Scheduling follows the curve. Call volume by half hour on comparable days is what decides how many agents are needed at nine and at three, and staffing to a daily average guarantees a queue in the morning and idle time after lunch.
The reporting has to be honest to be useful. A client watching answer times will notice a metric that flatters, and a centre that reports the bad week alongside the explanation keeps the contract longer than one that does not.
Quality needs a method. Which calls are reviewed, against what criteria and how feedback reaches the agent is what turns monitoring into improvement rather than into a scoreboard nobody trusts.
Every client is a different set of rules. Scripts, permitted answers, escalation paths and what an agent may never say belong to the account, and an agent switching between two accounts needs both in front of them.