COPC CSP Standard Re..

COPC-2000® Customer Service Provider Standard

COPC–2000® CSP Standard Release 4.3 Version 1.1

© 1996 – 2009 Customer Operations Performance Center Inc. (COPC Inc.) All Rights Reserved.

©1996-2009 Customer Operations Performance Center Inc. (COPC Inc.) All rights reserved. The reproduction or distribution of any portion or all of these materials in any form or media without the prior written agreement of COPC Inc. is strictly prohibited. COPC-2000® is a certification mark of COPC Inc., registered with the United States Patent and Trademark Office and in other countries. COPC and COPC with design are trademarks of COPC Inc., registered with the United States Patent and Trademark Office and in other countries. .

Table of Contents Table of Contents ...............................................................................................................i Introduction to the COPC® Performance Management System .................................. 3 Key Terms and Relationships ..................................................................................... 3 Objectives and Uses of the COPC® Performance Management System .................... 4 Improving Service, Quality, Revenue, Customer Satisfaction, and Profitability .......5 The COPC® Family of Standards .................................................................................... 7 Background ................................................................................................................ 7 The COPC® Standards Committee............................................................................. 8 Why Get Certified to the COPC® CSP Standards? .................................................... 9 Overview of the COPC® CSP Standards ...................................................................... 10 Assessing Compliance to the COPC® CSP Standards ................................................. 12 Evaluation Requirements ......................................................................................... 12 Approach and Deployment ...................................................................................... 12 Results ......................................................................................................................13 Looking Forward: Strategic Direction for the COPC® CSP Standards ................... 20 1.0

Leadership and Planning ............................................................................... 23 1.1 Statement of Direction (60 points) .................................................................... 23 1.2 Management System Review (40 points).......................................................... 23

2.0

Processes .......................................................................................................... 25 2.1 Implementing New Products, Services, Programs, Clients, and Requirements (60 points) ......................................................................................................... 25 2.2 Process Capability (100 points) ......................................................................... 26 2.3 Corrective Action and Continuous Improvement (80 points)............................. 26 2.4 Transaction Monitoring (100 points) ................................................................. 27 2.5 Forecasting, Staffing, and Scheduling (100 points) ........................................... 29 2.6 CUIKA (80 points) ............................................................................................ 30 2.7 End-User Privacy (40 points) ........................................................................... 31 2.8 Data and Information Availability and Update (40 points) .............................. 31

COPC-2000® CSP Standard Release 4.3 January 2009

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3.0

People............................................................................................................... 32 3.1 Defining Jobs, Recruiting and Hiring (70 points).............................................. 32 3.2 Training and Development (70 points) .............................................................. 33 3.3 Verifying Skills and Knowledge (80 points) ....................................................... 33 3.4 Staff Performance Management (40 points) ...................................................... 34 3.5 Managing Staff Feedback (40 points) ................................................................ 35

4.0

Performance .................................................................................................... 36 4.1 Client Satisfaction and Dissatisfaction (100 points) ......................................... 36 4.2 End-User Satisfaction and Dissatisfaction (200 points) ................................... 37 4.3 Service and Revenue Performance (150 points) ............................................... 38 4.4 Quality Performance (150 points) .................................................................... 39 4.5 Cost and Efficiency Performance (150 points) .................................................. 40 4.6 Staff Attrition and Absenteeism (100 points) ..................................................... 40 4.7 Achieving Results (150 points)........................................................................... 41

Exhibits ............................................................................................................................ 45 Exhibit 1 Requirements ............................................................................................ 45 Applying the COPC-2000® CSP Standard to Internal Customer Service Providers ........................................................................................................................................ 123 Applying the COPC-2000® CSP Standard to Fulfillment Operations ..................... 124 Applying the COPC-2000® CSP Standard to Outbound Contact Management ..... 125 Applying the COPC-2000® CSP Standard to Electronic Commerce ....................... 128 Applying the COPC-2000® CSP Standard to Collections ......................................... 129 Applying the COPC-2000® CSP Standard to Healthcare Insurance ....................... 131 Applying the COPC-2000® CSP Standard to All Business Process Outsourcing (BPO) Services .............................................................................................................. 132 Applying the COPC-2000® CSP Standard to Face to Face Services ....................... 134 COPC® Glossary of Terms .......................................................................................... 137

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Introduction to the COPC® Performance Management System The COPC® Performance Management System is a set of management practices, key metrics/measurements and training for customer-centric service operations designed to: •

Improve customer satisfaction through improved service and quality

•

Increase revenue (for centers that are revenue driven)

•

Reduce the cost of providing excellent service

Experience has demonstrated that centers that successfully implement the COPC® Performance Management System can dramatically lower costs while maintaining or improving service quality as well as client and end-user satisfaction.

Key Terms and Relationships One of the advantages of a globally accepted Performance Management System and related set of Standards is that they help to drive a consistent “industry vocabulary”. The COPC® Performance Management System and COPC® Family of Standards are based on the following terminology and relationships:

VMOs (Vendor Management Organizations)

Organizations and individuals, typically within the client enterprise, responsible for managing a portion of the Enterprise’s programs with CSPs.

CSPs

Clients

Hire CSPs to provide services to their end-user customers.

Provide services to end users on behalf of clients.

End Users

Customers of clients.


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Customer Service Providers (CSPs) The COPC-2000® CSP Standards are designed for Service Environments. Customer Service Providers, or CSPs, encompass most, if not all, types of service environments. CSPs provide services to end users on behalf of clients. A representative, but incomplete, list of the service environments where the COPC-2000® CSP Standards are used is provided in the section entitled What Types of CSPs Use the COPC® Performance Management System? CSPs exploring using the COPC® CSP Standards in “unlisted” areas have experienced success when they have focused on developing the KCRPs (defined in the Glossary) that are relevant for their service environments. COPC Inc. professional staff are available to assist you in determining how to best leverage the COPC® Family of Standards in your business.

Clients Clients are (a) the organizations that hire third-party CSPs to provide products and services to their end users and (b) the groups within a company that obtain CSP services from a “sister” group, division, department, or team within the same company.

End Users End users are the customers of internal CSPs and the customers of the third-party CSP’s clients. They may be consumers, businesses, field organizations, or the retailers, distributors, and specialists that make up a distribution channel.

Vendor Management Organizations (VMOs) VMOs are organizational units or groups of individuals, typically within the client enterprise, responsible for managing at least a portion of the enterprise’s programs with CSPs. Additional terms used in the COPC® CSP Standards are defined in the COPC® Glossary.

Objectives and Uses of the COPC® Performance Management System The COPC® Performance Management System is currently used by over 200 companies in 50 countries. The reasons for this high level of global adoption and use include: •

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It works! Users of the COPC® CSP Standards have reduced cost, improved revenue, increased service and quality, and increased customer satisfaction.


•

Customer Service Providers (CSPs) want a well-understood framework within which they can define and implement improvement efforts. This framework establishes a guideline for implementing high performance management techniques and provides for a common language for managing relationships and communications.

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Clients of third-party CSPs want to define the minimum management and operational requirements CSPs need to have in place to ensure the services they provide have a high probability of consistently meeting the demanding requirements of their clients and end users.

Improving Service, Quality, Revenue, Customer Satisfaction, and Profitability Underlying the COPC® CSP Standards is demonstrated evidence that service and quality can be improved and revenue can be increased while decreasing cost.

•

Service is the speed in which things are done from the customer’s perspective. This might be how long it takes to talk to a live agent or how long it takes to receive a response to an email.

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Quality is doing things accurately at the first attempt (e.g., giving the correct answer to an inquiry, inputting an order correctly, and shipping the correct product to the correct address).

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Revenue generation occurs in sales and collections centers.

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Cost typically focuses on efficiency and the cost per unit incurred by the CSP to provide a product or service. Cost is different from price. Price represents what a


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CSP might charge for its services or the cost burden transferred to the parent corporation.

What Types of CSPs Use the COPC® Performance Management System? •

Inbound and Outbound Customer Contact Centers: These operations are often referred to as “call” centers; however, most of these centers interact with end users via phone, electronic means (e.g., email, web, text messaging), or traditional mail or fax. Typical services provided include customer service, technical support, reservations, operator services, sales and others.

•

Business Process Outsourcing Operations: These include a variety of service functions including new account set-up and activation, records management, claims processing, redemption, and other similar functions.

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Transaction Processing Centers: These operations typically process nonelectronic transactions such as mail.

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Fulfillment Centers: These operations perform warehousing, light assembly, and pick, pack, and ship activities. Typically, this is done as a result of transactions coming from one or more contact centers.

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Remittance Processing Centers: These operations process end-user payments (e.g., credit card payments).

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Field Service Operations: These include operations that dispatch service technicians to end-user customer locations for repair or replacement of products covered by warranty, service contracts, or on a time and materials basis.

•

Returns Processing Centers: These operations receive and process returned materials (e.g., computers, electronic goods, clothing, etc.).

•

Collections/Recovery Services: These operations contact commercial and/or consumer end users to recover funds owed.

The COPC® Performance Management System is used by internal CSPs (i.e., those that interact with their companies’ own end users), third-party CSPs (i.e., those that interact with the end users of their clients.), and buyers of third-party services.

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The COPC® Family of Standards Background The original COPC-2000® CSP Standard was developed in 1996 by buyers, providers, and senior managers responsible for operational management of customer-centric service operations. Not satisfied with the performance of existing operations and with the lack of commonly known and understood operational guidelines, these individuals worked together to fill the void and move the industry forward. Among the development team were: •

Leading technology companies that outsource and operate contact centers that provide sales, customer service, order management, technical support, and other functions (i.e.,Microsoft, Compaq, Intel, Novell, and Dell).

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Companies known for their excellent service provided by their own internally managed centers in the areas of sales, customer service, distribution/fulfillment operations, payment processing, and other services (i.e., American Express, L.L. Bean, and Motorola).

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Individuals with extensive experience in operations management and performance improvement. This experience included senior management from firms in both the contact center and manufacturing industries who had achieved ISO certification for their firms, and a Judge for the Malcolm Baldrige National Quality Award.

The development team used the criteria and framework of the United States’ Malcolm Baldrige National Quality Award as the foundation for the COPC-2000® CSP Standard. To meet the unique needs of the CSP industry, the team then adapted the Baldrige criteria to accommodate the practical realities of the CSP industry by: •

Emphasizing or adding results, measures, and processes most important to CSPs and their clients and end users.

•

Excluding portions of the criteria that, based on CSP and client experience, did not readily contribute to the goals of the COPC-2000® CSP Standard.

•

Including from other worldwide standards those components that better addressed practical performance improvement approaches.

As of June 1, 2005 three Standards Comprise the COPC® Family of Standards: •

The COPC-2000® CSP Standard reflects the minimum requirements a CSP must meet to become certified. The 22 Items in the COPC-2000® CSP Standard reflect those areas the COPC® Standards Committee (see The COPC® Standards Committee) believes contribute most significantly to achieving high levels of performance. While each of these Items is critical to achieving high performance, they collectively do not represent a comprehensive performance management


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system. Rather, they are intended to provide CSPs with a “short list” of Items to focus on initially to improve service, quality, and cost competitiveness. •

The COPC-2000 CSP Gold Standard represents the comprehensive performance management system endorsed by the COPC® Standards Committee for CSPs. In its December 2002 meeting, the COPC® Standards Committee developed and approved a COPC-2000 CSP Gold Standard. The objectives in introducing the COPC-2000 CSP Gold Standard were two-fold: − Provide high-performing CSPs with a new level of recognition that will distinguish them as among the best in the world. − Provide the industry with a model to use to drive high performance. In addition to including (and in some cases increasing) the requirements of the COPC-2000® CSP Standard, the COPC-2000 CSP Gold Standard includes a number of additional Items required to maintain and sustain high performance over time.

•

The COPC-2000 VMO Standard represents the comprehensive performance management system endorsed by the COPC® Standards Committee for Vendor Management Organizations (VMOs). As referenced earlier, VMOs are the client groups responsible for managing the programs with CSPs. In 2002, the COPC® Standards Committee determined that the ability of CSPs to achieve high levels of performance was being limited by the performance of their (internal and external) clients and VMOs on mission critical deliverables such as forecasts and product/process-related training. To address this gap the COPC® Standards Committee developed a COPC-2000 VMO Standard, which defines the key processes a VMO must perform and the related metrics a VMO must measure and manage to ensure high levels of VMO and CSP performance.

Copies of each of the COPC® Family of Standards are available on COPC Inc.’s web site (www.copc.com). Release 4.3 of the COPC® CSP Standards represents the continual evolution of the COPC® criteria, and reflects the COPC® Standard Committee’s and the industry’s continued commitment to the COPC® Family of Standards and their objectives. As has been the practice since the COPC-2000® CSP Standard was developed, revisions to the COPC® CSP Standards are only made by the COPC® Standards Committee.

The COPC® Standards Committee The COPC® Family of Standards and related COPC® Certification Processes are governed by the COPC® Standards Committee. This independent group is comprised of individuals who have senior management responsibility at their firms and are also deeply

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knowledgeable of the COPC® Family of Standards through direct experience of using the COPC-2000® CSP Standard in their operations. A listing of the current members may be found at www.copc.com. •

The COPC® Standards Committee meets twice each year to interpret and refine the COPC® CSP Standards.

•

International representation will continue to be added to the Standards Committee.

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Users of the COPC-2000® CSP Standard provide input to the COPC® Standards Committee. Changes to the Interpretations of the COPC® Family of Standards are made once a year.

Why Get Certified to the COPC® CSP Standards? Underlying the COPC® CSP Standards is the requirement that certified Customer Service Providers (CSPs) have the operational and performance data that is required to consistently perform well on measures of service, quality, revenue, cost and client and end-user satisfaction. CSPs certified to the COPC-2000® CSP Standard have: •

Objective measures in place for all activities that directly impact end users and clients.

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A demonstrated capability to achieve a majority of their performance targets.

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Performance improvement methodologies that have been demonstrated to produce results.

•

A system that allows clients and center management to verify that the center is actively monitoring and managing the system over time to improve performance.

The COPC® CSP Standards describe performance management approaches that a CSP must institute and defines the metrics a CSP must use to evaluate the effectiveness and efficiency of its approaches. They are sustainable performance management frameworks for CSPs. The COPC® CSP Standards link a CSP’s customer-centered performance objectives with its operational processes and the people who manage and maintain them. The objectives, processes, and people are in turn linked to the statement of direction and plans that propel and sustain them. This integration ensures that customer focus and efficiency drive performance, behavior, and direction. Client- and end-user-driven excellence and efficiency are the desired end-states for all CSPs that adopt the COPC® CSP Standards as a management system and improvement framework. Many CSPs seek to institute these practices and track these measures to become compliant with the requirements of the COPC® CSP Standards. This compliance is assessed and verified during the COPC® Certification Process, which requires the


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submission of a written application, followed by an onsite audit by the Customer Operations Performance Center Inc. (COPC Inc.) or its licensees or Implementation Partners. Certified compliance with the COPC® CSP Standards is a major near-term objective for many companies that use this document.

Overview of the COPC® CSP Standards The COPC® CSP Standards are comprehensive and integrated systems for managing a customer-centric service operation. •

The COPC® CSP Standards begin with the driver of customer-focused performance management, embodied in the leadership characteristics and activities described in Category 1.0 Leadership and Planning.

•

Taken together, Category 2.0 Processes and Category 3.0 People represent the organization’s enablers: a skilled and motivated work force using well-designed processes and managing those processes with the appropriate information.

•

The goal of the system is a balanced composite of client and end-user satisfaction, product and service performance and productivity addressed in Category 4.0 Performance.

The Items in the COPC-2000® CSP Standard and COPC-2000 CSP Gold Standard are listed in the graphic on the following page. It is important to note: •

The COPC-2000® CSP Standard contains 22 Items (shown in black and white).

•

The COPC-2000 CSP Gold Standard also includes these 22 Items, although in a number of cases the requirements for the similar Items in the COPC-2000 CSP Gold Standard are significantly more demanding. For example, in 2.2 Process Capability, the COPC-2000 CSP Gold Standard requires more rigorous and quantitative methods for measuring and managing process capability.

