo del proceso de
manera correcta al iniciar con la campaña? monitoreo de manera verbal

3. ¿Cree que las herramientas que se utilizan para hacer el proceso son 1. Rocio:Si, no tenemos dificultades respecto a las herramientas o aplicativos
las adecuadas para alcanzar el objetivo? necesarios para el correcto desempeño de la labor

4. ¿Se generó la presentació formal (documentado) por parte de la 1. Rocio: No pues no existe una documentación fisica para conocer el proceso correcto
jefatura? de como se debe llevar a cabo

2.Rocio: Sí, contamos con personal capacitado para cumplir con las actividades que nos
5. ¿Usted cree que se está realizando un correcto proceso de monitoreo
lleven a cumplir con nuestro objetivo
en los canales no presenciales del Banco?

2.Rocio: Hacemos uso importante de CCX, donde ser hace la carga de los monitoreos
6. ¿Qué herramientas usa para hacer su proceso de monitoreo? realizados a todas las líneas de los clientes externos del Banco.

7. ¿Usted cree que los procesos que s erealizan en la matriz s erealizan 2.Rocio: Es necesario aclarar los términos usados en la matriz con el Call Center, pues
de manera correcta frente a los objetivos del área? no esta todavía claro.

8. ¿Creen que los resultados de los monitoreos son los mismos con el 2. Rocio: No hay las mismas definiciones y percepciones para cada monitoreo por lo
aliado y el cliente externo? tanto los resultados siempre van a ser diferentes.

9. ¿Ha tenido alguna dificultad para entender el proceso de calificación 2. Rocio: No en todas las campañas hay una matriz establecida, por tanto, debemos
de la matriz? modificarla cada que hay un proceso nuevo.

Figure 5 Interview
Own source

Interviewee No. 2: Quality manager Jasmin Forero.

13

Entrevista

Fecha Hora
Lugar Dirección General
Entrevistado Jefe de Calidad Emitida
Entrevistador Diana Sanabria - Practicante
Esta entrevista tiene como foco recolectar los datos necesarios para evidenciar las falencias del área y puntos de mejora sobre el plan de
Caracteristicas:
mejoramiento generado por parte de la universidad para el Banco de Bogotá

Preguntas
1. ¿Los procesos de están claros para los clientes externos y/o la jefatura 1. Jasmin: Hace falta documentar la información para entregarla de manera formal
de Calidad Emitida? nuevos clientes externos

2. ¿Considera que el proceso de Calidad Emitida se dio a conocer de 1. Jasmin: Sí, sin embargo hace falta material para tener una guía sobre todo el proceso
manera correcta al iniciar con la campaña? que realizamos desde el área

3. ¿Cree que las herramientas que se utilizan para hacer el proceso son 1. Jasmin: Sí, pues no es un impedimento para que demos los resultados esperados por
las adecuadas para alcanzar el objetivo? la Gerencia

4. ¿Se generó la presentació formal (documentado) por parte de la 1.Jasmin: No, estamos trabajando para dar la información formal de este proceso
jefatura?

1.Jasmin: Sí, tenemos toda la información necesaria para realizar el plan de monitoreo,
5. ¿Usted cree que se está realizando un correcto proceso de monitoreo
debemos realizar control a IZO para dar cumplimiento a lo pactado en el contrato con
en los canales no presenciales del Banco?
IZO.

1. Jasmin: Es importante el uso de correo, debido a la contingencia el uso de TEAMS

6. ¿Qué herramientas usa para hacer su proceso de monitoreo?
para reuniones periódicas y CCX

1. Jasmin: Tenemos que realizar sesiones remotas de calibración con la intensión de

7. ¿Usted cree que los procesos que s erealizan en la matriz s erealizan
verificar que los procesos de medición sean los correctos y que estemos alienados con
de manera correcta frente a los objetivos del área?
los monitoreos por ambas partes

8. ¿Creen que los resultados de los monitoreos son los mismos con el 1. Jasmin: No son los mismo, pues las dos partes tienen percepciones diferentes para
aliado y el cliente externo? cada llamada y cada monitoreo

9. ¿Ha tenido alguna dificultad para entender el proceso de calificación 1. Jasmin: El área de Calidad es quien define los indicadores de medición por lo tanto
de la matriz? están claros.

Figure 6 Interview 2

Own source

Findings

It concludes according to figures ## that the currently executed processes are irregularly

evaluated since there is not enough material to train IZO area staff and external clients, when

starting new campaigns to carry out monitoring processes , since it does not have a sufficient

notion of the tools such as the evaluation matrix, for this reason it is essential to look for

alternatives that lead to the reinforcement of knowledge in the way that evaluation criteria and

the activities that are carried out daily in the Issued Quality area.
14

Improvement Proposal

According to the activities carried out during the practice business, deficiencies were

evident in the entry of new campaigns when initiating the follow-up by the Head of Quality

Issued in the monitoring processes already established and in the evaluation matrices.

