Contact Centre Auditing, Baselining & Benchmarking


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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

    1. 1. Version 7 – 5 August09 <br />Contact Centre Industry Specialists<br />Contact Centre Auditing, Baselining& Benchmarking<br />IMPORTANT COPYRIGHT NOTICE<br />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.<br />
    2. 2. Formed2006<br />Formed1997<br />Merged Business InterestsSeptember 2007<br />The Business Model <br />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<br />
    3. 3. Client List – at June 2009 <br />Projects and interventions implemented by C3Africa Group & Alliance Partners <br /><ul><li>AA Autobay
    4. 4. African Life
    5. 5. AIG Insurance
    6. 6. ASDA
    7. 7. Botswana Housing Corporation
    8. 8. Botswana International Financial Service
    9. 9. Brandhouse
    10. 10. Carphone Warehouse
    11. 11. City of Johannesburg - Emergency Services
    12. 12. COEGA
    13. 13. Compensation Commission (Department of Labour)
    14. 14. Dimension Data - Merchants
    15. 15. e-Centric
    16. 16. eGain
    17. 17. eServices - Ghana
    18. 18. Ekurhuleni East College
    19. 19. Ekurhuleni East College
    20. 20. Eskom
    21. 21. Exclusive Health
    22. 22. FNB Corporate
    23. 23. Gauteng Economic Development Agency
    24. 24. Graham Technologies
    25. 25. Holcim Cement
    26. 26. Independent Newspapers
    27. 27. iChoices
    28. 28. iProp
    29. 29. Local Enterprise Authority - Botswana
    30. 30. M- Web
    31. 31. Merchants SA / Dimension Data
    32. 32. MIBFA (Metal Industries Beneficiaries Funds Administration)
    33. 33. MTN – South Africa
    34. 34. MTN – Rwanda
    35. 35. MTN Banking
    36. 36. Multichoice
    37. 37. National Prosecutions Authority (Batho Pele Training)
    38. 38. Private Label Promotions (PLP)
    39. 39. Pharos Medical Aid
    40. 40. Plantronics
    41. 41. Pulse Technologies
    42. 42. QPC – Dubai / Kuwait
    43. 43. SARS
    44. 44. South African Airways
    45. 45. South African Broadcasting Corporation
    46. 46. South African Post Office
    47. 47. Teljoy
    48. 48. The Business Trust
    49. 49. The Department of Trade and Industry
    50. 50. Tigo Mobile – Tanzania
    51. 51. Transtel
    52. 52. Tiger Brands (Albany)
    53. 53. Unemployment Insurance Fund (UIF) - Department of Labour
    54. 54. Vaal University of Technology
    55. 55. Vodacom
    56. 56. Water Utilities Corporation – Botswana</li></li></ul><li>KEY STRATEGIC IMPERATIVES FOR CONTACT CENTRES IN 2009<br />Increase<br />Customer<br />Satisfaction<br />Increase<br />Efficiencies<br />Increase<br />Revenue<br />Reduce<br />Risk<br />Reduce Costof Operations<br />Deliver ‘World Class’ Services <br />
    57. 57. WORLD CLASS CONTACT CENTRE<br />- A definition<br />To be recognised as a “World Class Contact Centre” the operation must meet all three of the following criteria: <br />1: Aligned and Integrated Strategies<br />The contact centre is fully aligned with and supportive of the organisation’s core business strategies and operational objectives.<br />2: Operationally, it Complies with Specific Standards<br />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.<br />3: Benchmarked Against Similar Operations<br />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.. <br />© Copyright reserved. C3Africa (Pty)Ltd 2008<br />
    58. 58. Constructive Auditing & Benchmarking to Achieve “World Class” Operational Efficiency and Effectiveness <br />
    59. 59. Why Audit Your Contact Centre ?<br />Because only Knowledge-based decisions count !<br />Why is the contact centre performing the way that it is? (Good or Bad) <br />What is driving your performance? <br />Who is responsible for your current levels of performance? <br />What are your core issues? <br />How fixable are these?<br />Is your operation ‘Compliant’ (e.g. SABS Standards)<br />What are the real and potential risks to your business ?<br />What needs to be done?<br />What are your opportunities?<br />How can you increase profit?<br />How can you cut or cap costs?<br />How can these be capitalised?<br />What resources will be required? <br />
    60. 60. Contact Centre Core Measurable Competencies*<br />* Customisable to specific operations <br />Operational<br />Strategic<br />Customer Experience<br />Management<br />Business Integration<br />People<br />Financial<br />Processes<br />Strategic Definitions<br />Technology<br />Other<br />Knowledge Management<br /><ul><li> Workplace Wellness