•

The COPC-2000 CSP Gold Standard also includes nine additional Items (highlighted in yellow on the following page).

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COPC® Framework Release 4.3

Enablers 2.0 Processes

Driver 2.1

1.0 Leadership and Planning 1.1 1.2

2.2 2.3

Statement of Direction Management System Review 1.G.A Planning and Reviewing Business Performance

2.4 2.5 2.6 2.7 2.8 2.G.A 2.G.B 2.G.C 2.G.D

Implementing New Products, Services, Programs, Clients, and Requirements Process Capability Corrective Action and Continuous Improvement Transaction Monitoring Forecasting, Staffing and Scheduling CUIKA End-User Privacy Data and Information Availability and Update Technology Key Supplier Management Data Security Contingency Planning

Goal 4.0 Performance

4.1

Client Satisfaction and Dissatisfaction 4.2 End-User Satisfaction and Dissatisfaction 4.3 Service and Revenue Performance 4.4 Quality Performance 4.5 Cost and Efficiency Performance 4.6 Staff Attrition and Absenteeism 4.7 Achieving Results 4.G.A Asset Efficiency 4.G.B Cost of Poor Quality (COPQ)

3.0 People 3.1 3.2 3.3 3.4 3.5

Defining Jobs, Recruiting and Hiring Training and Development Verifying Skills and Knowledge Staff Performance Management Managing Staff Feedback


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Assessing Compliance to the COPC® CSP Standards Evaluation Requirements CSPs seeking certification to the COPC® CSP Standards must be compliant with the following Evaluation Requirements as well as with the detailed requirements described in Categories 1.0–4.0 and Exhibit 1.

Approach and Deployment The first three categories of the COPC® CSP Standards describe the various types of processes, practices, and procedures that CSPs must develop and implement in order to meet the requirements of the CSP Standards. Approaches are the processes, practices, and procedures used to meet the requirements of the COPC® CSP Standards. Deployment refers to how extensively these approaches are used throughout the CSP organization. Well-designed approaches that are pervasively deployed will lead to sustained high levels of performance, which is the goal of the COPC® CSP Standards. There are a number of CSP-specific factors (e.g., statement of direction, competitive position, client and end-user requirements, and culture) that individual CSPs must consider in designing the most appropriate approaches for their organizations. Recognizing there is no single “best” design for each approach, the COPC® CSP Standards do not require that CSPs use the same approaches or prescribe the specific steps for each approach. There are, however, minimum requirements for both approach and deployment. •

Approaches must include the key elements or components described in the Items in Categories 1.0–3.0. These Item-specific requirements have proved to be critical for designing effective and efficient approaches.

•

Approaches must be structured, meaning that they must consist of clearly defined and repeatable procedures or methodologies.

•

Approaches must be fact-based, meaning that data, information, and factual evidence must be used to 1) perform the approaches, and 2) evaluate and improve their effectiveness and efficiency.

•

Deployment must be sufficiently broad meaning that the approach represents “the way the entity (defined in the COPC® Glossary) works” in the application and use of a process, practice, or procedure. In this context, effective deployment requires that managers understand performance targets as well as the performance levels actually attained.

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•

The combination of approaches and deployment must make it possible for the entity to meet the other requirements of the COPC® CSP Standards.

Results The COPC® CSP Standards represent an integrated performance management system. Accordingly, Category 4.0 Performance requires the measuring and managing of the metrics necessary for a CSP to assess its performance. Improvement in these performance metrics should, in turn, be due to the pervasive deployment of effective approaches. The COPC® CSP Standards require that CSPs evaluate their performance across two dimensions. Levels reflect the CSP’s performance at specific times and are evaluated relative to the performance achieved by appropriate comparisons. These comparisons typically include one or more of the following: •

Benchmarks: Companies known to be excellent in a given area.

•

Industry or cross-industry averages or norms.

•

The CSP’s performance targets. These targets must be set based on client and enduser requirements and appropriate comparisons.

Trends are used to evaluate how the CSP’s performance on a metric has changed over time. Trends should demonstrate sustained improvement for metrics in which the targeted performance levels are not being consistently met, and proper evaluation of trends typically requires at least six months of data for KCRP and KSP (defined in the COPC® Glossary) metrics. To become certified to the COPC® CSP Standards, a CSP must (1) meet or exceed targeted performance levels for a minimum of 50% (65% for Gold) of its required Service, Quality, Revenue, Cost, and Client and End-user Satisfaction metrics, and (2) meet/exceed targeted performance levels or exhibit sustained improvement in a total of 75% of its required Service, Quality, Revenue, Cost, and Client and End-user Satisfaction metrics. Please refer to 4.7 Achieving Results for additional detail on the performance requirements of the COPC® CSP Standards.

The COPC® CSP Standard Scoring System One of the most significant changes introduced in Release 4.0 of the COPC® CSP Standards and continued in this Release is the approach used to determine the score and related compliance of CSPs to the COPC® CSP Standards. The COPC® Standards Committee’s objectives in developing this new scoring system were to:


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•

Leverage a globally accepted model: While somewhat different, the new COPC® CSP Standards Scoring System is based on the proven scoring system used as part of the Malcolm Baldrige National Quality Award.

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Enable CSPs to get certified with less than a perfect score: As indicated below, to become certified, CSPs must achieve a 100% score on Approach and Results, but may be certified with less than a 100% score on Deployment.

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Promote the internal assessment and recognition of progress: The COPC® Standards Committee anticipates that CSPs will want to periodically assess their progress on the road to compliance to the COPC® CSP Standards. The COPC® CSP Standards Scoring System enables CSPs to “internally score” their progress prior to certification and, if appropriate and desired, establish internal recognition programs based on achieving various levels of accomplishment.

The COPC® CSP Standards Scoring System involves the following components:

Item Point Values •

As shown on the following page, the scoring for the COPC-2000® CSP Standard totals 2,000 points and the COPC-2000 CSP Gold Standard totals 3,000 points.

•

The Category (e.g., 1.0 Leadership and Planning) and Item (e.g., 1.1 Statement of Direction) point values are intended to provide direction and focus to those Items that have the most significant impact on achieving high performance levels.

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Item Point Values Categories and Items

COPC-2000® CSP Standard Point Values 100

1.0 Leadership and Planning 1.1 Statement of Direction 1.2 Management System Review 1.G.A Planning and Reviewing Business Performance

60 40

150 70 40 40

600

2.0 Processes 2.1 Implementing New Products, Services, Programs, Clients, and Requirements 2.2 Process Capability 2.3 Corrective Action and Continuous Improvement 2.4 Transaction Monitoring 2.5 Forecasting, Staffing, and Scheduling 2.6 CUIKA 2.7 End-User Privacy 2.8 Data and Information Availability and Update

900

60

60

100 80

120 100

100 100 80 40 40

120 120 100 60 60

2.G.A Technology 2.G.B Key Supplier Management 2.G.C Data Security 2.G.D Contingency Planning

40 40 40 40 300

3.0 People 3.1 3.2 3.3 3.4 3.5

COPC-2000 CSP Gold Standard Point Values

Defining Jobs, Recruiting and Hiring Training and Development Verifying Skills and Knowledge Staff Performance Management Managing Staff Feedback

70 70 80 40 40 1000

4.0 Performance 4.1 Client Satisfaction and Dissatisfaction 4.2 End-User Satisfaction and Dissatisfaction 4.3 Service and Revenue Performance 4.4 Quality Performance 4.5 Cost and Efficiency Performance 4.6 Staff Attrition and Absenteeism 4.7 Achieving Results 4.G.A Asset Efficiency 4.G.B Cost of Poor Quality (COPQ)

Total Points

450 100 100 130 60 60

100 200 150 150 150 100 150

1500 100 300 200 200 200 100 200 50 150

2000


3000

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Scoring Guidelines for Individual Items The COPC® CSP Standards Scoring System requires a separate scoring of the Category 1.0 – 3.0 Approach Items and the Category 4.0 Performance (Results) Items.

Items in Categories 1.0 – 3.0 are evaluated based on the Approach and the extent of Deployment, according to the following scoring guidelines: −

Scoring Approach for Items in Categories 1.0, 2.0 & 3.0 Scoring

Approach

0%

The approach meets less than 25% of the requirements of the Item.

25%

The approach meets at least 25% and less than 50% of the requirements of the Item.

50%


75%


100%

The approach meets all of the requirements of the Item.

Deployment The approach is fully deployed in less than 25% of the Programs (or in less than 25% of the KCR jobs in Cat 3.0) The approach is fully deployed in at least 25% and less than 50% of the Programs (or in at least 25% and less than 50% of the KCR jobs in Cat 3.0) The approach is fully deployed in at least 50% and less than 75% of the Programs (or in at least 50% and less than 75% of the KCR jobs in Cat 3.0) The approach is fully deployed in at least 75% and less than 90% of the Programs (or in at least 75% and less than 90% of the KCR jobs in Cat 3.0) The approach is fully deployed in at least 90% of the Programs (or in at least 90% of the KCR jobs in Cat 3.0)

Note #1: The score for an individual Item will be equal to the lowest score on either Approach or Deployment. Example--if a CSP scores 75% on Approach and 50% on Deployment, the Item score would be 50%.

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Example of Scoring for Approach and Deployment (i.e., Items in Categories 1.0, 2.0 and 3.0) The example below is for 1.2 Management System Review, which has three requirements. In the example, the CSP has three programs and the scoring is shown for a fully Compliant Approach and full Deployment in only two of the three programs. This CSP would achieve: •

A score of 100% for Approach, as the Approach is compliant with all the Requirements.

•

A score of 50% for Deployment, as the Approach was deployed for greater than 50% of the programs, but for less than 75% (i.e. two out of three, or 66%, of the programs were fully deployed).

•

An overall score of 50%, as the score for an individual Item is equal to the lowest

score of either Approach or Deployment (see Note #1 in the COPC® CSP Standards Scoring System matrix). The overall score of 50% would then be applied to the point value for Item 1.2 (40 points), yielding 20 points for this Item.

1.2 Management System Review

1.2 Management System Review

% Score: Approach 100%

1.2.1 Management System

Compliant

1.2.2 Review

Compliant

1.2.3 Corrective Actions

Compliant

50% Deployment 50%

At Least 50% & Less Than 75%


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Items in Category 4.0 Performance are evaluated based on Approach and the actual Levels and Trends performance, according to the following scoring guidelines:

Scoring Approach for Each Item in Category 4.0 Scoring

Approach

Results Levels

Tre nds

0%

The approach meets less Less than 25% of the required None of the required metrics tha n 25% of the requirements metrics are achieving targeted exhibit sustained improvement levels of the Item.

25%

The approach meets at least 25% and less tha n 50% of the requirements of the Item.

50%

The approach meets at least 50% and less tha n 75% of the requirements of the Item.

75%

The approach meets at least 75% a nd less than 100% of the requirements of the Item.

At least 25% but less than 50% (65% for Gold) of the required metrics are achieving targeted levels

At le ast one of the required metrics exhibits susstained improvement

At lea st 50% (65% for the At le ast two of the required The approach meets all of the Gold) of the required metrics metrics exhibit sustained requirements of the Item. are achieving targeted levels improvement A metric cannot count for Levels (as achieving targeted levels) or Trends if it does not meet "CUI" of Note #1: CUIKA. Any requirement in Category 4.0 not done by the CSP would count as a "miss" on "C" of CUIKA. 100%

Note #2: The scoring percentage for an individual Item will be equal to the average score on Approach, Levels, and Trends. Example--if a CSP scores 75% on Approach, 50% on Levels and 100% on Trends, the Item score would be 75% (calculated as [75%+50%+100%] or 225% divided by 3). Note #3: For Items where at least 75% of the required metrics are achieving targeted levels, it is not necessary to demonstrate evidence of a systematic approach to improve performance. Note #4: The CSP will automatically be awarded 100% on Trends for Items 4.1-4.6 if it is compliant with Item 4.7 Achieving Results (COPC-2000® CSP Standard only) .

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Example of Scoring for Results (i.e., Items in Category 4.0) In the example below for 4.3 Service and Revenue Performance, which has eight Requirements, the scoring for a CSP that is fully compliant on all the Requirements and achieving targets for 45% of the metrics, with at least one metric demonstrating sustained improvement, is depicted. This CSP would achieve: •

An overall score of 67% for the Item, as the Approach meets all the Requirements of the Item, more than 25% but less than 50% of the metrics are achieving targeted levels (i.e. 45%), and at least one key metric has had a systematic approach used to improve performance.

•

The overall score of 67% would then be applied to the point value for Item 4.3. For the COPC-2000® CSP Standard, 67%*150 yields 100.5 points for this Item. For the COPC-2000 CSP Gold Standard, 67%*200 yields 134 points for this Item.

4.3 Service and Revenue Performance

% Score: Levels

Results

45%

67% Trends At Least 1 0.5

Approach Requirements 4.3.1 KCRP KSP Listed – Metrics Listed in Exhibit 1 4.3.2 KCRP not Listed

100% Compliant

4.3.3 KSP not Listed

Compliant

4.3.4 Client Service or Revenue Metrics 4.3.5 100% of the Data & Analyzed Monthly 4.3.6 Data Must be Maintained

Compliant

4.3.7 Targets – Statement of Direction

Compliant

4.3.8 Targets – High Performance

Compliant

Compliant

Compliant Compliant


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Scoring Required for COPC® Certification To become certified, CSPs must achieve the following point levels: •

COPC-2000® CSP Standard: 1,900 out of a possible 2,000 points and 100% on Approach across all four Categories.

•

COPC-2000 CSP Gold Standard: 2,900 out of a possible 3,000 points across all four Categories, with 100% on Approach in Categories 1.0 – 3.0 and 100% in Category 4.0.

Users of the COPC® CSP Standards will note that different Items have varying levels of Requirements. Items may be assessed at different levels of detail depending on the Item. In order to assess compliance to Approach, Deployment and Results, the COPC® CSP Standards Scoring Tool that clearly outlines the level of detail at which an Item should be scored is available at www.copc.com.

Looking Forward: Strategic Direction for the COPC® CSP Standards At its December 2002 meeting, the COPC® Standards Committee developed the following strategic policy statement for the ongoing evolution of the COPC® CSP Standards: •

The COPC® CSP Standards will change periodically to reflect the evolution of the industry. The customer contact center industry is evolving rapidly and the COPC® CSP Standards will reflect these developments and maintain their status as the global definition of “state of the art” practices and performance. Changes to the COPC® CSP Standards will be announced by the COPC® Standards Committee as the changes are approved and incorporated.

•

Change types: − Maintenance changes: These include interpretations and clarifications. − Modifications to reflect changing conditions and industry needs. These changes will continue to increase both the reach (e.g., adoption rate) and rigor (e.g., being a true operational and financial differentiator) of the COPC® CSP Standards and keep the COPC® CSP Standards as the global definition of “state of the art” practices and performance measures.

•

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Requirements will become more specific over time. As the industry evolves, users should expect the COPC® CSP Standards to change. For example, originally the COPC-2000® CSP Standard did not require process-level efficiency metrics


because these were not available or used in the industry. When 2.5 Cost and Efficiency Performance was introduced, it required a single efficiency metric for some KCRPs. Over the past few years, the Requirements of the Item have been refined to: − Require three efficiency metrics for Inbound phone − Require that CSR Utilization, AHT, and Cost per Transaction be the three required metrics. − Clearly define the calculation of CSR Utilization − Remove the requirement to track Cost per Transaction and introduce specific criteria for metrics which may be used as the third required efficiency metric. − Require five cost and efficiency metrics - CSR Utilization, Occupancy, AHT, Productivity, and Cost per Unit in the Gold Standard. •

The COPC-2000 CSP Gold Standard will be used to introduce new requirements. The COPC® Standards Committee will use the COPC-2000 CSP Gold Standard to introduce and test new requirements and inform the global CSP community of the approaches and performance levels that define a high-performing CSP. In addition, the COPC® Standards Committee is committed to ensuring the CSP and Vendor Management Organization (VMO) members of the COPC® Family of Standards will continue to be aligned.