The above taking into account the interviews carried out with those responsible for monitoring

and compliance with the objectives of the quality area, so it is necessary to implement an issued

quality manual and a learning guide, where the concept of quality issued and the detail of the

methodologies and evaluation processes established by the area.

This material will generate greater knowledge to IZO staff and external clients so that

they adhere to the processes established in the Issued Quality Manual and the Learning Guide

generating a positive impact by obtaining precise results in the indicators to be evaluated.

1

Figure 7 Learning Guide Source: Own

2

Figure 8 Learning Guide Source: Own

1

1. IDENTIFICATION OF THE GUIDE

Evaluative Matrix Workshop: Evaluative Criteria Scale

Customer Care Management Area: Quality Headquarters

Leader: Diana Milena Sanabria Molina Weather: 30 minutes

2. PURPOSE

The purpose of this guide is to serve as educational material to carry out training for both new

and old staff by the Head of Quality

Likewise, use it as support material for the staff of the quality section and external clients, to

provide feedback on the correct way of carrying out the measurement in the criteria of the

evaluation matrix.

3. COMPETENCES TO DEVELOP

 Know what the Evaluative Matrix is and its content

 Understand what the Evaluative Matrix is used for
 Learn the basic concepts of the COPC Standards.

Four.

With the help of this guide, the Monitors and external clients of the Headquarters section will

be able to understand the correct way to use the EVALUATION MATRIX

What is the Evaluative Matrix?

An evaluation matrix is a format that describes criteria and quality levels of a certain task,

objective or competence in general, of high complexity. They are scoring guides used in

evaluating the work of a specific subject or group.

Parts of the Matrix

2

The monitoring evaluation matrix is divided into three parts arranged in the Excel that is shared

with the parties involved in the monitoring process by the Head of Quality and are arranged as

follows:

 The first part contains information about the person in charge of carrying out the

monitoring process, the name of the company, the date and time of the recording

that is taken to carry out the monitoring process, the campaign that is being

monitored, and finally the observations that make the monitor on the monitoring.

(Figure 8)

Figure 9 Evaluation matrix: Source: Emitted Quality Headquarters

 In this part is located the information corresponding to the criteria evaluated

according to the COPC Standards and the notes of this qualification according to

the recording and monitoring carried out by the person in charge. ) Figure 9)
CONTENIDO
BLOQUE DE MEDICIÓN NOTA DESCRIPTIVA CUMPLIMIENTO PUNTO DE ENTRENAMIENTO DICCIONARIO DE CONCEPTOS PONDERACIÓN
nota SI NO N/A CLASIFICACION
20 CALIDEZ 1.1 El saludo se manejó de acuerdo al guion *El asesor se identi fica como funciinario de banco, basado en el guion establecido para la campaña
* Asesor debe saludar y despedirse conforme al guion establecido
20 CALIDEZ 1.2 La despedida se manejó de acuerdo al guion
*
* Asesor evita uso de muletillas
*Persoliza la llamada
Protocolos de a tenci ón y vocación de s ervi cio (*) 60%
30 CALIDEZ 1.4 El asesor maneja el contácto bajo parámetros de eti queta teléfonica *Agradece ti epos de espera
0%
*Evita tituveos y tono de voz robotizado
ERROR NO CRITICO – (60%)

*El asesor durante la llamada demuestra: Interés comprensión, disposición en ayudarle

30 CALIDEZ 1.5 El asesor genera empatía en la comunicación
*El asesor contextualiza al cliente sobre el moti vo de la confirmación de datos
SI NO N/A CLASIFICACION
*Trasmite seguridad y conocimiento del tema en cuestión.
50 CALIDEZ 2.1. El ases or tras mite seguridad y concentración
*El asesor se manti ene atento y dinámico en la llamada

Reconocimiento del cliente y Escucha acti va (*) 2 0% * El asesor debe saber en que momento intervenir pa ra no interrumpir al cliente durante la 0%
50 CALIDEZ 2.2 El asesor escucha atentamente al cliente comunicación que pueda generar inconformidad con el cliente.
*El asesor vrecti fica por medio de parafraseo la información ya entregada por el cliente.
* El asesor evita afectación de factores externos que dilatan la atención y la calidad en la llamada
SI NO N/A CLASIFICACION
* Asesor debe evitar el uso de lenguaje técnico
* el asesor se refiere al cliente con respeto y cordialidad
Comunicación 10% 100 CALIDEZ 3.1. El le nguaje uti lizado es sencillo
* Debe manejar un vocabulario amplio que le permita re sponder apropiadamente de acuerdo con cada
0%
situación.
*El asesor dirige la llamada con destreza
. Estructura de la lla mada (*) 10% 100 AGILIDAD 3.2 No hay un orden lógico de la llamada
*Direcciona al cliente de forma correcta en caso de esca lamientos
0%
* El asesor debe mantener la calma ante las situa ciones inesperadas
* Disponer de una buena acti tud de servicio evitando alzar la voz con el usuario u ofenderlo usando tono
20 CALIDEZ 4.1 NUNCA genera maltrato hacia el cliente
sarcásti co, rudo y/o displicente.
* Así mismo debe terminar la llama da solo cuando esta s e haya culminado exitosamente
Acti tud de Servicio (*) 0%
60 CALIDEZ 4.2. Vocabulario irrespetuoso * El asesor debe evitar utilizar de manera directa o indirecta términos ofensivos y/o discriminatorios.
ERRROR CRITICO CLIENTE 40%

