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Version  7 – 5 August09 <br />Contact Centre Industry Specialists<br />Contact Centre Auditing, Baselining& Benchmarking<b...
Formed2006<br />Formed1997<br />Merged Business InterestsSeptember 2007<br />The Business Model <br />C3Africa is an integ...
Client List – at June 2009 <br />Projects and interventions implemented by C3Africa Group & Alliance Partners <br /><ul><l...
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
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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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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
  79. 79. A factor of Risk</li></ul>DIMENSION <br />FOCUS AREA <br />EVIDENCE <br />OBSERVATION & COMMENTS<br />FOCUS AREA SCORE<br />FOCUS AREA RISK INDEX<br />FOCUS AREA RECOMMENDATIONS <br />
  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
  84. 84. A factor of Risk </li></ul>DIMENSION <br />FOCUS AREA <br />EVIDENCE <br />OBSERVATION & COMMENTS<br />FOCUS AREA SCORE<br />FOCUS AREA RISK INDEX<br />FOCUS AREA RECOMMENDATIONS <br />
  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
  88. 88. A factor of Risk Index</li></ul>DIMENSION <br />FOCUS AREA <br />EVIDENCE <br />OBSERVATION & COMMENTS<br />FOCUS AREA SCORE<br />FOCUS AREA RISK INDEX<br />FOCUS AREA RECOMMENDATIONS <br />
  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
  92. 92. A factor of Risk Index </li></ul>DIMENSION <br />FOCUS AREA <br />EVIDENCE <br />OBSERVATION & COMMENTS<br />FOCUS AREA SCORE<br />FOCUS AREA RISK INDEX<br />FOCUS AREA RECOMMENDATIONS <br />
  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
  96. 96. A factor of Risk Index</li></ul>DIMENSION <br />FOCUS AREA <br />EVIDENCE <br />OBSERVATION & COMMENTS<br />FOCUS AREA SCORE<br />FOCUS AREA RISK INDEX<br />FOCUS AREA RECOMMENDATIONS <br />
  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 />

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