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1.0 Leadership and Planning The long-term success of an organization depends on its leaders’ ability to set direction and ensure the operational practices support effective performance. Category 1.0 focuses on how the CSP provides appropriate leadership and how doing so helps the CSP achieve its objectives. 1.1 Statement of Direction (60 points) The CSP must have a documented statement of overall direction (e.g., vision, mission, or purpose) that clarifies its commitment to clients and end-users. 1.

The CSP’s statement of direction must address one or more of the following: a)

Client Satisfaction

b) End User Satisfaction c)

Service

d) Quality e) 2.

Cost

The CSP must ensure management and employee behavior are aligned with the statement of direction.

1.2

Management System Review (40 points)

The CSP must perform a comprehensive review of its management system at least annually, and must take actions to address deficiencies and gaps identified in this review. 1.

The management system can be a)

The COPC-2000® CSP Standard;

b) Another international, national, or industry-specific standard; or c) 2.

An internally developed system of processes and procedures

At a minimum, the management system review must: a)

Be conducted annually.


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b) Assess compliance to all requirements of the COPC-2000® CSP Standard. c)

3.

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Yield findings that include documented evidence of “compliance” and “noncompliance” to the COPC-2000® CSP Standard.

The CSP must implement corrective actions for areas of non-compliance which represent deficiencies and gaps in meeting the requirements of the COPC-2000® CSP Standard.


2.0 Processes Superior performance derives from the CSP’s ability to efficiently provide clients and end-users with products and services that meet their expectations. Category 2.0 Processes focuses on the Key Customer-Related Processes (KCRPs) and Key Support Processes (KSPs) CSPs use to develop and deliver their products and services and the management of the Category 4.0 Performance results. It also focuses on the mechanisms the CSP uses to quantitatively evaluate, maintain, and improve these processes to ensure they are effective and efficient. 2.1 Implementing New Products, Services, Programs, Clients, and Requirements1 (60 points) The CSP must implement new products, services, programs, clients and requirements to efficiently meet client and end-user requirements and targets. 1.

The approach must: a)

Define new and changed client requirements and targets.

b) Identify the relevant KCRPs, KSPs, and associated metrics required by the client and the COPC-2000® CSP Standard, as well as KCR jobs and their associated minimum skills. c)

Ensure that processes are designed to meet client requirements and targets.

d) Create a timeline for implementing requirements (e.g., installing infrastructure, developing software and data links, and hiring and training staff). e)

2.

Conduct an audit early in the implementation to ensure processes are properly controlled and to verify that the new product, service, or program is meeting client and all pertinent COPC-2000® CSP Standard requirements.

The CSP must track the timeliness of the implementation and demonstrate implementation milestones have been met. During implementation the CSP must: a)

Track the on-time setup of program components i.

1

For third-party CSPs, the appropriate reporting metric is On-time delivery of agreed-upon program components.

Note: Requirements may include new or changed client or internal (CSP) requirements.


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ii.

For internal CSPs, the appropriate reporting metric is On-time delivery of defined program components.

b) Track actual performance and compare results to performance targets. c)

For both internal and third-party CSPs, controllable and uncontrollable causes must be identified when performance targets are not met. Actions must be taken to address controllable causes.

d) A target must be established for timeliness that is consistent with the CSP’s statement of direction.

2.2 Process Capability (100 points) The CSP must ensure its KCRPs are defined and operating to consistently achieving targets. 1.

Each KCRP must include clear procedures that have a high probability of achieving: a)

Client, end-user, and CSP requirements, and

b) Targets or specification limits. 2.

The CSP must have an approach that ensures the procedures for each KCRP are performed: a)

As intended.

b) In a consistent manner across all shifts and work teams, i.e., the CSP must minimize variation. 3.

Each KCRP must undergo a detailed end to end evaluation at least annually.

4.

KCRPs that exhibit wide variations in performance must be evaluated and corrected using the continuous improvement process described in 2.3 Corrective Action and Continuous Improvement.

2.3 Corrective Action and Continuous Improvement (80 points) The CSP must use a structured approach to identify and resolve the root cause(s) of poor performance for those Category 4.0 Performance metrics not consistently meeting requirements and targets. 1.

The CSP must use a structured problem solving approach to process improvement that: a)

Defines the problem

b) Analyzes data to determine causes c)

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Develops and implements solutions


d) Monitors and evaluates results 2.

The CSP must be able to demonstrate performance has improved as a result of its process improvement efforts. The CSP must have a minimum of three examples of improved performance using the process improvement methodology if the CSP is not meeting targeted performance levels for 75% or more of its required Service, Quality, Revenue, Cost, Client Satisfaction, and End-User Satisfaction metrics (4.7 Achieving Results).

2.4 Transaction Monitoring (100 points) The CSP must have an approach for monitoring transactions that is designed to meet CSP, client, and end-user requirements and targets. This approach must focus on two levels: (1) At the process level to identify and correct program-level issues that cut across multiple CSRs, and (2) At the CSR level to assess and improve the performance of individual CSRs. 1.

The CSP’s transaction monitoring approach at both the program and CSR levels must ensure: a)

All types of end-user transactions (e.g., calls, faxes, mail, web-based, e-mail, etc.) are monitored.

b) Both side-by-side and remote monitoring are performed on an on-going basis. Screen capture and voice recording applications cannot be substituted for sideby-side monitoring. c)

The methodology used to select the sample of transactions to be monitored is unbiased.

d) All information given and received by CSRs (e.g., information entered by CSRs into information systems) is included in monitoring. e)

End-User Critical Error Accuracy and Business Critical Error Accuracy are measured and managed. Non-Critical Error Accuracy must be managed and coached. End-User Critical Error Accuracy and Business Critical Error Accuracy must be monitored and assessed as distinct components. Non-Critical Error Accuracy (defined in the COPC® Glossary) and other attributes (e.g. professionalism, etc.) may be assessed separately or as one combined component. For example: End-User Critical Error Accuracy and Business Critical Error Accuracy are two components, Professionalism is a third component.


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f)

There must be a clear performance threshold, e.g., pass/fail, which must, at a minimum, be based on the CSR’s End-User Critical Error Accuracy and Business Critical Error Accuracy score. A CSR cannot pass monitoring if he/she makes Critical Errors.

g) Individuals performing monitoring are trained and calibrated quarterly using a quantitative approach that measures calibration at the attribute level in comparison to a reference or gauge. Calibration must ensure both: i)

Reference or gauge scores that are reflective of the end-user experience (i.e., the scores given by monitors for End-User Critical Error Accuracy should not be significantly different from those received in 4.2 End-User Satisfaction and Dissatisfaction) and those provided by the client.

ii) Consistency of evaluation among the monitors. 2.

The CSP must analyze monitoring results and take action at the program level. a)

The CSP must establish a monitoring frequency based on an understanding of the statistical implications of its sample size.

b) The CSP must identify program-level issues impacting performance. c) 3.

Action must be taken at the program level to improve performance.

The CSP must analyze monitoring results and take action at the individual CSR level. a)

Each CSR must be monitored on an on-going basis at least monthly.

b) New CSRs must be monitored at least once per week for at least their first month on the job. c)

There must be a plan for communicating the findings of all transactions monitored to CSRs, including both negative and positive feedback. The plan must specify the time frame and the format for delivering this feedback.

d) CSRs who pass transaction monitoring must receive the results of all of their monitorings and must be individually (one-on-one) coached on at least a sample of transactions that do meet target. e)

CSRs who fail a transaction monitoring must be: i)

Individually (one-on-one) coached on all transactions that do not meet target.

ii) Monitored more frequently in order to determine if the failure is an isolated case or symptomatic of poor performance. f)

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For CSRs who repeatedly fail transaction monitorings, corrective actions must be implemented. The CSP’s approach for corrective action must provide for removing CSRs who repeatedly perform critical errors from handling end-user transactions until effective corrective action is taken.


2.5 Forecasting, Staffing, and Scheduling (100 points) The CSP must forecast and schedule staffing requirements to meet transaction volume demands. 1.

Forecasting - The CSP must understand its historical volume, AHT or transaction handle time, and shrinkage, and must forecast future volume, for each type of transaction (e.g., calls, e-mails, web, faxes, mail) at a frequency that is appropriate based on the model used to establish demand requirements (2.5.2). a)

Forecast Accuracy of transactional volume must be measured and managed using CUIKA (see 2.6 CUIKA) for two forecasts: i)

Staffing Forecast – Must account for the operational lag time for both hiring and training. At a minimum, staffing forecast accuracy must be calculated at the weekly level.

ii) Scheduling Forecast – Must account for the operational lag time for scheduling (i.e., how far in advance schedules are established). At a minimum, scheduling forecast accuracy must be calculated at the daily level.

2.

Demand Requirements - The CSP must use two quantitative models. a)

The CSP must use a quantitative model to determine the number of staff required (this is often called a capacity plan model).

b) The CSP must use a quantitative model to create schedules for the staff required (often called a work force management [WFM] scheduling model). c)

Both models must incorporate forecasts from 2.5.1 for: i)

Average Handle Time or Transaction Handle Time

ii) Volume iii) Shrinkage

3.

iv) Targeted Service Level or Cycle Time Scheduling a)

Schedules that minimize the variation between demand requirements (from 2.5.2) and staff capacity must be established and implemented for the following intervals: i)

Phone and chat: 30 minute intervals

ii) Non-phone: Appropriate intervals for the targeted cycle time b) The CSP’s scheduling approach must clearly describe the “rules” for minimizing interval-level over- and understaffing. These rules must be consistent with the CSP’s statement of direction and implemented as designed. c)

The CSP must periodically (at least semi-annually):


29

i)

Evaluate its scheduling and work practices to identify those that are limiting its ability to staff to forecasted demand requirements.

ii)

Change the scheduling and work practices to minimize the variation between forecasted demand requirements and staff capacity.

d) Resulting schedules must be implemented as designed.

4.

Real Time Management – The CSP must use a structured approach for: a) Planning the staffing and scheduling for the near-term (e.g., current day and/or week) when the plan for the current day and /or week is inconsistent with the inputs used to create the original (locked) schedule, (e.g., if absenteeism, AHT, training, or volume, etc. is expected to be higher than originally forecast). b) Taking action during the day when actual performance is significantly different than assumptions used to create the forecast and/or the schedule (e.g., transaction volumes or Average Handle Time [Demand] are significantly above or below forecasted levels). c)

Taking action when abnormal conditions arise (e.g., telecommunications or system reduced availability/slowness or outage).

d) Measuring and managing Adherence (Supply) at the interval level. 5.

Managing the IVR - The CSP must use a structured approach to ensure the IVR is working as intended (e.g., calls are routed correctly, customers understand options so they select correctly, etc.).

2.6 CUIKA (80 points) The CSP must CUIKA all of the required Category 4.0 Performance data. The CSP must collect, analyze, and use performance data to enable the CSP to achieve its end-user satisfaction, client satisfaction, service, quality, cost, and employee performance targets. For all performance metrics required in Category 4.0 Performance, the CSP must ensure that the data: 1.

Are Collected.

2.

Are Useable; in particular, targets must be clearly identified and enough data must be provided to discern trends. Targets must be set with respect to high performing benchmarks where appropriate.

3.

Have Integrity. All data must be: a)

Relevant: reflect what the requirement intended to be measured.

b) Objective: the methodology used to gather the data is unbiased. c)

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Accurate: numerically correct and not misleading.


d) Representative: reflect the underlying population. 4.

Are Known by the appropriate personnel. This includes the requirement that the appropriate CSP personnel understand the statistical validity of the metrics they use that are based on samples (e.g., Critical error accuracy and client and end-user satisfaction, etc.). This understanding must include knowledge of the precision (confidence interval) of the sampled performance results.

5.

Lead to Actions if results fall below targets. The CSP must be able to demonstrate that performance has improved as a result of its Actions.

2.7

End-User Privacy (40 points)

The CSP must protect end-user sensitive and proprietary data and information. 1.

The CSP must have a documented privacy policy that considers any legal requirements and defines how end-user privacy will be protected. External CSPs must include in this policy those end-user data and information considered by clients to be sensitive and proprietary.

2.

The CSP must document its procedures for protecting end-user privacy.

3.

The CSP must verify that these procedures are implemented as designed and effectively protect end-user privacy.

4.

Any violations of this privacy policy must be considered a critical error.

2.8 Data and Information Availability and Update (40 points) The CSP must make relevant and up-to-date data and information accessible by all staff who need the data and information to do their jobs effectively. 1.

The processes used by the CSP to manage data and information must include mechanisms for: a)

Providing relevant data and information to all appropriate staff.

b) Making changes (whether required by clients or end users or internally generated) to the data and information. c)

Communicating these changes to all relevant staff in a timely manner and verifying that they understand and use the new data and information.

d) Preventing unauthorized revisions. e)

Removing obsolete data and information.


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3.0 People Meeting performance targets and improving performance levels requires a workforce that is appropriately skilled, knowledgeable, and motivated. Category 3.0 requires that CSPs have people management approaches that enable all staff to effectively and efficiently deliver quality products and services. 3.1 Defining Jobs, Recruiting and Hiring (70 points) The CSP must have clear, written definitions of the minimum skills and knowledge required for each Key Customer-Related (KCR) job2. The CSP must acquire staff which have a high probability of successfully performing their KCR jobs. 1.

For each KCR job, the CSP must demonstrate that the required minimum skills and knowledge are appropriate to the job and cover all skills and knowledge required to perform the job, not just those required to be hired for the position. a)

Minimum skills for phone CSRs must include but may not be limited to: i)

Ability to use the phone system

ii)

Ability to use the desktop computer system

iii) Keyboarding skills iv) Customer service skills v)

Knowledge of product

vi) Knowledge of procedures b) Minimum skills for e-mail and written correspondence CSRs must include but may not be limited to writing skills. c)

Minimum skills for supervisors must include but may not be limited to knowledge of client and end-user requirements.

2.

The required minimum skills and knowledge to perform the job must be verifiable (see 3.3 Verifying Skills and Knowledge).

3.

The CSP must establish a list of minimum hiring requirements of the individuals to be hired for each KCR job.

4.

The CSP’s recruiting and hiring approaches must identify and successfully recruit individuals with these minimum requirements.

2

KCR jobs include those that deliver CSR training and perform transaction monitoring.

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5.

Those recruited with these minimum hiring requirements must have a high probability of successfully performing their KCR jobs.

3.2 Training and Development (70 points) The CSP must provide the training and development required of all staff performing KCR jobs3, to acquire and maintain the skills and knowledge required for their positions. 1.

For all staff in all KCR jobs, training must be provided for all the minimum skills and knowledge required for the KCR jobs (see 3.1 Defining Jobs, Recruiting and Hiring), unless staff are hired with these minimum skills and knowledge.

2.

The CSP’s approach to training and development must be formally defined for all KCR jobs. The CSP’s approach must : a)

Identify the setting or methodology (e.g., classroom, in-queue, on-the-job (OJT), or computer-based).

b) List the specific skills and knowledge required for each minimum skill. For example, if the minimum skill is “how to use the desktop computer system”, the specific skills and knowledge would include a list of all programs, information, and data that a CSR would need to access on the desktop computer system. c)

Identify the personnel authorized to provide the training.

d) Define the desired or required outcome that can be verified (see 3.3 Verifying Skills and Knowledge). 3.

There must be formal retraining for existing staff if skill and knowledge requirements change.

4.

The CSP must develop clear decision criteria to determine at what point formal training and/or formal verification are required. The CSP must identify the types of changes requiring formal training.

3.3 Verifying Skills and Knowledge (80 points) The CSP must verify that all staff (including indefinite and temporary staff) in KCR jobs4 have the skills and knowledge required for their jobs. 1.

For all staff in all KCR jobs (including existing staff), all minimum skills and knowledge defined in 3.1 Defining Jobs, Recruiting and Hiring must be verified prior to allowing staff to perform the job.

2.