    61. 61. “Green Environment”
    62. 62. Occupational Health & Safety
    63. 63. Aesthetics & Ergonomics
    64. 64. Location and Site </li></ul>Reporting<br />Quality<br />Workforce Management<br />
    65. 65. Contact Centre Assessment Matrix<br />Areas to be Audited and Assessed <br />Culture<br />Performance<br />Strategy<br />Organisation<br />Competency<br />Facilities & Layout<br />Process<br />Application<br />Equipment<br />Delivery vehicle<br />
    66. 66. Questionnaire / Probe Methodology<br /><ul><li>Over 1,500 checkpoints
    67. 67. Includes SOME of the SABS Contact Centre Standards
    68. 68. Can be ‘customised’ to include client-specific audit requirements</li></li></ul><li>Key Performance Indicator Evaluation<br />Specific KPI’s and Metrics defined in pre-audit kick-off workshop with Client<br />480 KPIs<br />
    69. 69. Contact Centre Development Matrix<br />© Copyright reserved. C3Africa (Pty)Ltd 2008<br />Example: 18 Month Goal<br />Operational Maturity<br />Example: 1st Audit Score<br />Degree of Integration: Strategies, Operations and Technologies<br />
    70. 70. Contact Centre Audit & Evaluation Methodology<br />© Copyright reserved. C3Africa (Pty)Ltd 2008<br />-- EXAMPLES --<br />STRAND <br />People<br />DIMENSION <br />Coaching <br />FOCUS AREA <br />One-on-One Coaching <br />EVIDENCE <br />Accurate, Current, Documented Records<br />OBSERVATION & COMMENTS<br />Auditor’s Observations & Comments<br />0 – 5 (Refer to scoring methodology) <br />FOCUS AREA SCORE<br />FOCUS AREA RISK INDEX<br />0 – 5 (Refer to scoring methodology) <br />FOCUS AREA RECOMMENDATIONS <br />Auditor’s Recommendations <br />
    71. 71. Assessment ModelHow Competencies are Scored<br />0%<br /><ul><li> Does not exist
    72. 72. No Documentation
    73. 73. Not in practice
    74. 74. Not observed
    75. 75. A factor of Risk</li></li></ul><li>STRAND <br />FOUNDATIONAL <br />1 – 20% <br /><ul><li> Present in the operation but to a minimal degree
    76. 76. Insufficient evidence and/or ad hoc implementation
    77. 77. None or poor documentary evidence
    78. 78. Inconsistent
    80. 80. STRAND <br />FUNDAMENTAL <br />21 – 40% <br /><ul><li> Present in the operation but not consistently in practice
    81. 81. Some evidence of ad hoc implementation
    82. 82. Poor or Out-of-Date documentation
    83. 83. Basic fundamentals in place
    85. 85. STRAND <br />DEVELOPING <br />41 – 60% <br /><ul><li> Consistent but not used to drive continuous improvement E.g. Not reported on
    86. 86. Documentation Required Up-dating
    87. 87. Not fully understood and/or applied across the operation
    89. 89. STRAND <br />MATURE<br />61 – 80% <br /><ul><li> Fully integrated into operational procedures, systems and method
    90. 90. All strategies, policies, processes, procedures and reporting mechanisms well documented and driven by consistent continuous improvement initiatives
    91. 91. Making a positive contribution to operation’s continuous improvements
    93. 93. STRAND <br />WORLD CLASS<br />81 – 100%<br /><ul><li> Aligned with recognized domestic and international “best practice” and standards (“World Class”)
    94. 94. Firmly imbedded into the operational culture and procedures
    95. 95. Visible signs of driving continuous improvement throughout all streams in the operation
    97. 97. RISK MODEL <br />Based on the FAIR™ model developed by Risk Management Insight inc<br />STRAND <br />BUSINESS IMPACT<br />PROBABILITY<br />DIMENSION <br />FOCUS AREA <br />EVIDENCE <br />OBSERVATION & COMMENTS<br />FOCUS AREA SCORE<br />FOCUS AREA RISK INDEX<br />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.<br />FOCUS AREA RECOMMENDATIONS <br />
    98. 98. Definition Examples<br />Customer Experience<br />Foundational<br />Fundamental<br />Developing<br />Mature<br />World Class<br />Limited customer research and recording provide basis for measurement.<br />Objectives set and clear measurement of customer experience across channels and functions.<br />Business managed to maximize customer experience with focus on continual improvement.<br />Customer experience management based on and aligned to world class and South African Call Centre Standards.<br />Measurement of customer experience focused on internal operational metrics.<br />Focus is on measurementand improvement of customer experience<br />
    99. 99. Examples Of Customer Experience Competencies<br /><ul><li> Channel interfaces based on usability and desired customer experience