* El asesor no genera un cuelgue pasivo por parte del cliente ( or esperas prolongadas)
20 CALIDEZ 4.3 Cuelgue de llamada
* Cuelgue activo ( El asesor no cuelga la llamada de manera innecesaria)
SI NO N/A CLASIFICACION
* Asesor debe registrar el contacto del cliente en la base dedatos de todas las llamadas efecti vas
* El asesor debe ti pificar en la base de datos las novedades atipicas de la llamada
50 RESOLUTIVIDAD No hay re gistro de la interacción *El asesor recti fica la información captada (redacción de ocrreos electronicos , ciudad de desti no,
Nombre completos y cargos, números de contácto)

Re gistro y documentación (*)

*En los casos que el cliente ,manifieste una solicitud de gerente de relación o proces o, el ases or debe
0%
documentar la solicitud en los campos habilitados de ntro de la base (No aplica en los casos en que en la
50 RESOLUTIVIDAD Registro de solicitud y encuesta NPS llamada no se manifiesta una solicitud)
*El asesor debe mencionar la encuesta NPS y documentar la puntuación que le indica el cliente (No
aplica para los casos en que se absti ene el cliente de responder)
SI NO N/A CLASIFICACION

Figure 10Evaluation matrix Source: Head of Quality Issued

 In this last part, the final rating of the monitoring carried out on the advisors is

evidenced.
3

CALIFICACION FINAL
ATRIBUTO % PESO NOTA %
ERROR CRITICO CLIENTE 40% 0% 0%
ERROR NO CRITICO 60% 0% 0%
Nota Final 0%

• EXCELENTE Rango de cumplimiento mayor

ESCALA CALIFICACION
o igual 88%

• BUENO Rango de cumplimiento entre

87% a 70%

• MALO Rango de cumplimiento menor

a 70%

Figure 11 Evaluation matrix Source: Own

Use of the Evaluative Matrix

The quality matrix helps to evaluate the work carried out in the campaigns that are in the Call

Center, based on scales and criteria defined with the intention of reviewing and monitoring

processes already established by Banco de Bogotá.

To carry out the qualifying process, the criteria to be evaluated are the following:

 Attention protocols and service vocation that has an equivalence of 60%

 Customer recognition and active listening that has an equivalence of 20%

 Communication that has an equivalence of 10%

 Call structure that has an equivalence of 10%

 Writing and spelling

These mentioned criteria correspond to non-critical errors during the call and have a total

percentage of 100%

 Registration and documentation

4

 Alternate processes

 Deterioration of corporate image

 Application of processes for each type of Care

 NPS survey

This corresponds to the Critical Business Error criterion where each item has a

percentage that adds up to 100%

 information

 Transfer

 Service attitude

 Filing

It is part of the end user critical error criteria where each of its items has a percentage

that when added must correspond to 100%

 Data treatment

This corresponds to the critical compliance error

The previous criteria have items that can change depending on the campaign to be monitored.

COPC Standards

From the quality area issued, we carry out a monitoring process according to the COPC

standards, which are the set of measurements, metrics and management practices for service

operations focused on the customer experience. These are specifically designed to:

 Improve customer satisfaction through improved service and quality.

 Increased income.
5

 Costs reduction.

True to this principle, this management model integrates within its KPI'S, an indicator that is

called “precision”. Accuracy can be measured as a correct percentage and with precision the

quality of a transaction can be measured. For a better understanding of this indicator, COPC

requests that it be found separately as follows:

Figure 12COPC Standards Source: Own

5. LEARNING ACTIVITIES

Conduct periodic training using this material as a means of teaching new and old staff.

6. BIBLIOGRAPHY
6

recommendations

To achieve these results, a series of trainings with a maximum duration of 30 minutes

will be proposed for IZO staff and external clients.

For the quality area, it is recommended to periodically monitor the proposed project so

that the execution and improvement opportunities that can be identified during the

implementation of the improvement plan are evaluated.

Conclusions

This project emphasizes the concepts of Quality Issued and the correct way of completing

the evaluation matrix, using a manual and a learning guide where the objectives, planning,

monitoring, the audit process and the correct way of evaluate the indicators of the matrix in order

to generate clear information in the follow-up processes to the objectives initially set by the

improvement plan.

In the course of the practices carried out at Banco de Bogotá, a series of shortcomings in

the communication of Izo staff and external clients were evident, regarding quality concepts and

the tools used for the proper performance of the tasks, generating reprocesses that did not meet

established monitoring standards.

7

References

Bank of Bogota. (2013). Management report. Bogotá.

Roberto, HS (2003). Research methodology. Mexico: McGraw Hill Interamericana de México