The verification process for all staff in KCR jobs must include:

3



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a)

Objective performance thresholds that are linked to the minimum requirements (including all minimum skills and knowledge) of the position.

b) Staff that pass the minimum performance thresholds, must be able to perform satisfactorily on the job (e.g., pass transaction monitoring). c)

Documentation (e.g., tests, scores, dates) that can be audited.

d) Action plans for staff that fail to demonstrate the required skills and knowledge. e)

Indefinite and temporary staff performing similar roles must be verified in the same manner.

f)

Annual re-verification of skills and knowledge.

g) Re-verification of skills and knowledge following changes in program, procedures, systems, etc. h) The CSP must develop clear decision criteria to determine at what point formal training and/or formal verification are required. The CSP must identify the types of changes requiring skills and knowledge verification. 3.

If the verification process requires multiple observations with sign-off the following are required: a)

Initial Verification: There must be at least two observations at two different times by a lead, supervisor, manager, or trainer.

b) Annual Re-verification: There must be at least one observation by a lead, supervisor, manager, or trainer.

3.4 Staff Performance Management (40 points) The CSP’s approach to evaluating individual CSR performance should support and must not work at cross purposes with the CSP’s statement of direction and business performance targets. 1.

For indefinite staff and for temporary staff in CSR jobs with end dates of more than one year, the CSP must review each individual’s performance as compared with objectives and identify areas for improvement at least annually.

2.

Evaluations must consider and be consistent with the findings from skills and knowledge verification (Item 3.3) and transaction monitoring (Item 2.4).

3.

Evaluations should support and must not work at cross purposes with the CSP’s statement of direction and business performance targets.

4


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3.5 Managing Staff Feedback (40 points) The CSP must use a structured approach for proactively soliciting, evaluating, and taking appropriate action on feedback obtained from CSRs and Supervisors. 1.

The approach must include proactively soliciting feedback from CSRs and Supervisors at least quarterly on a broad range of topics including: a.

Process improvement opportunities and recommendations.

b.

The attributes (drivers) of staff attrition, absenteeism, and satisfaction and the CSP’s current performance relative to each of these drivers.

2.

The CSP must evaluate, aggregate, and analyze the feedback received from staff.

3.

Effective corrective action plans must be developed for addressing the feedback received that has the highest potential impact on the business.

4.

The CSP must ensure corrective action plans effectively address identified opportunities and gaps.


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4.0 Performance The goal of the COPC-2000® CSP Standard is to help CSPs achieve high and ever-increasing levels of client and end-user satisfaction, product and service performance, and efficiency. The approaches described in 2.2 Process Capability and 2.3 Corrective Action and Continuous Improvement, are used to drive improvement in Category 4.0 Performance metrics. All Category 4.0 metrics must be compliant with Level and Trend requirements. 4.1 Client Satisfaction and Dissatisfaction (100 points) The CSP must measure and manage client satisfaction and dissatisfaction. Client Satisfaction 1.

The CSP must quantify at the program level, across multiple programs for a client, and at the entity level across clients: a)

Overall client satisfaction.

b) Client satisfaction with specific attributes (e.g., responsiveness, accuracy, report timeliness). 2.

Satisfaction must be measured and analyzed at least annually.

3.

Targets must be set consistent with the statement of direction using comparative data representative of high-performing organizations. Comparative data must be updated at least every two years.

4.

Data must be gathered from each of the clients that collectively represent at least 80% of the CSP’s transaction volume or revenue. A representative sample from clients representing the remaining 20% of volume or revenue must also be included.

5.

This requirement may be waived if the CSP has used every effort (including surveys, calls, meetings, etc.) to obtain client satisfaction data and the client refuses to respond to client surveys. In this case, the CSP must show that the data obtained from other clients are sufficient to manage the business.

Client Dissatisfaction 6.

A client complaint is broadly defined as any negative comment (received in person or by phone, mail, fax, e-mail, etc.) about any aspect of the CSP’s products, services, staff, or agents.

7.

The CSP must manage complaints and other key indicators of client dissatisfaction.

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a)

The CSP must collect client dissatisfaction data from 100% of the clients and programs.

b) The CSP must take action on all client complaints. i)

There must be a process for responding to each client complaint.

ii) This process must include the tracking of either “On-time to Respond” or “On-time to Resolve” metrics.

4.2 End-User Satisfaction and Dissatisfaction (200 points) The CSP must measure and manage end-user satisfaction and dissatisfaction. 1.

The CSP must identify, quantitatively assess, and understand the relative importance of each of the attributes (e.g., responsiveness or accuracy) which drive end-user satisfaction and dissatisfaction.5

2.

The CSP must quantify at the program level, across multiple programs for a client, and at the entity level across clients: a)

Overall end-user satisfaction and dissatisfaction.

b) End-user satisfaction and dissatisfaction with each of the attributes which drive end-user satisfaction and dissatisfaction. If an IVR is utilized, satisfaction with the IVR must be included as an attribute. 3.

End-user satisfaction and dissatisfaction must be measured and analyzed at least every six months.

4.

Targets for end-user satisfaction and dissatisfaction must be set consistent with the statement of direction using comparative data representative of high-performing organizations. Comparative data must be updated at least every two years.

5.

Samples must be representative.

6.

Data must be obtained from 80% of the CSP’s programs, clients, or end users as defined by transactions or revenue.

7.

Samples must include all types of end-user transactions performed by the CSP in approximate proportion to the CSP’s volumes as defined by transaction volume or revenue.

8.

This requirement to collect end-user satisfaction and dissatisfaction data may be waived if a client refuses to allow the CSP to contact end-users and will not provide end-user satisfaction and dissatisfaction data to the CSP in a manner that is compliant to the requirements of the COPC-2000® CSP Standard. In this case, the CSP must: a)

Prove it has used every effort to obtain end-user satisfaction data. Effort needs to be made on an ongoing basis at least annually.


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b) Ensure one of the following: i)

Data is obtained from a majority of the CSP’s programs as defined by transactions or revenue OR

ii) The CSP has an effective complaint management system. “Effective” is defined as: (1) Complaints are defined broadly as any negative comment (received in person or by phone, mail, fax, e-mail, etc.) about any aspect of the CSP’s or client’s products, services, staff, or agents. (2) The CSP must measure and manage end-user complaints at the program level, across multiple programs for a client, and at the entity level across clients. (3) End-user complaints must be: (a) Collected on an ongoing basis. (b) Tracked and recorded by cause or symptom. (c) Analyzed quarterly. (4) The CSP must be able to demonstrate that its approach results in the collection of complaints from 80% of the CSP’s programs, clients or endusers as defined by transaction volume or revenue, and includes a representative sample, if a sample approach is used. (5) Action must be taken on end-user complaints that are controllable by the CSP.

4.3 Service and Revenue Performance (150 points) The CSP must measure and manage the service and revenue performance of each Key Customer-Related Process (KCRP) and Key Support Process (KSP) performed by the CSP or a Key Supplier. The objective of this is to achieve high performance levels and to improve performance where levels achieved are below targets. 1.

For each Exhibit 1 KCRP and KSP that the CSP or a Key Supplier performs, the CSP must use all of the service and revenue metrics listed in Exhibit 1.

2.

For each KCRP not listed in Exhibit 1 that the CSP or a Key Supplier performs, the CSP must use on-time and backlog metrics and, as appropriate, yield metrics.

3.

For each KSP not listed in Exhibit 1 that the CSP or a Key Supplier performs, the CSP must use, as appropriate, on-time and backlog metrics.

5

End-user dissatisfaction must be assessed using a satisfaction survey instrument. In addition, other forms of end-user dissatisfaction (such as complaints and returns) may also be included in this assessment.

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4.

The CSP must use any service and/or revenue metrics required by clients that are not included in Exhibit 1.

5.

Data must be gathered from 100% of the data; sampling is not permitted. These data must be analyzed at least monthly.

6.

Data must be maintained for all service and revenue metrics on a continuous basis. A minimum of three continuous months of data is required for each newly-implemented KCRP service and revenue metric and each KSP service metric.

7.

The CSP must establish targets for each service and revenue metric that are consistent with the CSP’s statement of direction.

8.

The CSP must establish targets for each service metric based on comparative highperforming organizations. The CSP must gather comparative data representative of the results achieved by high-performing organizations for service metrics at least every two years. These data do not have to be at the specific KCRP level; they can be more generic and can come from other industries, e.g., manufacturing.

4.4

Quality Performance (150 points)

The CSP must measure and manage the quality performance of each Key Customer-Related Process (KCRP) and Key Support Process (KSP) performed by the CSP or a Key Supplier. The objective of this is to achieve high performance levels and to improve performance where levels achieved are below targets. 1.

For each Exhibit 1 KCRP and KSP that the CSP or a Key Supplier performs, the CSP must use all of the quality metrics listed in Exhibit 1.

2.

For each KCRP not listed in Exhibit 1 that the CSP or a Key Supplier performs, the CSP must use accuracy metrics.

3.

For each KSP not listed in Exhibit 1 that the CSP or a Key Supplier performs, the CSP must use, as appropriate, accuracy metrics.

4.

The CSP must use any quality metrics required by clients that are not included in Exhibit 1.

5.

These data must be analyzed at least monthly.

6.

Data must be maintained for all quality metrics on a continuous basis. A minimum of three continuous months of data is required for each newly-implemented KCRP quality metric.

7.

The CSP must establish targets for each quality metric that are consistent with the CSP’s statement of direction.


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8.

The CSP must establish targets for each quality metric based on comparative highperforming organizations. The CSP must gather comparative data representative of the results achieved by high-performing organizations for quality metrics at least every two years. These data do not have to be at the specific KCRP level; they can be more generic and can come from other industries, e.g., manufacturing.

4.5 Cost and Efficiency Performance (150 points) The CSP must measure and manage its process-level efficiency. 1.

The CSP must demonstrate it understands the cost savings from realized efficiency gains.

2.

The efficiency metrics used by the CSP must include units of input compared to units of output.

3.

For each Exhibit 1 KCRP that the CSP performs, the CSP must use all of the efficiency metrics listed in Exhibit 1.

4.

For each KCRP not listed in Exhibit 1 that the CSP performs, the CSP must use an efficiency metric.

5.

CSPs must use any efficiency metrics required by clients that are not included in Exhibit 1.

6.

100% of efficiency data must be collected; sampling is not permitted. These data must be analyzed at least monthly.

7.

Data must be maintained for all cost and efficiency metrics on a continuous basis. A minimum of three continuous months of data is required for each cost and efficiency metric of a newly-implemented KCRP.

8.

The CSP may combine the tracking of efficiency metrics from several KCRPs if the CSP uses “blended” staff (i.e., staff handling a mix of call, electronic and nonelectronic transactions) to process transactions.

9.

The CSP must establish targets for each cost and efficiency metric that are consistent with the CSP’s statement of direction.

4.6 Staff Attrition and Absenteeism (100 points) The CSP must measure and manage staff attrition for CSRs and Supervisors and absenteeism for staff in CSR jobs.

1.

40

The CSP’s measurement of staff attrition must:


a)

Be measured by staff category (by job type, e.g., Supervisors, CSRs, etc.) for CSRs and Supervisors at the entity and program levels, and analyzed at least quarterly. CSRs who move from one program to another program in the entity are considered attrition at the program level (but not the entity level) if their positions are “backfilled.”

b) Be reported as an annualized percentage. c)

Include both voluntary and involuntary departures.

d) Be defined as voluntary or involuntary staff departure before the position’s end date for temporary positions. e) 2.

Be tracked whether the position is filled with a CSP employee or with an employee of a staffing/recruiting firm.

The CSP’s measurement of staff absenteeism (unscheduled shift absences) must a)

Be measured at the entity and program levels and analyzed at least quarterly.

b) Track absences for CSRs (fulfillment centers must track absences for pick – pack –shippers, assemblers and material handlers), but not leads, supervisors, or other KCR jobs. c)

Be tracked whether staff are employed by the CSP or a staffing/recruiting firm. The CSP is responsible for understanding statistics tracked by its staffing/recruiting firms.

3.

The CSP must understand the costs of attrition and absenteeism and the impact of each on service, quality, and end-user satisfaction. The CSP must establish targets for attrition and absenteeism based on an understanding of these implications, other business requirements (e.g., internal transfers are often desirable or a center being eliminated may experience a higher than usual absenteeism rate), and labor conditions. If comparative data are used for setting targets, these data must be updated at least every two years.

4.

CSPs must use any attrition and absenteeism metrics required by clients.

4.7 Achieving Results (150 points) The CSP must achieve targeted levels and exhibit sustained improvement in a majority of its required Service, Quality, Revenue, Cost, and Client and End-User Satisfaction metrics. 1.

Service, Quality, Revenue, Cost, and Client and End-User Satisfaction metrics included in this calculation include those metrics required in Items 4.1, 4.2, 4.3, 4.4, and 4.5 plus any client-required metrics. Key Support Process (KSP) metrics are not included in this calculation.

2.

The CSP must: a)

Meet or exceed targeted performance levels for a minimum of 50% of these performance metrics and


41

b) Meet or exceed targeted performance levels or exhibit sustained improvement in a total of 75% of these performance metrics. 3.

“Meeting targeted performance levels” is defined as meeting targeted performance levels in at least three-quarters (3/4ths) of the time periods for each metric. a)

For initial certifications, “meeting targeted performance levels” will be calculated based on a minimum of six consecutive months of data for a minimum of 90% of the required performance metrics. However, only three consecutive months of data are required for newly implemented metrics.

b) For re-certifications to the COPC-2000® CSP Standard, “achieving targeted levels” will be calculated based on 12 months of data for each metric. c)

4.

“Meeting targeted performance levels” is based by metric. As an example, for a CSP with 100 metrics, to be certified, the CSP would have to achieve its target at least three-fourths (3/4ths) of the time in 50 of the 100 metrics.

Definitions: a)

“Sustained improvement” is defined as three consecutive data points which are statistically significantly above the previous performance level. The three points do not have to demonstrate successive improvement, i.e., each point does not have to demonstrate higher performance than the previous data point, but all three data points have to be statistically significantly above the previous performance level.

b) “Previous performance level” is defined as the average of the previous three data points (or the average of the previous data points if fewer than three data points are available). 5.

Required metrics without a target, e.g., volume, are not included in this calculation.

6.

Required metrics that do not meet CUI (of CUIKA) requirements will be considered to be neither meeting/exceeding targeted performance levels nor exhibiting sustained improvement.

7.

CSPs seeking certification to the COPC-2000® CSP Standard for an Entity involving multiple locations, services (within or across locations), or major subgroups (of clients or programs), must meet or exceed targeted performance levels or exhibit sustained improvement trends for the required Service, Quality, Revenue, Cost, and Client and End-User Satisfaction performance metrics for each: a)

Location in the Entity.

b) Service (e.g., customer service, tech support, outbound, fulfillment, e-commerce, collections, healthcare insurance, business process outsourcing). c) 8.

42

Major sub-group in the Entity.

To calculate whether it is compliant with the 50% and 75% requirements of this Item, the CSP must assess its performance on the required Service, Quality, Revenue, Cost,


and Client and End-User Satisfaction metrics at the levels indicated in the following table:

Metrics included in calculations for Item 4.7 (by level) Client Program

Item 4.1 Client Satisfaction and Dissatisfaction 4.2 End-User Satisfaction and Dissatisfaction 4.3 Service and Revenue Performance

4.4 Quality Performance

4.5 Cost and Efficiency Performance

Overall Client Satisfaction

Overall End-User Satisfaction Overall End-User Dissatisfaction All KCRP metrics except: Those managed at the entity or client levels and which have the same targets All KCRP metrics except: Those managed at the entity or client levels and which have the same targets All KCRP metrics except: Those managed at the entity or client levels and which have the same targets


43

Exhibits Exhibit 1 Requirements Exhibit 1 identifies KCRPs and KSPs for an inbound customer contact service center, a fulfillment center, a technical support center, an outbound contact management center, an ecommerce center, a collections center, a healthcare insurance center, a business process outsourcing (BPO) center, and a face to face operation. Over time, additional functions will be added to Exhibit 1. The examples of specific metrics provided in Exhibits 1A through 1I (introduced by “e.g.” and set off in parentheses) are intended to clarify (but not limit) the scope and focus of the measures required to be tracked by the CSP. These “e.g.’s” are illustrative only and are not specifically required by the COPC-2000® CSP Standard. Several options for some of the required metrics are presented in the material that follows. For each KCRP not listed in Exhibit 1 that the CSP performs, the CSP must use on-time, backlog, accuracy, efficiency, and, as appropriate, yield metrics.6 For each KCRP not listed in Exhibit 1 that a Key Supplier performs, the CSP must use ontime, backlog, accuracy, and, as appropriate, yield metrics.7 For each KSP not listed in Exhibit 1 that the CSP or a Key Supplier performs, the CSP must use, as appropriate, on-time, backlog, and accuracy metrics.8

On Time and Cycle Time 1.