    100. 100. Regular measurement of customer behaviour and feedback with associated changes
    101. 101. Active participation from customers and staff in articulating and delivering customer experience
    102. 102. Involvement of marketing and branding teams in channel design
    103. 103. Customer experience and satisfaction core aspects of measurement of contact centre success</li></li></ul><li>Definition Examples<br />People<br />Foundational<br />Fundamental<br />Developing<br />Mature<br />World Class<br />People recruited with basic training.<br />HR infrastructure well developed and effective.<br />People set up to win, with best practice in all key areas.<br />Long term people development in line with future needs. HR policy and infrastructure evolving in response to needs and changing conditions.<br />People strategy and policies aligned with South African Call Centre Standards and international best practice trends.<br />Focus is on people skills, policies and procedures, with specific focus on staff turnover and absenteeism<br />
    104. 104. Examples Of People Competencies<br /><ul><li>HR policies and procedures defined and used
    105. 105. Specific contact centre recruitment processes
    106. 106. Salary structures based on contact centre requirements such as performance pay
    107. 107. Measurements and action plans regarding key statistics, such as retention, absenteeism and satisfaction
    108. 108. Training programmes that reinforces induction training through on the job training and development
    109. 109. Coaching programmes with individual agent assessments
    110. 110. Quality management solutions in place and in use</li></li></ul><li>Definition Examples<br />Processes<br />Foundational<br />Fundamental<br />Developing<br />Mature<br />World Class<br />Ad-hoc processes designed as needed but not documented as reusable methodologies<br />Key processes defined and documented.<br />Processes defined, quality controlled and managed. Integrated into all training.<br />Processes optimised with continuous improvement.<br />Process definition, development & continuous improvement aligned to international and South African Call Centre Standards and best practice<br />Focus is on contact centre processes (more than overall business processes)<br />
    111. 111. Examples Of Process Competencies<br /><ul><li>Defined approach and methodology for process design
    112. 112. Escalation processes within the contact centre defined
    113. 113. Out-of-hours and disaster planning processes in place
    114. 114. Interface processes within the broader organisation and third parties in place
    115. 115. Complaints processes documented and used
    116. 116. Provision of written prompts or contact guidelines
    117. 117. Methodology for recording and assessing contact quality</li></li></ul><li>Example of a Strand Report<br />Dimension being audited<br />Section being audited<br />Auditor’s Observations<br />Focus Area<br />Weighted Score 0-5<br />Documented Evidence Y/N<br />Focus Area Risk Index 0-5<br />Remedial Recommendations<br />
    118. 118. Sample Report Dashboards<br />
    119. 119. Example of Post-Audit Performance Mapping & Prioritisation Model<br />World Class<br />Developed<br />People<br />WFM, MI & Reporting<br />Fundamental<br />Strategic<br />Operations<br />Technology<br />Low<br />Moderate<br />High<br />C3Africa Performance-Risk Model ©<br />C3Africa RISK - PERFORMANCE MODEL © <br />5.00<br />HIGH PERFORMANCE LOW RISK<br />PERFORMANCE INDEX <br />3.00<br />LOW PERFORMANCE HIGH RISK<br />0.00<br />Processes<br />0.00<br />3.00<br />5.00<br />RISK INDEX <br />
    120. 120. Example of Post-Audit Scores<br />Showing overall performance improvement after 2nd audit<br />Q1- 2009 3.25<br />Operational Maturity<br />Q3- 2008 1.85<br />Degree of Integration: Strategies, Operations and Technologies<br />
    121. 121. <ul><li>Audited and Scored against C3Africa contact centre operational competencies
    122. 122. Development Matrix Scoring
    123. 123. Risk Index Scoring
    124. 124. Does NOT include recommendations and remedial intervention outlines
    125. 125. Audited and Scored against C3Africa contact centre operational and performance competencies and appropriate SABS Contact Centre Standards
    126. 126. Development Matrix Scoring
    127. 127. Risk Index Scoring
    128. 128. Includes recommendations and remedial intervention outlines</li></li></ul><li>
    129. 129.
