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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
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
• 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
IncreaseEfficiencies
IncreaseRevenue
ReduceRisk
IncreaseCustomer
Satisfaction
Deliver ‘World Class’ Services Deliver ‘World Class’ Services
KEY STRATEGIC IMPERATIVES FOR CONTACT CENTRES IN 2009
Reduce Costof Operations
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
Constructive Auditing & Benchmarking to Achieve “World Class” Operational
Efficiency and Effectiveness
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 !
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
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
Questionnaire / Probe Methodology
Over 1,500 checkpoints
Includes SOME of the SABS Contact Centre Standards
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
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
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)
Assessment ModelHow Competencies are Scored
0% Does not exist No Documentation Not in practice Not observed A factor of Risk
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
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
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
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
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
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.
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
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
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
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
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
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
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
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
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 ©
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
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
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
Section being audited
Defined Standard Group
Required Evidence
Auditor’s Observations
Compliance Ratings
Reference to evidence
Recommendations to achieve compliance
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
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
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
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
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Thank You For This Opportunity
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