The CSP must clearly define the cycle time used to measure on-time performance. 100% of On-time data must be collected; sampling is not permitted. On-time data must be monitored daily and analyzed monthly.

2.

For non-phone transactions the CSP can track on time to either 1) what was processed or 2) what should have been processed.

3.

On-time shipping (fulfillment) requires a clear definition of cutoff times.

4.

On time for phone and chat transactions: a)

If service level is the metric used for phone and chat transactions, the CSP must track on-time based on the number of calls/chat sessions offered, not the number of calls/chat sessions answered.

b) If average speed of answer (ASA) is used as the metric for on-time processing of calls or electronic transactions, the CSP must identify and CUIKA the monthly distribution of transactions by answer speed around the average. 6

These requirements are enumerated in 4.3.2, 4.4.2, and 4.5.4. These requirements are enumerated in 4.3.2 and 4.4.2. 8 These requirements are enumerated in 4.3.3 and 4.4.3. 7


45

5.

For programs in which clients determine staffing levels, the CSP must track and CUIKA schedule attainment. For these programs, the CSP must CUIK, but does not have to take action on, on-time performance.

Backlog 1.

For non-phone KCRPs, this measure must include aging, using appropriate time frames (or “buckets”) to categorize the age of the items in backlog. The initial bucket cannot be longer than the cycle time requirement; for example, if the cycle-time requirement is 8 hours, the first bucket in late backlog must be no greater than “0–8 hours late.”

2.

100% of Backlog data must be collected; sampling is not permitted. Backlog must be managed daily and “average time late” measured, trended, and analyzed monthly. “Average time late” must be measured with a weighted monthly average of daily snapshots. Non-late items may not be included in this calculation.

Accuracy 1.

The appropriate metric for accuracy is “percent correct,” “percent defective,” or “defective parts per million (dppm)”.

2.

Accuracy data may be sampled. All accuracy data must be analyzed monthly.

3.

CSPs must track End-User Critical Error Accuracy and Business Critical Error Accuracy. Non-Critical Error Accuracy must be managed and coached. a)

CSPs must track End-User Critical Error Accuracy and Business Critical Error Accuracy by unit (e.g., one mistake in an e-mail means the entire e-mail is defective).

Contact Resolution 1.

Issue Resolution, First Contact Resolution, or First Call Resolution must be tracked.

2.

The CSP must analyze Contact Resolution results at least quarterly and understand the correlation between these results and End-User Satisfaction.

Revenue Generation 1.

The CSP must track Conversion Rate or Conversion Volume for those programs in which sales are required.

Processing Transactions Direct from Clients 1.

The CSP must use all required metrics for all methods of receiving transactions, covering all points of communication (e.g., direct to warehouse, through account management).

2.

Controllable and uncontrollable causes must be identified when performance targets are not met. Actions must be taken to address controllable causes.

46


Processing Exceptions 1.

The requirements for Processing Exceptions apply to exceptions experienced in the following KCRPs: Processing end-user calls, processing non-electronic transactions, processing electronic transactions, processing transactions direct from outsourcers, processing end-user payments, and a number of business process outsourcing (BPO) KCRPs.

Managing the IVR 1.

If an IVR is used to only route calls to the appropriate CSR queue and/or for self service, the CSP must measure and manage at least one of the most appropriate of the following metrics monthly: a)

Self Service Rate

b) Assisted Transfers c)

Abandonment Rate

d) Opt-Out Rate e)

Routing Accuracy

Telecommunications: Blocked Transactions 1.

A minimum of one blocked transaction metric (e.g., network, trunk, and PBX busy) must be tracked at least quarterly. a)

Blocked transactions may be measured as the amount of time the network(s), trunk(s), or PBX are at capacity.

b) This frequency must be increased if end-user satisfaction and dissatisfaction data indicates an issue with customer access.

Forecasting Volume Accuracy 1.

Forecast Accuracy for volume must be CUIKA’d for two forecasts – Staffing Forecast and Scheduling Forecast. a)

Staffing – Must account for the operational lag time for both hiring and training. At a minimum, staffing forecast accuracy must be calculated at the weekly level.

b) Scheduling – Must account for the operational lag time for scheduling (i.e., how far in advance schedules are established). At a minimum, scheduling forecast accuracy must be calculated at the daily level.


47

EXHIBIT 1A: Inbound Customer Contact Center Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards.

Satisfaction and Dissatisfaction Client Satisfaction and Dissatisfaction

End-User Satisfaction and Dissatisfaction

Attrition and Absenteeism Attrition

Absenteeism

Description Assessing how satisfied/dissatisfied Clients are with the service(s) provided by the CSP.

Assessing how satisfied/dissatisfied End-Users are with the service(s) provided by the CSP.

Required Internal Metrics

Item

1

Overall Client Satisfaction - Must track overall Client Satisfaction, at the program level, at the client level, and at the entity level (Only client level metrics are included in the calculation of Levels and Trends and 4.7 Achieving Results)

4.1

2

On Time Complaint Handling – Must track either on time to resolve or on time to respond to client complaints

4.1

3

Overall End-User Satisfaction – Must track overall end-user satisfaction at the program level, at the client level, and at the entity level. (Only program level metrics are included in the calculation of Levels and Trends and 4.7 Achieving Results)

4.2

4

Overall End-User Dissatisfaction – Must track overall end-user dissatisfaction at the program level, at the client level, and at the entity level (Only program level metrics are included in the calculation of Levels and Trends and 4.7 Achieving Results)

4.2

Description


Assessing the rate of staff departures for Agents and Team Leaders.

Calculating the amount of time that is lost due to unscheduled absenteeism.

Item

5

CSR Attrition - Annualized attrition of CSR staff calculated at both the program and entity level (Both entity and program level metrics are included in the calculation of Levels and Trends)

4.6

6

Team Leader Attrition - Annualized attrition of Team Leader staff calculated at both the program and entity level (Both entity and program level metrics are included in the calculation of Levels and Trends)

4.6

7

CSR Absenteeism (e.g., % of hours lost through absenteeism) Must be measured at the program and entity levels (Only program level metrics are included in the calculation of Levels and Trends)

4.6


49


KCRP Processing inbound end-user calls

50

Description Answering end-user pre-sale and post-sale inquiries and processing end-user orders received by phone.


Item

8

On Time- Must track Service Level (i.e., percent of calls answered within target time period), Average Speed of Answer (ASA), or Schedule Attainment (programs in which clients determine staffing levels)

4.3

9

Abandonment Rate (e.g., % of transactions abandoned before being answered by a live CSR)

4.3

10

Schedule Adherence (e.g., actual work time to scheduled work time based on time of day and type of work)

2.5/4.3

11

End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)

2.4/4.4

12

Business Critical Error Accuracy (e.g., accuracy rate of business affecting critical errors of calls monitored)

2.4/4.4

13

Compliance Critical Error Accuracy (e.g., accuracy rate of compliance critical errors of calls monitored)

2.4/4.4

14

Non-Critical Error Accuracy (e.g., accuracy rate of attributes that do not make the entire call defective, including soft skills, professionalism, and many data input errors)

2.4/4.4

15

Contact Resolution - Must track Issue Resolution, First Contact Resolution, or First Call Resolution

4.4

16

Revenue Generation - Must track conversion rate (e.g., percent of calls with a sale) or conversion volume (e.g., dollars sold)

4.3

17

Volume (e.g., number of calls received per period)

18

CSR Utilization - Must be calculated as (transaction handle time + available time)/(paid time)

4.5

19

AHT- Must be calculated as (transaction handle time)/(number of transactions processed)

4.5

20

Cost per Unit or Occupancy - Must track cost per unit (e.g., cost per unit sold, cost per transaction, cost per delivered revenue, cost per sale or cost per subscriber) or occupancy [(transaction handle time)/(transaction handle time + available time)]

4.5

21

Cost per Unit (e.g., cost per unit sold, cost per transaction, cost per delivered revenue, cost per sale or cost per subscriber)

4.5

22

Occupancy - Must be calculated as (transaction handle time)/(transaction handle time + available time)

4.5

23

Productivity - Must be calculated as (transaction handle time)/(paid time)

4.5



KCRP Processing web chat contacts

Description


Processing or hosting web chat lines (e.g., technical support, online Q&A).

Item

24

On Time- Must track Service Level (i.e., percent of chats answered within target time period), Average Speed of Answer (ASA), or Schedule Attainment (programs in which clients determine staffing levels)

4.3

25


2.5/4.3

26


4.3

27

End-User Critical Error Accuracy (e.g., accuracy rate of end-user affecting critical errors of transactions monitored)

2.4/4.4

28

Business Critical Error Accuracy (e.g., accuracy rate of business affecting critical errors of transactions monitored)

2.4/4.4

29

Compliance Critical Error Accuracy (e.g., accuracy rate of compliance critical errors of transactions monitored)

2.4/4.4

30

Non-Critical Error Accuracy (e.g., accuracy rate of attributes that do not make the entire transaction defective, including soft skills, professionalism, and many data input errors)

2.4/4.4

31


4.4

32


4.3

33

Volume (e.g., number of chat sessions received per period)

34


4.5

35


4.5

36


4.5

37


4.5

38


4.5

39


4.5


51


KCRP Processing inbound nonelectronic transactions

Processing inbound electronic transactions

52

Description Processing faxes, mail, and other non-electronic transactions.

Processing e-mail, web-based, or other electronic transactions. This does not include bulk transactions provided direct from clients (see below).


Item

40

On Time- Must track Service Level (i.e., percent of transactions processed within target time period) or Schedule Attainment (programs in which clients determine staffing levels)

4.3

41

Backlog (e.g., average time late of transactions not processed on time)

4.3

42


2.5/4.3

43

End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)

2.4/4.4

44


2.4/4.4

45


2.4/4.4

46


2.4/4.4

47

Volume (e.g., number of faxes received per period)

48

Efficiency (e.g., average processing time per transaction, transactions processed per hour, cost per transaction)

4.5

49


4.3

50


4.3

51


2.5/4.3

52


2.4/4.4

53


2.4/4.4

54


2.4/4.4

55


2.4/4.4

56


4.4

57

Volume (e.g., number of transactions received per period)

58



4.5


KCRP Processing callbacks

Processing escalations (internal)

Processing escalations (to client)

Description


Outbound calls to end users with solutions that could not be resolved on the end-user’s first call, but do not require escalation.

Responding to inquiries that have been escalated from one level to another (e.g., Level 1 to Level 2).

Inquiries that cannot be resolved by the CSP and must be forwarded to the client.

Item

59


4.3

60

Backlog (e.g., average time late of callbacks not made on time)

4.3

61


2.5/4.3

62


2.4/4.4

63


2.4/4.4

64


2.4/4.4

65


2.4/4.4

65

Volume (e.g., number of callbacks required per period)

66

Efficiency (e.g., average handle time, CSR utilization, or cost per call)

4.5

67

On Time- Must track On Time (e.g., On Time response) or Schedule Attainment (programs in which clients determine staffing levels)

4.3

68

Backlog (e.g., average time late of escalations not responded to on time)

4.3

69


2.5/4.3

70


2.4/4.4

71


2.4/4.4

72


2.4/4.4

73

Volume (e.g., number of escalations per period by level)

74

Efficiency (e.g., average handle time, CSR utilization, or cost per escalation)

4.5

75

Rate (e.g., percent of calls requiring escalation to the client)

4.4

76

Volume (e.g., number of escalations per period to client)


53


KCRP Processing transactions direct from clients

Processing enduser payments

54

Description Processing transactions that are received in bulk from clients. These can be received either electronically or manually.

Processing cash, check, credit card, and other monetary transactions for end users on behalf of clients. Might also include invoicing end users.


Item

77

On Time- Must track On Time (e.g., On Time application processing) or Schedule Attainment (programs in which clients determine staffing levels)

4.3

78


4.3

79


2.5/4.3

80


2.4/4.4

81


2.4/4.4

82


2.4/4.4

83


2.4/4.4

84


85


86

On Time- Must track On Time (e.g., On Time credit card processing) or Schedule Attainment (programs in which clients determine staffing levels)

4.3

87

Backlog (e.g., average time late of payments not processed on time)

4.3

88


2.5/4.3

89


2.4/4.4

90


2.4/4.4

91


2.4/4.4

92

Volume (e.g., number of checks received per period)

93



4.5

4.5

EXHIBIT 1A: Inbound Customer Contact Center Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing exceptions

Managing the IVR

Description


Processing what is typically referred to as “non-compliant” transactions (e.g., checks over/short, incomplete applications, and incomplete orders).

Providing and maintaining IVR hardware and software used to route an end user to automated information or to the appropriate CSR queue.

Item

94

On Time- Must track On Time (e.g., On Time processing) or Schedule Attainment (programs in which clients determine staffing levels)

4.3

95

Backlog (e.g., average time late of exceptions not processed on time)

4.3

96


2.5/4.3

97


2.4/4.4

98


2.4/4.4

99


2.4/4.4

100


2.4/4.4

101

Volume (e.g., number of exceptions received per period) IVR Effectiveness – Must track at least one of the most appropriate of the following metrics:

2.5

102

Self Service Rate (e.g., total interactions completed using selfservice functionality divided by the total number of offered transactions eligible for self service)

2.G.A/4.3

103

Assisted Transfers (e.g., % of transactions that complete ‘partial self-service’ and result in reduced processing time for the portion of the call processed by a CSR)

2.G.A/4.3

104

Abandonment Rate (e.g., % of callers who contact the IVR, perform no meaningful task, and abandon)

2.G.A/4.3

105

Opt-Out Rate (e.g., % of callers who contact the IVR, may or may not perform some meaningful activity, but opt out to a CSR)

2.G.A/4.4

106

Routing Accuracy (e.g., % of transactions that do not require a transfer after processing/routing by the IVR)

2.G.A/4.4


55


Case Management KCRP Case Management: Closing Cases

KSP Reporting performance to clients

Invoicing clients

Telecommunications (Technology )

Managing information systems (Technology )

56

Description Closing Cases that have been resolved or when the business rules for number of attempts to reach a customer to confirm resolution has been exceeded.

Required Internal Metrics 154

On Time Closure of Resolved Cases (e.g., On Time processing of case closure)

4.3

155

Case Backlog - Average Time Late for cases unclosed but resolved

4.3

156


2.4/4.4

157


2.4/4.4

158


2.4/4.4

159


2.4/4.4

160

Volume (e.g., number of cases received per period)

Description Reporting information as required by clients. Commonly referred to as daily, weekly, or monthly reports. Invoicing clients for services rendered.

Providing and maintaining telecommunications hardware, software and services (e.g., long distance service, local line service, telecommunication switch, CSR phones, and call management software). Providing and maintaining hardware and software supporting the information systems (e.g., order management system, knowledge base, CSR terminals or personal computers).

Item


Item

161

On Time (e.g., percent reports sent On Time)

4.3

162

Backlog (e.g., average time late of reports not sent on time)

4.3

163

Critical Error Accuracy (e.g., report accuracy rate)

4.4

164

On Time (e.g., On Time invoicing)

4.3

165

Backlog (e.g., average time late of invoices that are not processed on time)

4.3

166

External Accuracy (e.g., value of credits as percent of value invoiced)

4.4

167

Internal Accuracy (e.g., error rate found by internal review of invoices)

4.4

168

Uptime/Accessibility (e.g., % of time the system is fully functional, % of time lines are fully available)

4.3

169

Blocked Transactions (e.g., the number of calls not received due to network, trunk, or PBX limitations and /or settings)

4.3

170

Uptime/Accessibility (e.g., % of time the system is fully functional)

4.3

171

System Latency - There is no convincing measure for system latency, however where there is evidence of business impact due to system latency, it should be assessed by a sampling approach through side by side monitoring.

