Contact Centre Auditing, Baselining & Benchmarking
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Contact Centre Auditing, Baselining & Benchmarking

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Economic realities are forcing call centres to ...

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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  • I would add solutions as well as services and products – solutions focused/orientated are buzz words I am hearing

Contact Centre Auditing, Baselining & Benchmarking Presentation Transcript

  • 1. Version 7 – 5 August09
    Contact Centre Industry Specialists
    Contact Centre Auditing, Baselining& Benchmarking
    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.
  • 2. Formed2006
    Formed1997
    Merged Business InterestsSeptember 2007
    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
  • 3. Client List – at June 2009
    Projects and interventions implemented by C3Africa Group & Alliance Partners
    • AA Autobay
    • 4. African Life
    • 5. AIG Insurance
    • 6. ASDA
    • 7. Botswana Housing Corporation
    • 8. Botswana International Financial Service
    • 9. Brandhouse
    • 10. Carphone Warehouse
    • 11. City of Johannesburg - Emergency Services
    • 12. COEGA
    • 13. Compensation Commission (Department of Labour)
    • 14. Dimension Data - Merchants
    • 15. e-Centric
    • 16. eGain
    • 17. eServices - Ghana
    • 18. Ekurhuleni East College
    • 19. Ekurhuleni East College
    • 20. Eskom
    • 21. Exclusive Health
    • 22. FNB Corporate
    • 23. Gauteng Economic Development Agency
    • 24. Graham Technologies
    • 25. Holcim Cement
    • 26. Independent Newspapers
    • 27. iChoices
    • 28. iProp
    • 29. Local Enterprise Authority - Botswana
    • 30. M- Web
    • 31. Merchants SA / Dimension Data
    • 32. MIBFA (Metal Industries Beneficiaries Funds Administration)
    • 33. MTN – South Africa
    • 34. MTN – Rwanda
    • 35. MTN Banking
    • 36. Multichoice
    • 37. National Prosecutions Authority (Batho Pele Training)
    • 38. Private Label Promotions (PLP)
    • 39. Pharos Medical Aid
    • 40. Plantronics
    • 41. Pulse Technologies
    • 42. QPC – Dubai / Kuwait
    • 43. SARS
    • 44. South African Airways
    • 45. South African Broadcasting Corporation
    • 46. South African Post Office
    • 47. Teljoy
    • 48. The Business Trust
    • 49. The Department of Trade and Industry
    • 50. Tigo Mobile – Tanzania
    • 51. Transtel
    • 52. Tiger Brands (Albany)
    • 53. Unemployment Insurance Fund (UIF) - Department of Labour
    • 54. Vaal University of Technology
    • 55. Vodacom
    • 56. Water Utilities Corporation – Botswana
  • KEY STRATEGIC IMPERATIVES FOR CONTACT CENTRES IN 2009
    Increase
    Customer
    Satisfaction
    Increase
    Efficiencies
    Increase
    Revenue
    Reduce
    Risk
    Reduce Costof Operations
    Deliver ‘World Class’ Services
  • 57. 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
  • 58. Constructive Auditing & Benchmarking to Achieve “World Class” Operational Efficiency and Effectiveness
  • 59. 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?