    130. 130. <ul><li> Audited and Scored for Compliance (or degree of compliance) against SABS Contact Centre and BPO Standards
    131. 131. Development Matrix Scoring
    132. 132. Includes recommendations for intervention and development required to meet compliances.</li></ul>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<br />
    133. 133. Section being audited<br />Defined Standard Group<br />Required Evidence<br />Auditor’s Observations<br />Reference to evidence <br />Compliance Ratings<br />Recommendations to achieve compliance<br />
    134. 134. Benefits of the C3Africa Audit and Baseline Service <br /><ul><li>An independent, professional and industry-recognised audit of Strategies, Operations, Processes, Procedures, Technologies and Business Risks
    135. 135. A comprehensive ‘Health Check’ of the entire operation
    136. 136. Identification of ..
    137. 137. Key problem areas
    138. 138. Operational risks
    139. 139. Cost reduction opportunities
    140. 140. Revenue generation opportunities
    141. 141. Optimisation opportunities
    142. 142. A tool for growth and capacity planning and budgeting
    143. 143. An essential aid to strategic planning
    144. 144. A powerful aid to winning new and profitable contracts
    145. 145. Provides a logical, prioritised ‘roadmap’ for implementation of improvement initiatives an interventions
    146. 146. Identifies and highlights low-cost “quick wins”
    147. 147. Identifies ‘profit’ and cost-cutting opportunities</li></li></ul><li>Implementing The Project:The Engagement Model <br />* Based on a single site engagement<br />Phase 1<br />Project Scoping<br />Phase 2<br />Information <br />Gathering<br />Phase 3<br />Interpretation & <br />Recommendations<br />Phase 4<br />Remedial<br />Interventions <br />NB Excludes recommendations <br />1-2 days<br />3-5 days<br />3-5 days<br />14-21 days<br />5-14 days<br />2-5 days<br />Estimates only: Subject to degree of complexity and scale of operations<br />
    148. 148. Costing Model<br />* Based on a single site engagement<br /><ul><li> Initial scoping workshop.
    149. 149. Project Plan
    150. 150. Customisation of Questionnaire
    151. 151. On-site investigations, workshops, meetings and associated information-gathering.
    152. 152. Scoring against C3Africa Operational Competencies matrix
    153. 153. Scoring against appropriate SA (draft) Contact Centre and Business Process Standards
    154. 154. Risk Index Scoring
    155. 155. Scoring against recognised baselines and benchmarks
    156. 156. Recommendations and improvement intervention outlines
    157. 157. Initial scoping workshop.
    158. 158. Project Plan
    159. 159. Customisation of Questionnaire
    160. 160. On-site investigations, workshops, meetings and associated information-gathering.
    161. 161. Scoring against C3Africa Operational Competencies matrix
    162. 162. Risk Index Scoring</li></ul>N.B. NO Remedial Consulting / Recommendations <br />R90,000 – R150,000*<br />R200,000 –R450,000+*<br /><ul><li>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</li></li></ul><li>Conclusions<br />Only knowledge-based decisions count.<br />It is only possible to manage what you can measure.<br />Most identified problems can be resolved by means of Processes, Procedures and Disciplines.<br />If the contact centre is not on a Formal Continuous Improvement Programme …<br /> … Then there is a high probability that it is Continuously Deteriorating<br />
    163. 163. Thank You For This Opportunity<br />- QUESTIONS -<br />