4.3



KSP

Description


Item

Providing internal helpdesk (Technology )

Responding to staff requests to fix (or add/move/change) telecommunications or information systems equipment.

172

On Time (e.g., on time by severity level)

4.3

173

Quality (e.g., accuracy of solution/fix)

4.4

Managing the Knowledgebase (Technology )

Keeping the knowledgebases up to date and accurate.

174

On Time (e.g., On Time processing of information updates within targeted cycle times)

4.3

175

Knowledgebase Accuracy (e.g., Accuracy rate of searches where information was correct)

4.4

176

Knowledgebase Satisfaction (e.g., % of users that agree knowledgebase article was helpful)

4.4

177

Staffing Forecast Accuracy (e.g., actual vs. forecasted transaction volume for the forecast developed to identify required staffing levels to recruit/hire and train staff)

2.5/4.4

178

Scheduling Forecast Accuracy (e.g., actual vs. forecasted transaction volume at the interval level for the forecast developed to create schedules for existing staff)

2.5/4.4

179

AHT Forecast Accuracy (e.g., actual vs. forecasted AHT at the daily level for the forecast developed to create schedules for existing staff)

2.5/4.4

Acquiring the necessary human resources to meet the staffing needs of the operation.

180

On Time (e.g., percent of staffing requests filled by the targeted date)

3.1/4.3

181

Quality (e.g., percent of staff which successfully complete newhire training program)

3.1/4.4

Training

Training staff to minimum skill and knowledge requirements.

182

Quality (e.g., percent of staff passing transaction monitoring 30 days after completing training)

3.2/4.4

Implementing New Programs

The timeliness of meeting implementation milestones.

183

On Time (e.g., percent of program components delivered on time)

2.1/4.3

Forecasting volume and AHT

Recruiting/Hiring

Projecting transaction volume in order to ensure sufficient capacity exists to meet service requirements at an optimal efficiency.


57

EXHIBIT 1B: Fulfillment (Bulk and Direct to End Users) Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards.



Attrition and Absenteeism

Assessing how satisfied/dissatisfied Clients are with the service(s) provided by the CSP.


Absenteeism


Item

1


4.1

2


4.1

3


4.2

4


4.2

Description Assessing the rate of staff departures for Agents and Team Leaders.

Attrition

58

Description



Item

5


4.6

6


4.6

7


4.6



KCRP Pick/pack/ship

Description Picking orders, packing them, and preparing them for shipment to end users.


Item

8

On Time- Must be a measure of On Time order fulfillment to time frame committed to clients and end users (e.g., percent of orders shipped from the fulfillment center on time)

4.3

9

Backlog (e.g., average time late of orders that are not processed on time)

10


2.4/4.4

11


2.4/4.4

12


2.4/4.4

13


2.4/4.4

14

Volume (e.g., orders shipped per period)

15

Efficiency (e.g., labor hours per unit shipped, lines picked per hour, cost per unit shipped)

4.5

End- to- end order processing

Receiving and processing orders for shipment. This includes from receipt of a customer order in the contact center to shipment in the fulfillment center.

16

On Time (e.g., percent of orders shipped within 1 day of receipt of order from customer)

4.3

Processing returns

Issuing returned material authorizations, receiving returned goods, issuing credits or replacement goods, and disposing of returned goods as prescribed by the client.

17

On Time (e.g., percent of returns processed On Time)

4.3

18

Backlog (e.g., average time late of returns that are not processed on time)

4.3

19


2.4/4.4

20


2.4/4.4

21


2.4/4.4

22

Volume (e.g., returns received per period)


59

EXHIBIT 1B: Fulfillment (Bulk and Direct to End Users) Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP Reporting performance to clients

Invoicing clients

Providing product

Controlling inventory Material receipt and put-away


Description Reporting information as required by clients. Commonly referred to as daily, weekly, or monthly reports.

Invoicing clients for services rendered.

Ordering product from product suppliers in order to maintain sufficient inventory, and providing the product necessary to either assemble kits or ship product to end users. Maintaining accurate inventory whether it is client or CSP owned. Receiving material and putting material away in both primary and secondary bin locations.

Providing and maintaining telecommunications hardware, software and services (e.g., long distance service, local line service, telecommunication switch, CSR phones, and call management software).


Providing and maintaining hardware and software supporting the information systems (e.g., order management system, knowledge base, CSR terminals or personal computers).



60


Item

23


4.3

24


4.3

25


4.4

26


4.3

27


4.3

28


4.4

29


4.4

30

On Time (e.g., percent of product orders delivered On Time)

4.3

31

Backorder (e.g., aging of SKUs that have been ordered but have not yet been received)

4.3

32

Accuracy (e.g., percent of correct or undamaged SKUs delivered)

4.4

33

Cycle Count Accuracy (e.g., SKU accuracy)

4.4

34

On Time (e.g., On Time to receipt in the computer)

4.3

35

Backlog (e.g., average time late of product that has been received on the dock but has not yet been put on the CSP’s system or has not yet been put away)

4.3

36


4.3

37


4.3

38


4.3

39


4.3

40


4.3

41


4.4



KSP


Item

42


4.3

43


4.4

44

Knowledgebase Satisfaction (e.g., % of users that agree KB article was helpful)

4.4

45


2.5/4.4

46


2.5/4.4

47


2.5/4.4


48


3.1/4.3

49


3.1/4.4

Training


50


3.2/4.4



51

On Time - (e.g., percent of program components delivered on time)

2.1/4.3



Recruiting/Hiring

Description Keeping the Knowledgebases up to date and accurate.



61

Exhibit 1C: Technical Support/Help-line/Help Desk Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards.






Absenteeism


Item

1


4.1

2


4.1

3


4.2

4


4.2


Attrition

62

Description



Item

5


4.6

6


4.6

7


4.6


Exhibit 1C: Technical Support/Help-line/Help Desk Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing inbound end-user calls



Item

8


4.3

9


4.3

10


2.5/4.3

11


2.4/4.4

12


2.4/4.4

13


2.4/4.4

14


2.4/4.4

15


4.4

16


4.3

17


18


4.5

19


4.5

20


4.5

21


4.5

22


4.5

23


4.5


63

Exhibit 1C: Technical Support/Help-line/Help Desk Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing web chat contacts

64

Description Processing or hosting web chat lines (e.g., technical support, online Q&A).


Item

24


4.3

25


2.5/4.3

26


4.3

27


2.4/4.4

28


2.4/4.4

29


2.4/4.4

30


2.4/4.4

31


4.4

32


4.3

33


34


4.5

35


4.5

36


4.5

37


4.5

38


4.5

39


4.5


Exhibit 1C: Technical Support/Help-line/Help Desk Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing inbound nonelectronic transactions


Description


Processing faxes, mail, and other non-electronic transactions.


Item

40


4.3

41


4.3

42


2.5/4.3

43


2.4/4.4

44


2.4/4.4

45


2.4/4.4

46


2.4/4.4

47


48


4.5

49


4.3

50


4.3

51


2.5/4.3

52


2.4/4.4

53


2.4/4.4

54


2.4/4.4

55


2.4/4.4

56


4.4

57


58



4.5

65

Exhibit 1C: Technical Support/Help-line/Help Desk Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing callbacks

Service Dispatch


66

Description Outbound calls to end users with solutions that could not be resolved on the end-user’s first call, but do not require escalation.

Queries resulting in on-site service requirements.



Item

59


4.3

60


4.3

61


2.5/4.3

62


2.4/4.4

63


2.4/4.4

64


2.4/4.4

65


2.4/4.4

65


66


4.5

67

On Time (e.g., On Time ordering from service facility)

4.3

68

Backlog (e.g., average time late of orders that have not yet been dispatched)

4.3

69


2.4/4.4

70


2.4/4.4

71


2.4/4.4

72


2.4/4.4

73

Volume (e.g., number of service dispatches received per period)

74


75



4.4

Exhibit 1C: Technical Support/Help-line/Help Desk Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Description


Managing the IVR


Item

IVR Effectiveness – Must track at least one of the most appropriate of the following metrics:

2.5

76


2.G.A/4.3

77


2.G.A/4.3

78


2.G.A/4.3

79


2.G.A/4.4

80


2.G.A/4.4



Description


Closing Cases that have been resolved or when the business rules for number of attempts to reach a customer to confirm resolution has been exceeded.

Item

81


4.3

82


4.3

83


2.4/4.4

84


2.4/4.4

85


2.4/4.4

86


2.4/4.4

87


Description


Reporting information as required by clients. Commonly referred to as daily, weekly, or monthly reports.

Item

88


4.3

89


4.3

90


4.4


67

Exhibit 1C: Technical Support/Help-line/Help Desk Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP Invoicing clients






68

Description Invoicing clients for services rendered.

Providing and maintaining telecommunications hardware, software and services (e.g., long distance service, local line service, telecommunication switch, CSR phones, and call management software). Providing and maintaining hardware and software supporting the information systems (e.g., order management system, knowledge base, CSR terminals or personal computers). Responding to staff requests to fix (or add/move/change) telecommunications or information systems equipment. Keeping the knowledgebases up to date and accurate.



Item

91


4.3

92


4.3

93


4.4

94


4.4

95


4.3

96


4.3

97


4.3

98


4.3

99


4.3

100


4.4

101


4.3

102


4.4

103


4.4

104


2.5/4.4

105


2.5/4.4

106


2.5/4.4


Exhibit 1C: Technical Support/Help-line/Help Desk Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP Recruiting/Hiring

Description



Item

107


3.1/4.3

108


3.1/4.4

Training


109


3.2/4.4



110


2.1/4.3


69

Exhibit 1D: Outbound Contact Management Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Satisfaction and Dissatisfaction Client Satisfaction and Dissatisfaction





Absenteeism

KCRP Closing outbound contacts


Item

1


4.1

2


4.1

3


4.2

4


4.2


Attrition

70

Description




4.6

6


4.6

7


4.6

Description Obtaining end-user commitment (e.g., sales, leads, product references, membership pledges, etc.) on behalf of internal (e.g., marketing department) or external clients.

Item


Item

8

Completion Success - Must track at two levels: at the individual CSR level and at the appropriate aggregate level (e.g., client, center, product type, portfolio) (e.g., sales dollars, number of leads generated, total pledge value, product value)

4.3

9

Closure Rate - Must track at least one metric to measure closure effectiveness (e.g., percent sales closed, leads to sales ratio, percent pledges redeemed)

4.3


Exhibit 1D: Outbound Contact Management Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Description


Item

Includes loading new business (e.g., sales campaign or lead generation file transfer from client to CSP) and activation. This KCRP only applies if the client formally transfers activation file(s) to the CSP for CSP action.

10

On Time (e.g., from account receipt to first end-user contact)

4.3

11

Backlog (e.g., average time late of accounts not activated on time)

4.3

12

Critical Error Accuracy (e.g., percent of accounts that were correctly activated in a timely manner)

4.4

Printing and mailing appropriate campaign materials to end user prospects (e.g., promotion notices, product/service letters) at the appropriate time. This includes telemarketing or Do Not Contact (DNC) verification notifications required by federal or state/provincial laws.

13

On Time (e.g., percent letters issued in required cycle time, percent promotions mailed in required cycle time)

4.3

14

Backlog (e.g., average time late of letters not processed on time)

4.3

15

Critical Error Accuracy (e.g., percent of letters sent that were the correct letter)

4.4

Prospect Tracing

Locating potential prospects with unknown phone numbers and/or addresses.

16

Success Rate (e.g., percent prospects that are located)

4.4

Processing outbound end-user calls

Attempting to contact end users either using automated (dialer) or manual dialing methods.

17

Right Party Connect (RPC) Rate (e.g., RPCs per attempt)

4.3

18

List Backlog (e.g., average time late of list not yet contacted or not attempted outside time required)

4.3

19


2.4/4.4

20


2.4/4.4

21


2.4/4.4

22


2.4/4.4

23

Cost per Unit (e.g., cost per RPC, cost per sale, cost per call, cost per account, cost per hour))

4.5

24

RPC (e.g., RPCs per labor hour)

4.5

25

Yield (e.g., sales per hour, contacts per hour, pledges per hour)

4.5

26

Completion Rate (if CSP uses an automated dialer) (e.g., actual attempts/total records)

27


4.5

28


4.5

Activating Accounts

Processing campaign literature


71

Exhibit 1D: Outbound Contact Management Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing inbound end-user calls

Processing Do Not Contacts

72

Description Answering end-user return (inbound) calls

Deleting contact information for end users who have requested not to receive outbound contacts.


Item

29


4.3

30


4.3

31


2.5/4.3

32


2.4/4.4

33


2.4/4.4

34


2.4/4.4

35


2.4/4.4

36


37


38


4.5

39


4.5

40


4.5

41


4.5

42


4.5

43


4.5

44

On Time (e.g., On Time scrubbing of DNC list)

4.3

45

Backlog (e.g., average time late of DNCs not processed on time)

4.3

46


4.4

47

Critical Error Accuracy (e.g., percent of DNC requests that were completed correctly or in a timely manner)

4.4


4.3

Exhibit 1D: Outbound Contact Management Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing client files

Processing inbound nonelectronic transactions


Description


Processing entire account files to/from clients. Includes database updates made by the CSP to provide data in the correct format to clients.



Item

48

On Time (e.g., On Time processing)

4.3

49

Backlog (e.g., average time late of files not processed on time)

4.3

50

Critical Error Accuracy (e.g., percent of files with no errors that would cause the client to contact the CSP)

4.4

51

Volume (e.g., files sent/received per period)

52


4.3

53


4.3

54


2.5/4.3

55


2.4/4.4

56


2.4/4.4

57


2.4/4.4

58


2.4/4.4

59


60


4.5

61


4.3

62


4.3

63


2.5/4.3

64


2.4/4.4

65


2.4/4.4

66


2.4/4.4

67


2.4/4.4

68


69



4.5

73

Exhibit 1D: Outbound Contact Management Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing enduser payments

Processing exceptions

74

Description Collecting funds from end users and transferring to clients.



Item

70


4.3

71


4.3

72


2.5/4.3

73


2.4/4.4

74


2.4/4.4

75


2.4/4.4

76


77


4.5

78


4.3

79


4.3

80


2.5/4.3

81


2.4/4.4

82


2.4/4.4

83


2.4/4.4

84


2.4/4.4

85

Volume (e.g., number of exceptions received per period)


Exhibit 1D: Outbound Contact Management Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Description


Managing the IVR


Item


2.5

86


2.G.A/4.3

87


2.G.A/4.3

88


2.G.A/4.3

89


2.G.A/4.4

90


2.G.A/4.4



Invoicing clients



Item

91


4.3

92


4.3

93


2.4/4.4

94


2.4/4.4

95


2.4/4.4

96


2.4/4.4

97


Description


Reporting information as required by clients. Commonly referred to as daily, weekly, or monthly reports. Invoicing clients for services rendered.

Item

98


4.3

99


4.3

100


4.4

101


4.3

102


4.3

103


4.4

104


4.4


75

Exhibit 1D: Outbound Contact Management Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP Telecommunications (Technology )

Managing dialer


Description Providing and maintaining telecommunications hardware, software and services (e.g., long distance service, local line service, telecommunication switch, CSR phones, and call management software). Providing and maintaining hardware and software to support the CSP's automated dialing function. Providing and maintaining hardware and software supporting the information systems (e.g., order management system, knowledge base, CSR terminals or personal computers).






Recruiting/Hiring




Item

105


4.3

106


4.3

107

Uptime/Accessibility (e.g., % of time the dialer is fully functional)

4.3

108


4.3

109


4.3

110


4.3

111


4.4

112


4.3

113


4.4

114


4.4

115


2.5/4.4

116


2.5/4.4

117


2.5/4.4

118


3.1/4.3

119


3.1/4.4

Training


120


3.2/4.4



121


2.1/4.3

76


Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Satisfaction and Dissatisfaction Client Satisfaction and Dissatisfaction



Absenteeism




Item

1


4.1

2


4.1

3


4.2

4


4.2

Description




Item

5


4.6

6


4.6

7


4.6


77

Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Description



78


Item

8


4.3

9


4.3

10


2.5/4.3

11


2.4/4.4

12


2.4/4.4

13


2.4/4.4

14


2.4/4.4

15


4.4

16


17



4.5

Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing web chat contacts

Description


Processing or hosting web chat lines (e.g., technical support, online Q&A).

