Click to edit Master title Click to edit Master subtitle style The Way to Market 6/22/22 Contact Centre Industry Specialists IMPORTANT COPYRIGHT NOTICE This document is protected by South African and International legislation and common law pertaining to the protection of Copyright and Intellectual Capital contained herein. Such rights are vested with the author/s C3Africa (Pty) Ltd. No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without the express written permission of the authors. Contact Centre Auditing, Baselining & Benchmarking Version 7 – 5 August
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Contact Centre Auditing, Baselining & Benchmarking
Economic realities are forcing call centres to Critically evaluate all aspects of their operations… How do you know that YOU are making the right decisions ? Only knowledge and fact-based decisions will have positive, developmental impact on the operational effectiveness and efficiency of YOUR contact centre. Fact and knowledge-based decisions are YOUR sure, fast-track to success. V7
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The Way to Market
Tuesday, April 11, 2023
Contact Centre Industry Specialists
IMPORTANT COPYRIGHT NOTICEThis document is protected by South African and International legislation and common law pertaining to the protection of Copyright and Intellectual Capital contained herein. Such rights are
vested with the author/s C3Africa (Pty) Ltd. No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without the express written permission of the authors.
Contact Centre Auditing, Baselining
& Benchmarking
Version 7 – 5 August 09
Merged Business InterestsSeptember 2007
C3Africa is an integrated business that provides holistic, integrated professional services, solutions and products to the Call Centre / Contact Centre and Customer Service
industry.
Consulting - Training - Research – Media & Marketing
KEY STRATEGIC IMPERATIVES FOR CONTACT CENTRES IN 2009
Reduce Costof Operations
WORLD CLASS CONTACT CENTRE- A definition
To be recognised as a “World Class Contact Centre” the operation must meet all three of the following criteria:
1: Aligned and Integrated StrategiesThe contact centre is fully aligned with and supportive of the organisation’s core business strategies and operational objectives.
2: Operationally, it Complies with Specific StandardsThe contact centre achieves a better than 85% compliance with clearly specified standards as defined by the organisation, by internal and external customer expectations or by specific industry, statutory, regulatory or contractual requirements.
The contact centre is benchmarked – at least on an annual basis – against National, Regional and International ‘same-sector’ and similar non competitive contact centres and it achieves at least an averaged 85% score against those Key Performance Indicators that are Internationally recognised to comprise ‘Best Practice’ for a contact centre operation of the same or closely similar type..
Constructive Auditing & Benchmarking to Achieve “World Class” Operational
Efficiency and Effectiveness
Why Audit Your Contact Centre ?
• Why is the contact centre performing the way that it is? (Good or Bad)
• What is driving your performance? • Who is responsible for your current levels of
performance? • What are your core issues? • How fixable are these?• Is your operation ‘Compliant’ (e.g. SABS Standards)• What are the real and potential risks to your business ?• What needs to be done?• What are your opportunities?• How can you increase profit?• How can you cut or cap costs?• How can these be capitalised?• What resources will be required?
Because only Knowledge-based decisions count !
Operational Strategic
Customer ExperienceCustomer Experience
Business IntegrationBusiness Integration
FinancialFinancial
Strategic DefinitionsStrategic Definitions
ManagementManagement
PeoplePeople
ProcessesProcesses
TechnologyTechnology
Knowledge ManagementKnowledge Management
ReportingReporting
QualityQuality
Workforce ManagementWorkforce Management
Contact Centre Core Measurable Competencies*
* Customisable to specific operations
Other• Workplace Wellness• “Green Environment”• Occupational Health & Safety• Aesthetics & Ergonomics• Location and Site
Contact Centre Assessment Matrix
Contact Centre Assessment Matrix
OrganisationStrategy Performance
Competency
Equipment
Delivery vehicle
Process
Culture
Facilities & Layout
Application
Areas to be Audited and Assessed
Questionnaire / Probe Methodology
Over 1,500 checkpoints
Includes SOME of the SABS Contact Centre Standards
Can be ‘customised’ to include client-specific audit requirements
Key Performance Indicator Evaluation
Specific KPI’s and Metrics defined in pre-audit kick-off workshop with Client
FOCUS AREA RISK INDEX 0 – 5 (Refer to scoring methodology)
FOCUS AREA SCORE 0 – 5 (Refer to scoring methodology)
Assessment ModelHow Competencies are Scored
0% Does not exist No Documentation Not in practice Not observed A factor of Risk
FOUNDATIONAL 1 – 20% Present in the operation but to a minimal degree Insufficient evidence and/or ad hoc implementation None or poor documentary evidence Inconsistent A factor of Risk
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION & COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK INDEX
