C3Africa Audit Presentation

Version 9 21 Jan 2010 -rj
Contact Centre Industry Specialists
A MEMBER OF THE ASCENTYS GROUP
Contact Centre Assessment, Baselining, Benchmarking & Auditing
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.

Formed2004
Formed1997
Merged Business InterestsSeptember 2007
September 2009
Merged with Ascentys Group
The Business Model
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

Contact Centre Industry Specialists
Positioning Statement
Excellence Through Applied Business Intelligence, Experience, Unique Expertise and Quality

Five Key Challenges
Into 2010
Increase
Customer
Satisfaction
Reduce Cost
Of Operations
Increase
Efficiencies
Increase
Revenue
Reduce
Risk
Doing a lot more …..
With a lot less …..
Without compromising quality
Fulfilling The Key Elements
of Most Organisations’ Strategic Plans

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 Strategies
The contact centre is fully aligned with and supportive of the organisation’s core business strategies and operational objectives.
2: Operationally, it Complies with Specific Standards
The 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.
3: Benchmarked Against Similar Operations
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..
© Copyright reserved. C3Africa (Pty)Ltd 2008

Constructive Auditing & Benchmarking to Achieve “World Class” Operational Efficiency and Effectiveness

Why Audit Your Contact Centre ?
Because only Knowledge-based decisions count !
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?

Contact Centre Core Measurable Competencies*
* Customisable to specific operations
Work Streams
Sections
Vision & Mission , Financial, Marketing, Green, Human Capital & Communication Strategies
STRATEGIC
FINANCIAL
Operational Budget, ROI Model, Governance, Financial Reporting, Contractual Agreements
CUSTOMER EXPERIENCE
Customer Satisfaction, Retention, 3rd Party Relationship, Market Knowledge
HUMAN CAPITAL
Recruitment Policy, Job Profiles, Accreditation, Career Paths, RPL ,Attrition, WFM
OPERATIONS
KPI’s & Metrics, Reward & Recognition, Knowledge Management, Disaster Recovery
PROCESS
Process Policy, Design Principles, Document Standards, Version Control, Tools, Usability
BUSINESS INTELLIGENCE
Knowledge Management, MIS, Interpretation, Extrapolation, Dash Boarding, Policies
TECHNOLOGY
Systems Architecture, Hardware, Support, Business Continuity, Connectivity and Security
QUALITY, RISK & COMPLIANCE
Quality & Risk Management, Compliance, Reporting , Continuous Improvement
PHYSICAL STRUCTURE
Location, Site Layout, Aesthetics, Acoustics, Ergonomics, Furnishings, Security, Services

Contact Centre Assessment Matrix
Areas to be Audited and Assessed
Culture
Performance
Strategy
Organisation
Competency
Facilities & Layout
Process
Application
Equipment
Delivery vehicle

Questionnaire / Probe Methodology
Over 1,500 checkpoints
Includes SOME of the SABS Contact Centre Standards
Can be ‘customised’ to include client-specific audit or assessement requirements

Key Performance Indicator Evaluation
Specific KPI’s and Metrics defined in pre-audit kick-off workshop with Client
480 KPIs

Contact Centre Development Matrix
Example: 18 Month Goal
Operational Maturity
Example: 1st Audit Score
Degree of Integration: Strategies, Operations and Technologies

Contact Centre Audit & Evaluation Methodology
-- EXAMPLES --
STRAND
People
DIMENSION
Coaching
FOCUS AREA
One-on-One Coaching
EVIDENCE
Accurate, Current, Documented Records
OBSERVATION & COMMENTS
Auditor’s Observations & Comments
0 – 5 (Refer to scoring methodology)
FOCUS AREA SCORE
FOCUS AREA RISK INDEX
0 – 5 (Refer to scoring methodology)
FOCUS AREA RECOMMENDATIONS
Auditor’s Recommendations

Assessment ModelHow Competencies are Scored
0%
Does not exist
No Documentation
Not in practice
Not observed
A factor of Risk

