In a contact centre, every interaction can determine whether a customer leaves feeling that their issue was resolved—or frustrated. That’s why at SPP, customer feedback is not treated as a quick satisfaction score, but as a source of concrete answers: what worked, what didn’t, and why. Feedback is seen as a practical tool for operators, supervisors, and management alike.
In this interview, we spoke with Katarína Jurkovičová, Head of the Contact Centre Department, and Katarína Melkusová, Marketing Communications Specialist at SPP, about how their approach to customer feedback has evolved over time, what their collaboration with Staffino has brought into everyday practice, and how transparent evaluation, gamification, and data-driven insights now shape both the customer experience and the day-to-day reality of contact centre employees.
1. Looking back to the very beginning of feedback collection at SPP—how was it perceived by contact centre operators, supervisors, and managers?
At the very beginning, curiosity was the dominant feeling.
We wanted to understand how customers perceived us and what they took away from their interactions. For contact centre operators, their first encounter with customer feedback was very encouraging. They started receiving direct reactions from customers, which often genuinely pleased them and helped them better realise the meaning and value of their work.
From the perspective of supervisors and managers, feedback was seen from the outset as a powerful tool, not only for performance evaluation, but above all for motivation, development, and reinforcing a positive mindset within teams.
2. What was the main trigger for changing the original questionnaire and the overall approach to feedback collection in the contact centre?
The main trigger was that the original questionnaire was too general.
A single overall score showed us whether a customer was satisfied or not, but it didn’t tell us what actually lay behind that rating. Often, the evaluation reflected factors unrelated to the interaction with the operator, such as processes, systems, or other experiences the customer had with the company.
We were missing a more detailed perspective that would allow us to better understand which moments influence positive or negative customer experiences, and at the same time enable a fairer evaluation of our operators’ work.
3. What does the new questionnaire and expanded feedback collection provide today compared to the original two CSAT questions?
The new customer survey questionnaire and expanded feedback collection deliver significantly deeper and more precise insights.
We designed the survey questionnaire so that customers clearly understand what they are evaluating—whether it’s the operator’s approach and communication, the resolution of their request, or their satisfaction with the services themselves. This allows us to better distinguish what the result of the operator’s work is and what relates to processes or service setup.
At the same time, this approach gives us a more holistic view of the overall customer experience. It helps us better understand how customers truly perceive the operator, the company, and the quality of our services. The data we collect enables us to uncover customer needs along their journey and work on targeted improvements.
4. How do you work with feedback in the Staffino platform in practice? Who monitors it, how often, and in what way?
We work with feedback in the Staffino platform on a daily basis.
It is an integral part of quality management and agent development in the contact centre. Each supervisor regularly monitors the ratings of operators within their team and actively works with them.
We consider ratings of 1–2 stars to be negative feedback. Regardless of which specific question was rated low, every such rating is analysed and given attention. Each response brings a relevant insight into the customer experience.
We also pay special attention to written customer comments. If feedback indicates the need for a response or follow-up, a supervisor responds within 48 hours at the latest.
The form of response depends on the situation:
- typically, we reply directly via the Staffino platform,
- when needed, we contact the customer via email from the customer service address,
- in more serious cases, this is followed by a phone call, including a personal apology from the supervisor on behalf of the company.
This approach allows us to respond quickly and in a targeted way. Based on the data, we can set priorities and define concrete improvements in processes, communication, and services, while continuously improving the customer experience.
5. Have there been any surprising, interesting, or even amusing moments in the feedback that stayed with you?
Yes, there have been many kind, amusing, and unexpected moments in the feedback.
Customers often leave very personal and positive written comments, which bring joy not only to the operators themselves but to the entire team. These messages confirm that even in challenging situations, a human approach and a willingness to help truly matter.
We are also genuinely pleased by very short feedback like:
“Thank you, you’re great.”
6. You place strong emphasis on working with operators and teams. How does gamification and team performance comparison fit into this?
For us, gamification is a natural tool to support motivation and healthy competition between teams.
This year, we plan to launch a team competition focused on the number of positive customer feedback responses, with the aim of strengthening team spirit and shared responsibility for the customer experience.
At the same time, we don’t forget individual achievements. We recognise outstanding individual performance through so-called “team stars,” such as double or triple achievements, giving space for personal commitment and consistent performance to stand out.
This approach helps us build a culture of recognition, fairness, and positive motivation—where feedback is seen not only as an evaluation, but also as an opportunity for growth and shared success.
7. How do you perceive the impact of transparent feedback on operators’ motivation and engagement, including in the context of employee turnover?
When operators see that customer feedback is open, fair, and based on real experiences, it stops being perceived as a control mechanism and becomes a source of recognition and development.
Positive ratings have an immediate motivational effect—operators better realise the meaning of their work and see that their effort has a tangible impact on customer satisfaction. At the same time, constructive feedback, when handled correctly, helps improve performance without creating pressure or a sense of unfairness.
In terms of turnover, transparent feedback plays an important role. An environment where operators receive regular, clear, and fair evaluation supports a sense of security, trust, and belonging to the team. This directly influences their willingness to stay in the contact centre and continue developing, rather than seeking recognition elsewhere.
8. Do you have an example of specific customer feedback that, in your view, captures the shift in customer experience particularly well?
Yes, we have several such examples.
One recent piece of feedback from a customer clearly reflects the shift in customer experience we have been striving for:
“Everything is OK. Every operator I have communicated with recently did their best to resolve my request. I am very satisfied with the approach of your employees.”
Feedback like this confirms that our focus on communication quality, consistency across teams, and customer orientation delivers real results.
9. Last year, we completed a CX workshop together. What did it bring to you personally or as a team, and what do you still use in practice today?
The CX workshop was very valuable for us, not only in terms of new knowledge, but especially in terms of practical thinking about customer experience.
It helped us look at processes through the customer’s eyes and realise that even small details in communication can have a significant impact on the overall perception of the service.
As a team, we took away concrete tools and ways of thinking that we still use in practice today—for example, when working with feedback, setting up questionnaires, or coaching operators. Personally, I especially appreciate that the workshop helped create a shared language around customer experience and connect data with real customer stories.
As a result, we now see feedback not just as numbers and ratings, but as a trigger for real improvements in the everyday work of the contact centre.
10. Looking ahead, how would you like to further develop feedback collection and usage? Are you planning to cover additional touchpoints?
Our ambition is to extend feedback to additional customer touchpoints so that we can better understand the customer journey across different channels and situations.
At the same time, we want to work with feedback even more systematically—connecting it with data, processes, and people development, so that it becomes not only a source of evaluation, but also a foundation for improving services, products, and internal processes.
Our goal is for feedback to become a natural part of decision-making and a customer-centric culture, and for it to be used effectively for the benefit of both customers and employees.
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