  • 60. Contact Centre Core Measurable Competencies*
    * Customisable to specific operations
    Operational
    Strategic
    Customer Experience
    Management
    Business Integration
    People
    Financial
    Processes
    Strategic Definitions
    Technology
    Other
    Knowledge Management
    • Workplace Wellness
    • 61. “Green Environment”
    • 62. Occupational Health & Safety
    • 63. Aesthetics & Ergonomics
    • 64. Location and Site
    Reporting
    Quality
    Workforce Management
  • 65. Contact Centre Assessment Matrix
    Areas to be Audited and Assessed
    Culture
    Performance
    Strategy
    Organisation
    Competency
    Facilities & Layout
    Process
    Application
    Equipment
    Delivery vehicle
  • 66. Questionnaire / Probe Methodology
    • Over 1,500 checkpoints
    • 67. Includes SOME of the SABS Contact Centre Standards
    • 68. 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
    480 KPIs
  • 69. Contact Centre Development Matrix
    © Copyright reserved. C3Africa (Pty)Ltd 2008
    Example: 18 Month Goal
    Operational Maturity
    Example: 1st Audit Score
    Degree of Integration: Strategies, Operations and Technologies
  • 70. Contact Centre Audit & Evaluation Methodology
    © Copyright reserved. C3Africa (Pty)Ltd 2008
    -- 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
  • 71. Assessment ModelHow Competencies are Scored
    0%
    • Does not exist
    • 72. No Documentation
    • 73. Not in practice
    • 74. Not observed
    • 75. A factor of Risk
  • STRAND
    FOUNDATIONAL
    1 – 20%
    • Present in the operation but to a minimal degree
    • 76. Insufficient evidence and/or ad hoc implementation
    • 77. None or poor documentary evidence
    • 78. Inconsistent
    • 79. A factor of Risk
    DIMENSION
    FOCUS AREA
    EVIDENCE
    OBSERVATION & COMMENTS
    FOCUS AREA SCORE
    FOCUS AREA RISK INDEX
    FOCUS AREA RECOMMENDATIONS
  • 80. STRAND
    FUNDAMENTAL
    21 – 40%
    • Present in the operation but not consistently in practice
    • 81. Some evidence of ad hoc implementation
    • 82. Poor or Out-of-Date documentation
    • 83. Basic fundamentals in place
    • 84. A factor of Risk
    DIMENSION
    FOCUS AREA
    EVIDENCE
    OBSERVATION & COMMENTS
    FOCUS AREA SCORE
    FOCUS AREA RISK INDEX
    FOCUS AREA RECOMMENDATIONS
  • 85. STRAND
    DEVELOPING
    41 – 60%
    • Consistent but not used to drive continuous improvement E.g. Not reported on
    • 86. Documentation Required Up-dating
    • 87. Not fully understood and/or applied across the operation
    • 88. A factor of Risk Index
    DIMENSION
    FOCUS AREA
    EVIDENCE
    OBSERVATION & COMMENTS
    FOCUS AREA SCORE
    FOCUS AREA RISK INDEX
    FOCUS AREA RECOMMENDATIONS
  • 89. STRAND
    MATURE
    61 – 80%
    • Fully integrated into operational procedures, systems and method
    • 90. All strategies, policies, processes, procedures and reporting mechanisms well documented and driven by consistent continuous improvement initiatives
    • 91. Making a positive contribution to operation’s continuous improvements
    • 92. A factor of Risk Index
    DIMENSION
    FOCUS AREA
    EVIDENCE
    OBSERVATION & COMMENTS
    FOCUS AREA SCORE
    FOCUS AREA RISK INDEX
    FOCUS AREA RECOMMENDATIONS
  • 93. STRAND
    WORLD CLASS
    81 – 100%
    • Aligned with recognized domestic and international “best practice” and standards (“World Class”)
    • 94. Firmly imbedded into the operational culture and procedures
    • 95. Visible signs of driving continuous improvement throughout all streams in the operation
    • 96. A factor of Risk Index
    DIMENSION
    FOCUS AREA
    EVIDENCE
    OBSERVATION & COMMENTS
    FOCUS AREA SCORE
    FOCUS AREA RISK INDEX
    FOCUS AREA RECOMMENDATIONS
  • 97. RISK MODEL
    Based on the FAIR™ model developed by Risk Management Insight inc
    STRAND
    BUSINESS IMPACT
    PROBABILITY
    DIMENSION
    FOCUS AREA
    EVIDENCE
    OBSERVATION & COMMENTS
    FOCUS AREA SCORE
    FOCUS AREA RISK INDEX
    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.
