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Page 1: Contact Centre Auditing, Baselining & Benchmarking

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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

Page 2: Contact Centre Auditing, Baselining & Benchmarking

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

The Business Model

Formed1997

Formed2006

Page 3: Contact Centre Auditing, Baselining & Benchmarking

• AA Autobay• African Life

• AIG Insurance

• ASDA• Botswana

Housing Corporation

• Botswana International Financial Service

• Brandhouse

• Carphone Warehouse

• City of Johannesburg - Emergency Services

• COEGA• Compensation

Commission (Department of Labour)

• Dimension Data - Merchants

• e-Centric• eGain

• eServices - Ghana

• Ekurhuleni East College

• Ekurhuleni East College

• Eskom • Exclusive Health

• FNB Corporate

• Gauteng Economic Development Agency

• Graham Technologies

• Holcim Cement

• Independent Newspapers

• iChoices• iProp• Local Enterprise

Authority - Botswana

• M- Web • Merchants SA /

Dimension Data

• MIBFA (Metal Industries Beneficiaries Funds Administration)

• MTN – South Africa

• MTN – Rwanda

• MTN Banking

• Multichoice

• National Prosecutions Authority (Batho Pele Training)

• Private Label Promotions (PLP)

• Pharos Medical Aid

• Plantronics

• Pulse Technologies

• QPC – Dubai / Kuwait

• SARS• South African

Airways• South African

Broadcasting Corporation

• South African Post Office

• Teljoy • The Business

Trust • The Department

of Trade and Industry

• Tigo Mobile – Tanzania

• Transtel• Tiger Brands

(Albany)• Unemployment

Insurance Fund (UIF) - Department of Labour

• Vaal University of Technology

• Vodacom• Water Utilities

Corporation – Botswana

Client List – at June 2009 Projects and interventions implemented by C3Africa Group & Alliance Partners

Page 4: Contact Centre Auditing, Baselining & Benchmarking

IncreaseEfficiencies

IncreaseRevenue

ReduceRisk

IncreaseCustomer

Satisfaction

Deliver ‘World Class’ Services Deliver ‘World Class’ Services

KEY STRATEGIC IMPERATIVES FOR CONTACT CENTRES IN 2009

Reduce Costof Operations

Page 5: Contact Centre Auditing, Baselining & Benchmarking

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..

3: Benchmarked Against Similar Operations

© Copyright reserved. C3Africa (Pty)Ltd 2008

Page 6: Contact Centre Auditing, Baselining & Benchmarking

Constructive Auditing & Benchmarking to Achieve “World Class” Operational

Efficiency and Effectiveness

Page 7: Contact Centre Auditing, Baselining & Benchmarking

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 !

Page 8: Contact Centre Auditing, Baselining & Benchmarking

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

Page 9: Contact Centre Auditing, Baselining & Benchmarking

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

Page 10: Contact Centre Auditing, Baselining & Benchmarking

Questionnaire / Probe Methodology

Over 1,500 checkpoints

Includes SOME of the SABS Contact Centre Standards

Can be ‘customised’ to include client-specific audit requirements

Page 11: Contact Centre Auditing, Baselining & Benchmarking

Key Performance Indicator Evaluation

Specific KPI’s and Metrics defined in pre-audit kick-off workshop with Client

480 KPIs

Page 12: Contact Centre Auditing, Baselining & Benchmarking

Contact Centre Development Matrix

Op

era

tion

al M

atu

rity

Degree of Integration: Strategies, Operations and

Technologies

© Copyright reserved. C3Africa (Pty)Ltd 2008

Example: 18 Month Goal

Example: 1st Audit Score

Page 13: Contact Centre Auditing, Baselining & Benchmarking

Contact Centre Audit & Evaluation Methodology

STRAND People -- EXAMPLES --

DIMENSION Coaching

FOCUS AREA One-on-One Coaching

EVIDENCE Accurate, Current, Documented Records

OBSERVATION & COMMENTS

Auditor’s Observations & Comments

FOCUS AREA RECOMMENDATIONS

Auditor’s Recommendations

© Copyright reserved. C3Africa (Pty)Ltd 2008

FOCUS AREA RISK INDEX 0 – 5 (Refer to scoring methodology)

FOCUS AREA SCORE 0 – 5 (Refer to scoring methodology)

Page 14: Contact Centre Auditing, Baselining & Benchmarking

Assessment ModelHow Competencies are Scored

0% Does not exist No Documentation Not in practice Not observed A factor of Risk

Page 15: Contact Centre Auditing, Baselining & Benchmarking

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

Page 16: Contact Centre Auditing, Baselining & Benchmarking

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

Page 17: Contact Centre Auditing, Baselining & Benchmarking

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

Page 18: Contact Centre Auditing, Baselining & Benchmarking

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

Page 19: Contact Centre Auditing, Baselining & Benchmarking

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

Page 20: Contact Centre Auditing, Baselining & Benchmarking

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.

Page 21: Contact Centre Auditing, Baselining & Benchmarking

Focus is on measurementand improvement of customer experience

Definition Examples

Measurement of customer experience focused on

internal operational

metrics.

Foundational

Limited customer

research and recording

provide basis for

measurement.

Fundamental

Objectives set and clear

measurement of customer experience

across channels and

functions.

Developing

Business managed to maximize customer

experience with focus on

continual improvement.

Mature World Class

Customer experience

management based on and

aligned to world class and South

African Call Centre

Standards.