STRAND
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
DIMENSION
FOCUS AREA
EVIDENCE
FOCUS AREA SCORE

STRAND
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
DIMENSION
FOCUS AREA
EVIDENCE
FOCUS AREA SCORE

STRAND
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
DIMENSION
FOCUS AREA
EVIDENCE
FOCUS AREA SCORE

STRAND
MATURE
61 – 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
DIMENSION
FOCUS AREA
EVIDENCE
FOCUS AREA SCORE

STRAND
WORLD CLASS
81 – 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
DIMENSION
FOCUS AREA
EVIDENCE
FOCUS AREA SCORE

RISK MODEL
Based on the FAIR™ model developed by Risk Management Insight inc
STRAND
BUSINESS IMPACT
PROBABILITY
DIMENSION
FOCUS AREA
EVIDENCE
FOCUS AREA SCORE
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.

Definition Examples
Customer Experience
Foundational
Fundamental
Developing
Mature
World Class
Limited customer research and recording provide basis for measurement.
Objectives set and clear measurement of customer experience across channels and functions.
Business managed to maximize customer experience with focus on continual improvement.
Customer experience management based on and aligned to world class and South African Call Centre Standards.
Measurement of customer experience focused on internal operational metrics.
Focus is on measurementand improvement of customer experience

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

Definition Examples
People
Foundational
Fundamental
Developing
Mature
World Class
People recruited with basic training.
HR infrastructure well developed and effective.
People set up to win, with best practice in all key areas.
Long term people development in line with future needs. HR policy and infrastructure evolving in response to needs and changing conditions.
People strategy and policies aligned with South African Call Centre Standards and international best practice trends.
Focus is on people skills, policies and procedures, with specific focus on staff turnover and absenteeism

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

Definition Examples
Processes
Foundational
Fundamental
Developing
Mature
World Class
Ad-hoc processes designed as needed but not documented as reusable methodologies
Key processes defined and documented.
Processes defined, quality controlled and managed. Integrated into all training.
Processes optimised with continuous improvement.
Process definition, development & continuous improvement aligned to international and South African Call Centre Standards and best practice
Focus is on contact centre processes (more than overall business processes)

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

Example of a Strand Report
Dimension being audited
Section being audited
Auditor’s Observations
Focus Area
Weighted Score 0-5
Documented Evidence Y/N
Focus Area Risk Index 0-5
Remedial Recommendations

SAMPLE REPORT DASHBOARD
Operational Risk Rating
Site Operational Score

SAMPLE REPORT DASHBOARD

Example of Post-Audit Performance Mapping & Prioritisation Model
World Class
Developed
People
WFM, MI & Reporting
Fundamental
Strategic
Operations
Technology
Low
Moderate
High
C3Africa Performance-Risk Model ©
C3Africa RISK - PERFORMANCE MODEL ©
5.00
HIGH PERFORMANCE LOW RISK
PERFORMANCE INDEX
3.00
LOW PERFORMANCE HIGH RISK
0.00
Processes
0.00
3.00
5.00
RISK INDEX

Example of Post-Audit Scores
Showing overall performance improvement after 2nd audit
Q1- 2009 3.25
Operational Maturity
Q3- 2008 1.85
Degree of Integration: Strategies, Operations and Technologies

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 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

Implementing The Project:The Engagement Model
* Based on a single site engagement
Phase 1
Project Scoping
Phase 2
Information
Gathering
Phase 3
Interpretation &
Recommendations
Phase 4
Remedial
Interventions
NB Excludes recommendations
1-2 days
3-5 days
3-5 days
14-21 days
5-14 days
2-5 days
Estimates only: Subject to degree of complexity and scale of operations

Costing Model
* Based on a single site engagement
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 outlines
R200,000 –R450,000+*
R90,000 – R150,000*
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

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

Thank You For This Opportunity
- QUESTIONS -

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C3Africa Audit Presentation

by C3Africa on Aug 10, 2009

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