Item

18


4.3

19


2.5/4.3

20


4.3

21


2.4/4.4

22


2.4/4.4

23


2.4/4.4

24


2.4/4.4

25


4.4

26


4.3

27


28


4.5

29


4.5

30


4.5

31


4.5

32


4.5

33


4.5


79

Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing automated transactions


80

Description Processing automated transactions (e.g., electronic payment processing, EFT, electronic Pos, IVR, EDI, debit cards, credit cards).



Item

34


4.3

35


4.3

36


2.5/4.3

37


2.4/4.4

38


2.4/4.4

39


2.4/4.4

40


2.4/4.4

41


42


4.5

43


4.3

44


4.3

45


2.5/4.3

46


2.4/4.4

47


2.4/4.4

48


2.4/4.4

49


2.4/4.4

50


51



4.5

Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing inbound end-user calls

Description Answering incoming voice-overdata calls via the Internet.


Item

52


4.3

53


4.3

54


2.5/4.3

55


2.4/4.4

56


2.4/4.4

57


2.4/4.4

58


2.4/4.4

59


4.4

60


4.3

61


62


4.5

63


4.5

64


4.5

65


4.5

66


4.5

67


4.5


81

Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing callbacks

Processing software-based account management

Processing electronic subscription fulfillment

Processing electronic downloads

82

Description Outbound calls to end users with solutions that could not be resolved on the end-user’s first call, but do not require escalation.

Processing software-based account management (e.g., automated status update messages on orders, automated reminders).

Processing electronic scheduled uploads of information (e.g., software revisions/fixes/updates).

Processing end-user requests to automatically download information from a website or fax-back.


Item

68


4.3

69


4.3

70


2.5/4.3

71


2.4/4.4

72


2.4/4.4

73


2.4/4.4

74


2.4/4.4

75


76


4.5

77

Uptime/Accessibility (e.g., percent of time the system is fully functional)

4.3

78

Critical Error Accuracy (e.g., percent of messages with no errors)

4.4

79

Volume (e.g., number processed per period)

80

On Time (e.g., On Time to schedule)

4.3

81

Backlog (e.g., average time late of uploads of information not processed on time)

4.3

82

Efficiency (e.g., processing time per transmitted unit, units processed per hour, cost per unit transmitted)

4.4

83


4.3

84

Backlog (e.g., average time late of requests not processed on time)

4.3

85

Critical Error Accuracy (e.g., accuracy rate of information responses sent)

4.4

86


4.5


Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing transactions direct from clients


Description


Processing transactions that are received in bulk from clients. These can be received either electronically or manually.


Item

87


4.3

88


4.3

89


2.5/4.3

90


2.4/4.4

91


2.4/4.4

92


2.4/4.4

93


2.4/4.4

94


95


96


4.3

97


4.3

98


2.5/4.3

99


2.4/4.4

100


2.4/4.4

101


2.4/4.4

102


103



4.5

4.5

83

Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing exceptions

Managing the IVR

84

Description Processing what is typically referred to as “non-compliant” transactions (e.g., checks over/short, incomplete applications, and incomplete orders).



Item

104


4.3

105


4.3

106


2.5/4.3

107


2.4/4.4

108


2.4/4.4

109


2.4/4.4

110


2.4/4.4

111


2.5

112


2.G.A/4.3

113


2.G.A/4.3

114


2.G.A/4.3

115


2.G.A/4.4

116


2.G.A/4.4


Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Case Management KCRP Case Management: Closing Cases

KSP Reporting performance to clients Invoicing clients





Item

117


4.3

118


4.3

119


2.4/4.4

120


2.4/4.4

121


2.4/4.4

122


2.4/4.4

123


Description




Item

124


4.3

125


4.3

126


4.4

127


4.3

128


4.3

129


4.4

130


4.4

131


4.3

132


4.3

133


4.3

134


4.3


85

Exhibit 1E: Electronic Commerce Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP

Description


Item



135


4.3

136


4.4



137


4.3

138


4.4

139


4.4

140


2.5/4.4

141


2.5/4.4

142


2.5/4.4


143


3.1/4.3

144


3.1/4.4

Training


145


3.2/4.4



146


2.1/4.3


Recruiting/Hiring

86



Exhibit 1F: Collections Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Satisfaction and Dissatisfaction Client Satisfaction and Dissatisfaction



Absenteeism

KCRP Collecting debt




Item

1


4.1

2


4.1

3


4.2

4


4.2

Description




5


4.6

6


4.6

7


4.6

Description Collecting outstanding debt from end users on behalf of either an internal or external debt issuer.

Item


Item

8

Amount (e.g., Dollars) Collected - Must track at two levels: at the individual collector level and at the appropriate aggregate level (e.g., issuer, center, product type, portfolio)

4.3

9

Recovery Rate - Must track at least one metric to measure impact on debt reduction (e.g., percent net bad debt, roll rate, cure rate, liquidation percentage)

4.3

10

NSF (Non-Sufficient Funds) Rate (e.g., dollars NSF as percent of dollars collected

4.3

11

Promise to Pay - Must track at least one metric (e.g., kept promises rate, percent promises kept, percent promises made)

4.3


87

Exhibit 1F: Collections Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Description


Item

Includes loading new business (i.e., account transfer from issuer to agency) and activation. This KCRP only applies if the debt issuer formally transfers debt activation file(s) to the CSP for CSP action.

12

On Time (e.g., from account receipt to first notice sent or first attempt by collector to contact end user)

4.3

13

Backlog (e.g., average time late of accounts not activated on time)

4.3

14

Critical Error Accuracy (e.g., percent of accounts that were correctly activated in a timely manner)

4.4

Printing and mailing appropriate letter to the end user at the appropriate time. This includes notifications required by federal or state/provincial laws and dunning notices.

15

On Time (e.g., percent letters issued in required cycle time, percent promotions mailed in required cycle time)

4.3

16

Backlog (e.g., average time late of letters not processed on time)

4.3

17

Critical Error Accuracy (e.g., percent of letters sent that were the correct letter)

4.4

Skip Tracing

Locating debtors with unknown phone numbers and/or addresses.

18

Success Rate (e.g., percent skips that are located)

4.4

Processing outbound end-user collection calls

Attempting to contact end users either using automated (dialer) or manual dialing methods.

19


4.3

20


4.3

21


2.4/4.4

22


2.4/4.4

23


2.4/4.4

24


2.4/4.4

25

Cost per Unit (e.g., cost per RPC, cost per dollar collected, cost per call, cost per account, cost per hour))

4.5

26


4.5

27

Yield (e.g., dollars collected per hour)

4.5

28


29


4.5

30


4.5

Activating Accounts

Processing letters

88


Exhibit 1F: Collections Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing inbound end-user collection calls

Processing client files

Description Answering end-user return (inbound) calls.

Processing entire account files to/from debt issuing clients.


Item

31


4.3

32


4.3

33


2.5/4.3

34


2.4/4.4

35


2.4/4.4

36


2.4/4.4

37


2.4/4.4

38


4.4

39


4.3

40


41


4.5

42


4.5

43

Cost per Unit or Occupancy - Must track cost per unit (e.g., cost per dollar collected, cost per account) or occupancy [(transaction handle time)/(transaction handle time + available time)]

4.5

44

Cost per Unit (e.g., cost per dollar collected, cost per account)

4.5

45


4.5

46


4.5

47


4.3

48

Backlog (e.g., average time late of files not processed on time)

4.3

49

Critical Error Accuracy (e.g., percent of files with no errors that would cause the client to contact the CSP)

4.4

50

Volume (e.g., files sent/received per period)


89

Exhibit 1F: Collections Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing nonphone transactions


90

Description Includes processes transactions required to correctly work accounts (e.g., deceased, bankruptcy, CCCS, unidentified funds, returned mail, etc.).

Collecting funds from end users and transferring to debt issuers.


Item

51


4.3

52


4.3

53


2.5/4.3

54


2.4/4.4

55


2.4/4.4

56


2.4/4.4

57


2.4/4.4

58

Volume (e.g., number received per period)

59

Efficiency (e.g., transactions processed per hour)

4.5

60


4.3

61


4.3

62


2.5/4.3

63


2.4/4.4

64


2.4/4.4

65


2.4/4.4

66


67



4.5

Exhibit 1F: Collections Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing exceptions

Managing the IVR

Description




Item

68


4.3

69


4.3

70


2.5/4.3

71


2.4/4.4

72


2.4/4.4

73


2.4/4.4

74


2.4/4.4

75


2.5

76


2.G.A/4.3

77


2.G.A/4.3

78


2.G.A/4.3

79


2.G.A/4.4

80


2.G.A/4.4


91

Exhibit 1F: Collections Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards.



Invoicing clients


Managing dialer

92




4.3

82


4.3

83


2.4/4.4

84


2.4/4.4

85


2.4/4.4

86


2.4/4.4

87


Description Reporting information as required by clients. Commonly referred to as daily, weekly, or monthly reports. Invoicing clients for services rendered.

Providing and maintaining telecommunications hardware, software and services (e.g., long distance service, local line service, telecommunication switch, CSR phones, and call management software).

Providing and maintaining hardware and software to support the CSP's automated dialing function.

Item


Item

88


4.3

89


4.3

90


4.4

91


4.3

92


4.3

93


4.4

94


4.4

95


4.3

96


4.3

97

Uptime/Accessibility (e.g., % of time the dialer is fully functional)

4.3


Exhibit 1F: Collections Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP

Description


Item


Providing and maintaining hardware and software supporting the information systems (e.g., order management system, knowledge base, CSR terminals or personal computers).

98


4.3

99


4.3



100


4.3

101


4.4



102


4.3

103


4.4

104


4.4

105


2.5/4.4

106


2.5/4.4

107


2.5/4.4


108


3.1/4.3

109


3.1/4.4

Training


110


3.2/4.4



111


2.1/4.3


Recruiting/Hiring



93

Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Satisfaction and Dissatisfaction Client Satisfaction and Dissatisfaction





Absenteeism


Item

1


4.1

2


4.1

3


4.2

4


4.2


Attrition

94

Description



Item

5


4.6

6


4.6

7


4.6


Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing inbound end-user calls



Item

8


4.3

9


4.3

10


2.5/4.3

11


2.4/4.4

12


2.4/4.4

13


2.4/4.4

14


2.4/4.4

15


4.4

16


4.3

17


18


4.5

19


4.5

20


4.5

21


4.5

22


4.5

23


4.5


95

Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing inbound nonelectronic transactions


96

Description Processing faxes, mail, and other non-electronic transactions.

Processing e-mail, web-based, or other electronic transactions.


Item

24


4.3

25


4.3

26


2.5/4.3

27


2.4/4.4

28


2.4/4.4

29


2.4/4.4

30


2.4/4.4

31


32


4.5

33


4.3

34


4.3

35


2.5/4.3

36


2.4/4.4

37


2.4/4.4

38


2.4/4.4

39


2.4/4.4

40


4.4

41


42



4.5

Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing claims

Processing adjustments

Description


Processing claims on initial submission.

Processing adjustments to correct transactions for customers (e.g., over/under payments, billing issues).

Item

43


4.3

44

Backlog (e.g., average time late of claims not made on time)

4.3

45


2.5/4.3

46


2.4/4.4

47


2.4/4.4

48


2.4/4.4

49


2.4/4.4

50

Volume (e.g., number of claims received per period)

51

Efficiency (e.g., average processing time per claim, claims processed per hour, cost per claim)

4.5

52


4.3

53

Backlog (e.g., average time late of adjustments not made on time)

4.3

54


2.5/4.3

55


2.4/4.4

56


2.4/4.4

57


2.4/4.4

58

Volume (e.g., number of adjustments received per period)

59

Efficiency (e.g., average processing time per adjustment, adjustments processed per hour, cost per adjustment)


4.5

97

Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Description

Processing appeals

The reevaluation of claims previously rejected that have been submitted for reconsideration.

Processing member referrals

98

Processing and authorizing member referrals.


Item

60


4.3

61

Backlog (e.g., average time late of appeals not made on time)

4.3

62


2.5/4.3

63


2.4/4.4

64


2.4/4.4

65


2.4/4.4

66

Volume (e.g., number of appeals received per period)

67

Efficiency (e.g., average processing time per appeal, appeals processed per hour, cost per appeal)

4.5

68


4.3

69

Backlog (e.g., average time late of referrals not made on time)

4.3

70


2.5/4.3

71


2.4/4.4

72


2.4/4.4

73


2.4/4.4

74

Volume (e.g., number of referrals received per period)

75

Efficiency (e.g., average processing time per referral, referrals processed per hour, cost per referral)


4.5

Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing precertification

Processing enrollment applications

Description


Processing approval requests for non-emergency medical care and procedures (including appeals).

Processing enrollment applications for new and existing members and subscribers.

Item

76


4.3

77

Backlog (e.g., average time late of pre-certifications not made on time)

4.3

78


2.5/4.3

79


2.4/4.4

80


2.4/4.4

81


2.4/4.4

82

Volume (e.g., number of pre-certifications received per period)

83

Efficiency (e.g., average processing time per pre-certification, precertifications processed per hour, cost per pre-certification)

4.5

84


4.3

85

Backlog (e.g., average time late of applications not made on time)

4.3

86


2.5/4.3

87


2.4/4.4

88


2.4/4.4

89


2.4/4.4

90

Volume (e.g., number of applications received per period)

91

Efficiency (e.g., average processing time per application, applications processed per hour, cost per application)


4.5

99

Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Description

Processing literature requests

Processing and distribution of requests for literature (e.g., programs, benefits) and forms (e.g., applications for enrollment, claims, special programs).

Managing the IVR

100



Item

92


4.3

93

Backlog (e.g., average time late of requests not made on time)

4.3

94


2.5/4.3

95


2.4/4.4

96


2.4/4.4

97


2.4/4.4

98

Volume (e.g., number of requests received per period)

99

Efficiency (e.g., average processing time per request, requests processed per hour, cost per request)

4.5


2.5

100


2.G.A/4.3

101


2.G.A/4.3

102


2.G.A/4.3

103


2.G.A/4.4

104


2.G.A/4.4


Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Case Management KCRP Case Management: Closing Cases


Invoicing clients





Item

105


4.3

106


4.3

107


2.4/4.4

108


2.4/4.4

109


2.4/4.4

110


2.4/4.4

111


Description


Item


112


4.3

113


4.3

114


4.4


115


4.3

116


4.3

117


4.4

118


4.4

119


4.3

120


4.3

121


4.3

122


4.3



101

Exhibit 1G: Healthcare Insurance Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP

Description






Recruiting/Hiring




Item

123


4.3

124


4.4

125


4.3

126


4.4

127


4.4

128


2.5/4.4

129


2.5/4.4

130


2.5/4.4

131


3.1/4.3

132


3.1/4.4

Training


133


3.2/4.4



134


2.1/4.3

102


Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Satisfaction and Dissatisfaction Client Satisfaction and Dissatisfaction



Absenteeism




Item

1


4.1

2


4.1

3


4.2

4


4.2

Description




Item

5


4.6

6


4.6

7


4.6


103

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Receiving and preparing transactions

104

Description Receiving transactions (in bulk or batch form) and preparing (e.g., sorting, "scrubbing", grading, segmenting/stratifying, etc.) for subsequent processing.