Customer ExperienceCustomer Experience

Page 22: Contact Centre Auditing, Baselining & Benchmarking

Examples Of Customer Experience Competencies

Channel interfaces based on usability and desired customer experience

Regular measurement of customer behaviour and feedback with associated changes

Active participation from customers and staff in articulating and delivering customer experience

Involvement of marketing and branding teams in channel design

Customer experience and satisfaction core aspects of measurement of contact centre success

Page 23: Contact Centre Auditing, Baselining & Benchmarking

Focus is on people skills, policies and procedures, with specific focus on staff turnover and absenteeism

Definition Examples

People recruited with basic training.

Foundational

HR infrastructure

well developed and

effective.

Fundamental

People set up to win, with

best practice in all key

areas.

Developing

Long term people

development in line with

future needs. HR policy and infrastructure

evolving in response to needs and changing

conditions.

Mature World Class

People strategy and

policies aligned with

South African Call Centre

Standards and international best practice

trends.

PeoplePeople

Page 24: Contact Centre Auditing, Baselining & Benchmarking

Examples Of People Competencies

HR policies and procedures defined and used

Specific contact centre recruitment processes

Salary structures based on contact centre requirements such as performance pay

Measurements and action plans regarding key statistics, such as retention, absenteeism and satisfaction

Training programmes that reinforces induction training through on the job training and development

Coaching programmes with individual agent assessments

Quality management solutions in place and in use

Page 25: Contact Centre Auditing, Baselining & Benchmarking

Focus is on contact centre processes (more than overall business processes)

Definition Examples

Ad-hoc processes

designed as needed but

not documented as reusable

methodologies

Foundational

Key processes defined and documented.

Fundamental

Processes defined, quality

controlled and managed.

Integrated into all training.

Developing

Processes optimised

with continuous

improvement.

Mature World Class

Process definition,

development & continuous improvement

aligned to international

and South African Call

Centre Standards and best practice

ProcessesProcesses

Page 26: Contact Centre Auditing, Baselining & Benchmarking

Examples Of Process Competencies

Defined approach and methodology for process design

Escalation processes within the contact centre defined

Out-of-hours and disaster planning processes in place

Interface processes within the broader organisation and third parties in place

Complaints processes documented and used

Provision of written prompts or contact guidelines

Methodology for recording and assessing contact quality

Page 27: Contact Centre Auditing, Baselining & Benchmarking

Section being audited

Dimension being audited

Auditor’s Observations

Focus Area

Weighted Score 0-5

Focus Area Risk Index 0-5

Remedial Recommendations

Documented Evidence Y/N

Example of a Strand Report

Page 28: Contact Centre Auditing, Baselining & Benchmarking

Strategic Operations Process People WFM, MI & Reporting

Technology

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

Audited Performance Score

Client Score

Actual Score

Customer Experience

Business Financials Strategic Definitions

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

Strategic Dimensions

Client ScoreActual Score

Qua

lity

Man

a...

Org

anis

atio

n

Kno

wle

dge

M..

.

Per

form

ance

...

Com

plai

nts

& .

..

Inno

vatio

n

0.00

1.00

2.00

3.00

4.00

Operational Dimensions

Client Score

Actual Score

Sample Report Dashboards

Page 29: Contact Centre Auditing, Baselining & Benchmarking

Example of Post-Audit Performance Mapping & Prioritisation Model

C3Africa Performance-Risk Model ©

0.00 2.00 4.000.00

2.00

4.00

Prioritization Model Summary

Risk

Ass

esse

d P

erfo

rmac

e

TechnologyOperations

Low Moderate High

Wor

ld

Cla

ssD

evel

oped

Fun

dam

enta

l

StrategicWFM, MI & Reporting

People

5.00

3.00

0.00

0.00 3.00 5.00

RISK INDEX

PE

RF

OR

MA

NC

E

IND

EX

Processes

HIGH PERFORMANCE LOW RISK

LOW PERFORMANCE HIGH RISK

C3Africa RISK - PERFORMANCE MODEL ©

Page 30: Contact Centre Auditing, Baselining & Benchmarking

Example of Post-Audit ScoresO

pera

tion

al M

atu

rity

Degree of Integration: Strategies, Operations and

Technologies

Q3- 2008 1.85

Q1- 2009 3.25

Showing overall performance improvement after 2nd audit

Page 31: Contact Centre Auditing, Baselining & Benchmarking

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

Page 32: Contact Centre Auditing, Baselining & Benchmarking
Page 33: Contact Centre Auditing, Baselining & Benchmarking
Page 34: Contact Centre Auditing, Baselining & Benchmarking

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

Page 35: Contact Centre Auditing, Baselining & Benchmarking

Section being audited

Defined Standard Group

Required Evidence

Auditor’s Observations

Compliance Ratings

Reference to evidence

Recommendations to achieve compliance

Page 36: Contact Centre Auditing, Baselining & Benchmarking

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 ..

• Key problem areas• Operational risks• Cost reduction opportunities• Revenue generation opportunities• Optimisation opportunities

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

Page 37: Contact Centre Auditing, Baselining & Benchmarking

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

Page 38: Contact Centre Auditing, Baselining & Benchmarking

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

Risk Index Scoring Scoring against recognised

baselines and benchmarks Recommendations and

improvement intervention outlinesR90,000 – R150,000* R200,000 –R450,000+*

• 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

Page 39: Contact Centre Auditing, Baselining & Benchmarking

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

Page 40: Contact Centre Auditing, Baselining & Benchmarking

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Thank You For This Opportunity

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