The Sentiment Analysis Metric, a.k.a. SAM, is an AI-based grading system used by Spectrum, designed to evaluate the tone and effectiveness of customer interactions. Agents must maintain a 75% SAM score for four consecutive months to qualify for advancement, making it one of the most influential measures of success in the call center environment. 

While the metric is positioned as a tool to uphold quality and consistency, its AI-driven nature, lack of transparency, and inconsistent application have created a system that feels more punitive than supportive. Understanding the weight SAM carries for agents, supervisors, and overall customer satisfaction is essential to rethinking how it can better serve all stakeholders.

The current SAM system is positioned as a performance benchmark but functions more as a source of confusion and frustration for both agents and supervisors. Because the AI-driven grading lacks transparency, agents are often left uncertain about what actions or behaviors contributed to their score. Supervisors, tasked with coaching, provide varying and sometimes contradictory feedback, further weakening consistency across teams. On average, agents fall below the required 75% threshold, with scores hovering in the 60–70% range, if not worse. This not only impacts opportunities for career growth but also erodes trust in the evaluation process itself. Without a unified scale or real-time visibility, SAM fails to guide agents toward actionable improvement—ultimately creating inefficiencies that ripple outward to customer interactions and overall satisfaction.

The research behind this case study was designed to uncover the lived experiences of those impacted by SAM. My goals were fourfold: first, to understand how agents currently interpret and navigate their scores; second, to identify the specific barriers preventing consistent success; third, to explore opportunities for real-time visibility and actionable feedback; and finally, to imagine what a fair, unified grading system could look like. These goals were not just about identifying flaws but about framing opportunities to create a system that supports growth, clarity, and alignment between agents and supervisors.

The most eye-opening statistic from my research is that approximately 50% of the agents on my team are not meeting their SAM goals.

The proposed direction is a SAM performance dashboard that integrates real-time scoring visibility, actionable coaching tips, and a standardized grading framework. Instead of waiting for inconsistent feedback after calls, agents would see performance cues during and immediately after interactions, helping them adjust behaviors in the moment. Supervisors would have access to the same standardized data, ensuring alignment in how coaching is delivered. By introducing transparency into the AI-driven scoring system and presenting it in a way that is understandable and actionable, the solution empowers agents while giving leadership a reliable, fairer tool for performance evaluation.

Moving forward, the next phase is to validate these concepts with real users and stakeholders. Prototype testing with agents and supervisors will measure the usability and impact of real-time feedback features. Workshops with the strategy and IT teams will refine the grading framework to ensure it is feasible within existing systems. Iteration will be central to this process—using feedback to adapt the design until it balances business efficiency with agent empowerment. With continued refinement, the solution can evolve from concept into a scalable improvement for Spectrum’s call center environment.

This case study highlights how design can reframe a flawed system into a catalyst for growth. By applying UX methodologies—empathizing with stakeholders, defining clear problems, and reimagining solutions—SAM transforms from a source of frustration into a tool for empowerment. The opportunity is not only to make the AI grading system more transparent and consistent but also to strengthen the human side of Spectrum’s operations. In doing so, the business’s bottom line will be aligned with the personal growth of its agents, proving that intentional design can benefit both the company and the people who power it.