    FOCUS AREA RECOMMENDATIONS
  • 98. 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
  • 99. Examples Of Customer Experience Competencies
    • Channel interfaces based on usability and desired customer experience
    • 100. Regular measurement of customer behaviour and feedback with associated changes
    • 101. Active participation from customers and staff in articulating and delivering customer experience
    • 102. Involvement of marketing and branding teams in channel design
    • 103. 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
  • 104. Examples Of People Competencies
    • HR policies and procedures defined and used
    • 105. Specific contact centre recruitment processes
    • 106. Salary structures based on contact centre requirements such as performance pay
    • 107. Measurements and action plans regarding key statistics, such as retention, absenteeism and satisfaction
    • 108. Training programmes that reinforces induction training through on the job training and development
    • 109. Coaching programmes with individual agent assessments
    • 110. 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)
  • 111. Examples Of Process Competencies
    • Defined approach and methodology for process design
    • 112. Escalation processes within the contact centre defined
    • 113. Out-of-hours and disaster planning processes in place
    • 114. Interface processes within the broader organisation and third parties in place
    • 115. Complaints processes documented and used
    • 116. Provision of written prompts or contact guidelines
    • 117. 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
  • 118. Sample Report Dashboards
  • 119. 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
  • 120. 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
  • 121.
    • Audited and Scored against C3Africa contact centre operational competencies
    • 122. Development Matrix Scoring
    • 123. Risk Index Scoring
    • 124. Does NOT include recommendations and remedial intervention outlines
    • 125. Audited and Scored against C3Africa contact centre operational and performance competencies and appropriate SABS Contact Centre Standards
    • 126. Development Matrix Scoring
    • 127. Risk Index Scoring
    • 128. Includes recommendations and remedial intervention outlines
  • 129.
  • 130.
    • Audited and Scored for Compliance (or degree of compliance) against SABS Contact Centre and BPO Standards
    • 131. Development Matrix Scoring
    • 132. 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
  • 133. Section being audited
    Defined Standard Group
    Required Evidence
    Auditor’s Observations
    Reference to evidence
    Compliance Ratings
    Recommendations to achieve compliance
  • 134. Benefits of the C3Africa Audit and Baseline Service
    • An independent, professional and industry-recognised audit of Strategies, Operations, Processes, Procedures, Technologies and Business Risks
    • 135. A comprehensive ‘Health Check’ of the entire operation
    • 136. Identification of ..
    • 137. Key problem areas
    • 138. Operational risks
    • 139. Cost reduction opportunities
    • 140. Revenue generation opportunities
    • 141. Optimisation opportunities
    • 142. A tool for growth and capacity planning and budgeting
    • 143. An essential aid to strategic planning
    • 144. A powerful aid to winning new and profitable contracts
    • 145. Provides a logical, prioritised ‘roadmap’ for implementation of improvement initiatives an interventions
    • 146. Identifies and highlights low-cost “quick wins”
    • 147. Identifies ‘profit’ and cost-cutting opportunities
  • 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
  • 148. Costing Model
    * Based on a single site engagement
    • Initial scoping workshop.
    • 149. Project Plan
    • 150. Customisation of Questionnaire
    • 151. On-site investigations, workshops, meetings and associated information-gathering.
    • 152. Scoring against C3Africa Operational Competencies matrix
    • 153. Scoring against appropriate SA (draft) Contact Centre and Business Process Standards
    • 154. Risk Index Scoring
    • 155. Scoring against recognised baselines and benchmarks
    • 156. Recommendations and improvement intervention outlines
    • 157. Initial scoping workshop.
    • 158. Project Plan
    • 159. Customisation of Questionnaire
    • 160. On-site investigations, workshops, meetings and associated information-gathering.
    • 161. Scoring against C3Africa Operational Competencies matrix
    • 162. Risk Index Scoring
    N.B. NO Remedial Consulting / Recommendations
    R90,000 – 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
  • 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
  • 163. Thank You For This Opportunity
    - QUESTIONS -