FOCUS AREA RECOMMENDATIONS
FUNDAMENTAL 21 – 40% Present in the operation but not consistently in practice Some evidence of ad hoc implementation Poor or Out-of-Date documentation Basic fundamentals in place A factor of Risk
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION & COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK INDEX
FOCUS AREA RECOMMENDATIONS
DEVELOPING 41 – 60% Consistent but not used to drive continuous improvement
E.g. Not reported on Documentation Required Up-dating Not fully understood and/or applied across the operation A factor of Risk Index
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION & COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK INDEX
FOCUS AREA RECOMMENDATIONS
MATURE61 – 80% Fully integrated into operational procedures, systems and
method All strategies, policies, processes, procedures and reporting
mechanisms well documented and driven by consistent continuous improvement initiatives
Making a positive contribution to operation’s continuous improvements
A factor of Risk Index
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION & COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK INDEX
FOCUS AREA RECOMMENDATIONS
WORLD CLASS81 – 100% Aligned with recognized domestic and international “best
practice” and standards (“World Class”) Firmly imbedded into the operational culture and procedures Visible signs of driving continuous improvement throughout
all streams in the operation A factor of Risk Index
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION & COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK INDEX
FOCUS AREA RECOMMENDATIONS
RISK MODEL Based on the FAIR™ model developed by Risk Management Insight inc
BU
SIN
ES
S
IMP
AC
T
PR
OB
AB
ILIT
Y
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION & COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK INDEX
FOCUS AREA RECOMMENDATIONS
Risk is assessed and evaluated in the context of individual Focus Areas. ‘Risk’ is a factor of overall Business Risk and the Operational Risk associated with poor performance within the specific Focus Area.
Showing overall performance improvement after 2nd audit
Audited and Scored against C3Africa contact centre operational and performance competencies and appropriate SABS Contact Centre Standards
Development Matrix Scoring Risk Index Scoring Includes recommendations and remedial intervention
outlines
Audited and Scored against C3Africa contact centre operational competencies
Development Matrix Scoring Risk Index Scoring Does NOT include recommendations and remedial
intervention outlines
Audited and Scored for Compliance (or degree of compliance) against SABS Contact Centre and BPO Standards
Development Matrix Scoring Includes recommendations for intervention and
development required to meet compliances.
NOTE: The C3Africa Standards Audit is a preparatory process in advance of the formal SABS / SANAS accreditation and certification processes that are expected to become available in 2011
Section being audited
Defined Standard Group
Required Evidence
Auditor’s Observations
Compliance Ratings
Reference to evidence
Recommendations to achieve compliance
Benefits of the C3Africa Audit and Baseline Service
An independent, professional and industry-recognised audit
of Strategies, Operations, Processes, Procedures, Technologies and Business Risks
A comprehensive ‘Health Check’ of the entire operation Identification of ..
A tool for growth and capacity planning and budgeting An essential aid to strategic planning A powerful aid to winning new and profitable contracts Provides a logical, prioritised ‘roadmap’ for implementation of
improvement initiatives an interventions Identifies and highlights low-cost “quick wins” Identifies ‘profit’ and cost-cutting opportunities
Implementing The Project:The Engagement Model
Phase 1Project Scoping
Phase 2Information Gathering
Phase 3Interpretation &
Recommendations
Phase 4Remedial
Interventions
1-2 days
5-14 days 14-21 days
Estimates only: Subject to degree of complexity and scale of operations
2-5 days
3-5 days 3-5 daysNB Excludes recommendations
* Based on a single site engagement
Costing Model
Initial scoping workshop. Project Plan Customisation of
Questionnaire On-site investigations,
workshops, meetings and associated information-gathering.
Scoring against C3Africa Operational Competencies matrix
Risk Index Scoring
N.B. NO Remedial Consulting / Recommendations
Initial scoping workshop. Project Plan Customisation of Questionnaire On-site investigations, workshops,
meetings and associated information-gathering.
Scoring against C3Africa Operational Competencies matrix
Scoring against appropriate SA (draft) Contact Centre and Business Process Standards
• Estimates are based on Gauteng-based auditing and dependant on size and complexity of the operation . Add travel, accommodation and S&T for services outside of Gauteng
* Based on a single site engagement
Conclusions
• Only knowledge-based decisions count.• It is only possible to manage what you
can measure.• Most identified problems can be resolved
by means of Processes, Procedures and Disciplines.
• If the contact centre is not on a Formal Continuous Improvement Programme …
… Then there is a high probability that it is Continuously Deteriorating