Item

8


4.3

9


4.3

10


2.5/4.3

11


2.4/4.4

12


2.4/4.4

13


2.4/4.4

14


2.4/4.4

15


16



4.5

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing transactions

Description


Processing transactions including: Data entry, record validation and correction, update, applying defined ‘rules’, reconciliation, computation, analysis and research of transactions for: HR services: recruitment, training, payroll, benefits, taxes, claims, etc. Accounting services: payables, receivables, billing, cheques, asset management, journal/ledger management, etc. Sales and Marketing services: loyalty issuance and redemption, order processing, quotations, dealer management, warranty claims, complaint/response processing, etc. Medical and Legal services: transcriptions, client research, patient history, laboratory records management, claim investigation, legal notification, title/deed search, etc. Financial services: loans, securities, remittances, credit cards, analysis, risk management, funds transfer and management Insurance services: applications, claims, renewals, adjustments, appeals, referrals, surrenders, policy change, actuarial, underwriting, premium processing, agent commissions, maturity Technology services: application management, network management, maintenance Logistics services: fleet management, procurement, inventory management, real estate/property management, etc.

Item

17


4.3

18


4.3

19


2.5/4.3

20


2.4/4.4

21


2.4/4.4

22


2.4/4.4

23


2.4/4.4

24


4.4

24


25



4.5

105

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Internal transfers

Database updates

Returning processed transactions

106

Description Transfer of processed transactions within the entity which require subsequent processing by other staff.


Item

26


4.3

27


4.3

28


2.5/4.3

29

Critical Error Accuracy (e.g., accuracy rate of transactions monitored)

2.4/4.4

30


2.4/4.4

31


32


4.5

Record changes, file updates, record/file reconciliation, data conversion and transfer to originator

33

On Time (e.g., On Time database updating)

4.3

34

Backlog (e.g., average time late of data not updated on time)

4.3

35

Critical Error Accuracy (e.g., database update accuracy rate)

4.4

Returning processed transactions to the originator which do not require any additional processing by the entity (i.e., completed transactions).

36

On Time (e.g., On Time processing of transactions)

4.3

37


4.3

38


2.4/4.4

39


2.4/4.4

40


41



4.5

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing Defective Transactions

Returning nonprocessable transactions

Processing deferred transactions

Description


Reworking transactions found defective by the originator

Returning transactions which cannot be processed in the normal manner because they depend upon additional information and/or approval from an external agency. Examples: batch files with missing and/or incomplete records, records with missing and/or incomplete data, illegible information in either records or batches.

Processing transactions which have been returned from the originator or any external agency with additional data and/or corrections - previously processed as "Returning Non-processable Transactions".

Item

42


4.3

43


4.3

44


2.4/4.4

45


2.4/4.4

46


2.4/4.4

47


2.4/4.4

48


49


4.5

50


4.3

51


4.3

52


2.4/4.4

53


2.4/4.4

54


55


4.5

56


4.3

57


4.3

58


2.4/4.4

59


2.4/4.4

60


2.4/4.4

61


2.4/4.4

62


63



4.5

107

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Processing transactions within the entity which require escalation.



108

Description



Item

64


4.3

65


4.3

66


2.5/4.3

67


2.4/4.4

68


2.4/4.4

69


2.4/4.4

70


71


4.5

72


4.3

73


4.3

74


2.5/4.3

75


2.4/4.4

76


2.4/4.4

77


2.4/4.4

78


79



4.5

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing literature requests

Processing reports

Description


Processing and distribution of requests for literature.

Creating and transmitting summary information to the originator or external agencies.

Item

80


4.3

81


4.3

82


2.5/4.3

83


2.4/4.4

84


2.4/4.4

85


2.4/4.4

86


87


4.5

88


4.3

89


4.3

90


2.4/4.4

91


2.4/4.4

92


93



4.5

109

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing outbound end-user calls

Storing transactions

Retrieving transactions

110

Description Initiating outbound contacts to inform end users, gather information, or process transactions.

Storing and retaining originator's processed transactions.

Retrieving previously stored or retained transactions.


Item

94


4.3

95


4.3

96


2.4/4.4

97


2.4/4.4

98


2.4/4.4

99


2.4/4.4

100

Cost per Unit (e.g., cost per RPC, cost per sale, cost per call, cost per account, cost per hour))

4.5

101


4.5

102

Yield (e.g., sales per hour, contacts per hour, pledges per hour)

4.5

103


104


4.5

105


4.5

106


4.3

107


4.3

108


109


110


4.3

111


4.3

112


113


114



2.4/4.4

2.4/4.4

4.5

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Case Management KCRP Case Management: Closing Cases


Invoicing clients





Item

115


4.3

116


4.3

117


2.4/4.4

118


2.4/4.4

119


2.4/4.4

120


2.4/4.4

121


Description





Item

122


4.3

123


4.3

124


4.4

125


4.3

126


4.3

127


4.4

128


4.4

129


4.3

130


4.3

131


4.3

132


4.3


111

Exhibit 1H: All Business Processing Outsourcing (BPO) Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP

Description


Item



133


4.3

134


4.4



135


4.3

136


4.4

137


4.4

138


2.5/4.4

139


2.5/4.4

140


2.5/4.4


141


3.1/4.3

142


3.1/4.4

Training


143


3.2/4.4



144


2.1/4.3


Recruiting/Hiring

112



Exhibit 1I: Face to Face Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. Satisfaction and Dissatisfaction Client Satisfaction and Dissatisfaction



Absenteeism




Item

1


4.1

2


4.1

3


4.2

4


4.2

Description




Item

5


4.6

6


4.6

7


4.6


113

Exhibit 1I: Face to Face Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing person to person end-user services

Description Answering end-user pre-sale and post-sale inquiries from customers that visit the brand/retail store and processing end-user orders received in person. Selling products to end users.


On Time- Must track Service Level (e.g., percent of end users attended to within the target cycle time)

4.3

9

Average Wait Time - Must track average time end users have to wait before being attended to

4.3

10

Abandonment Rate - Must track percentage of end users registered that leave before they have been attended to

4.3

11


2.5/4.3

12


2.4/4.4

13


2.4/4.4

14


2.4/4.4

15

Non-Critical Error Accuracy (e.g., accuracy rate of attributes that do not make the entire call defective, including soft skills, professionalism, and many data input errors) Contact Resolution - Must track Issue Resolution, First Contact Resolution, or First Call Resolution

2.4/4.4

16

114

Item

4.4

17

Repairs Accuracy (e.g., percentage of repairs that do not require a revisit due to the same fault)

4.4

18


4.3

19


20

Efficiency - Must track an efficiency metric (e.g., average handle time, cost per visit, end-user visits per agent hour)


4.5

Exhibit 1I: Face to Face Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards.

KCRP Processing person to person end-user services

Description


Answering end-user pre-sale and post-sale inquiries from customers that visit the brand/retail store and processing end-user orders received in person. Selling products to end users.

Item

8

On Time- Must track Service Level (e.g., percent of end users attended to within the target cycle time)

4.3

9

Average Wait Time - Must track average time end users have to wait before being attended to

4.3

10

Abandonment Rate - Must track percentage of end users registered that leave before they have been attended to

4.3

11


2.5/4.3

12


2.4/4.4

13


2.4/4.4

14


2.4/4.4

15


2.4/4.4

16


4.4

17

Repairs Accuracy (e.g., percentage of repairs that do not require a revisit due to the same fault)

4.4

18


4.3

19


20

Efficiency - Must track an efficiency metric (e.g., average handle time, cost per visit, end-user visits per agent hour)


115

4.5

Exhibit 1I: Face to Face Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing literature requests


116

Description Processing and distribution of requests for literature.



Item

39


4.3

40


4.3

41


2.5/4.3

42


2.4/4.4

43


2.4/4.4

44


2.4/4.4

45


46


4.5

47


4.3

48


4.3

49


2.5/4.3

50


2.4/4.4

51


2.4/4.4

52


2.4/4.4

53


2.4/4.4

54


55



4.5

Exhibit 1I: Face to Face Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP

Description

Processing returns

Issuing returned material authorizations, receiving returned goods, issuing credits or replacement goods, and disposing of returned goods as prescribed by the client.

Processing callbacks


Outbound calls to end users with solutions that could not be resolved on the end-user’s first call or visit, but do not required escalation. Callbacks may be performed by another center outside the branch.

Item

56

On Time (e.g., percent of returns processed On Time)

4.3

57

Backlog (e.g., average time late of returns that are not processed on time)

4.3

58


2.4/4.4

59


2.4/4.4

60


2.4/4.4

61

Volume (e.g., returns received per period)

62


4.3

63


4.3

64


2.5/4.3

65


2.4/4.4

66


2.4/4.4

67


2.4/4.4

68


2.4/4.4

69


70



117

4.5


Description Responding to inquiries that have been escalated from one level to another (e.g., Level 1 to Level 2).



Item

71


4.3

72


4.3

73


2.5/4.3

74


2.4/4.4

75


2.4/4.4

76


2.4/4.4

77


78


4.5 4.4



79


80


Processing transactions direct from clients

Processing transactions that are received in bulk from clients. These can be received either electronically or manually.

81


4.3

82


4.3

83


2.5/4.3

84


2.4/4.4

85


2.4/4.4

86


2.4/4.4

87


2.4/4.4

88


89


118


4.5

Exhibit 1I: Face to Face Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KCRP Processing enduser payments

Processing exceptions

Description




Item

90


4.3

91


4.3

92


2.5/4.3

93


2.4/4.4

94


2.4/4.4

95


2.4/4.4

96


97


4.5

98


4.3

99


4.3

100


2.5/4.3

101


2.4/4.4

102


2.4/4.4

103


2.4/4.4

104


2.4/4.4

105

Volume (e.g., number of exceptions received per period)


119


Description

Managing the IVR


Required Internal Metrics IVR Effectiveness – Must track at least one of the most appropriate of the following metrics:

Item 2.5

106


2.G.A/4.3

107


2.G.A/4.3

108


2.G.A/4.3

109


2.G.A/4.4

110


2.G.A/4.4


KSP Providing product

120



Item

111


4.3

112


4.3

113


2.4/4.4

114


2.4/4.4

115


2.4/4.4

116


2.4/4.4

117


Description Ordering product from product suppliers in order to maintain sufficient inventory, and providing the product necessary to either assemble kits or ship product to end users.


Item

118

On Time (e.g., percent of product orders delivered On Time)

4.3

119

Backlog (e.g., average time late of marketing materials that have been ordered but have not yet been received)

4.3

120

Accuracy (e.g., percent of correct or undamaged marketing materials delivered)

4.4


Exhibit 1I: Face to Face Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP

Description

Re-supplying marketing materials

Ensuring marketing materials are always up to date.

Controlling inventory Material receipt and put-away

Reporting performance to clients

Invoicing clients




Maintaining accurate inventory whether it is client or CSP owned. Receiving material and putting material away in both primary and secondary bin locations.



Item

121

On Time (e.g., percent of marketing materials re-supplied On Time)

4.3

122

Backorder (e.g., aging of SKUs that have been ordered but have not yet been received)

4.3

123

4.4

121

Accuracy (e.g., percent of correct or undamaged SKUs delivered) Cycle Count Accuracy (e.g., SKU accuracy)

122

On Time (e.g., On Time to receipt in the computer)

4.3

123

Backlog (e.g., average time late of product that has been received on the dock but has not yet been put on the CSP’s system or has not yet been put away)

4.3

124


4.3

125


4.3

126


4.4

127


4.3

128


4.3

129


4.4

130


4.4

131


4.3

132


4.3

133


4.3

134


4.3


4.4

121

Exhibit 1I: Face to Face Services Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard. Metrics not highlighted are required by both COPC® CSP Standards. KSP

Description


Item



135


4.3

136


4.4



137


4.3

138


4.4

139


4.4

140


2.5/4.4

141


2.5/4.4

142


2.5/4.4


143


3.1/4.3

144


3.1/4.4

Training


145


3.2/4.4



146


2.1/4.3


Recruiting/Hiring

122



Applying the COPC-2000® CSP Standard to Internal Customer Service Providers Overall Approach All Items of the COPC-2000® CSP Standard apply to Internal Customer Service Providers. In addition, the following key terms and relationships are defined as they relate to Internal CSPs:

Internal Customer Service Provider (CSP) The Internal CSP is the contact center that is used by customers, field organizations, retail arms and other distribution channels of the same enterprise.

Clients Clients refer to the internal or external organizations that the contact center contracts with to provide services or products to their end users, (e.g., marketing department).

Exhibit 1 Internal CSPs use the same Exhibits (1A, 1B, 1C, 1D, 1E, 1F, 1G, 1H, and 1I) that are utilized by External CSPs.

Interpretations Specific to Internal Customer Service Providers

4.1 Client Satisfaction and Dissatisfaction: Client Satisfaction and dissatisfaction does not have to be tracked unless there is a well-defined organization or department that contracts or otherwise formally arranges for the services provided by the customer contact center.


123

Applying the COPC-2000® CSP Standard to Fulfillment Operations Overall Approach Only one Item of the COPC-2000® CSP Standard, 2.4 Transaction Monitoring, is not applicable to Fulfillment.

Exhibit 1B Exhibit 1B contains typical KCRPs and KSPs and corresponding required metrics. Note that most of the KCRPs and KSPs are very different from those in a contact center or e-commerce center.

Interpretations Specific to Fulfillment

124

2.4 Transaction Monitoring: Not Applicable to Fulfillment.

2.5.1.a Forecasting Staffing and Scheduling: Transaction arrival patterns must be tracked by day of week and month of year.

3.1-3.3: See definition of KCR jobs for Fulfillment in the COPC® Glossary of the COPC® CSP Standards.

4.2 End-User Satisfaction and Dissatisfaction: At a minimum returns must be tracked at the program level, across multiple programs for a client, and at the entity level across clients.

4.3 Service and Revenue Performance and 4.4 Quality Performance: Must CUIKA all Exhibit 1B metrics. In particular, note that the KCRPs and KSPs are very different from those in a contact center.

4.6 Staff Attrition and Absenteeism: Attrition is not required to be calculated for contract labor brought in for a single day of work.


Applying the COPC-2000® CSP Standard to Outbound Contact Management Overall Approach All Items of the COPC-2000® CSP Standard apply to Outbound Contact Management.

If the CSP is a third-party CSP, its client refuses to allow the CSP to contact end users and the client will not provide end-user satisfaction data in a manner that is compliant to the requirements of the COPC2000® CSP Standard, the following exception applies:

The CSP must be certified in at least one other service (e.g., Inbound Customer Contact Center Services, Technical Support/Help-line/Help Desk, etc.), and through this certification demonstrate the capability to measure and effectively manage end-user satisfaction and dissatisfaction data.

The burden of proof is on the CSP to demonstrate that it has made “every effort” to obtain client permission to collect end-user satisfaction data. This includes documented evidence, (e.g., letter from client).

The CSP must have an effective complaint management system as per 4.2.8 of the COPC-2000® CSP Standard.

.

Exhibit 1D Exhibit 1D contains typical KCRPs and KSPs and corresponding required metrics. CSPs should note interpretations to the following metrics in Exhibit 1D:

Metric 8 – Completion Success (e.g., sales dollars, number of leads, generated, total pledge value, product value): It is preferable (but not required) to track more than one metric to measure the impact of contact performance on overall success. It may be tracked at any appropriate aggregate level (e.g., client, campaign, portfolio, company). This is a revenue metric.

Metric 9 – Closure Rate: This is a revenue metric.

Metric 17 – Right Party Connect (RPCs per hour): Right Party is defined as the right person to call (i.e., the targeted prospect). CSPs may track this metric differently depending on the dialing methodology used (automated or manual). To be compliant with 2.5 Forecasting, Staffing, and Scheduling, however, it is most likely that the CSP will have to track RPCs per attempt.

Metrics 23-25 – Efficiency: The requirement is different for Outbound and Inbound Calls if (1) the CSP does not use blended staff, or (2) the CSP has significant inbound volume. If the CSP uses blended staff or does not have significant inbound volume, the CSP must track all of:

Cost per Unit (e.g., cost per RPC, cost per sale, cost per call, cost per account, cost per hour).

At least one metric to measure RPC efficiency (e.g., RPCs per labor hour).

At least one Yield metric to measure overall contact efficiency (e.g., sales per hour, contacts per hour, pledges per hour).


125

Metric 26 – Completion Rate: Applicable only if the CSP uses an automated dialer.

Must track Completion Rate which accurately measures the percent of records that must be contacted.

Must include all of the records identified by the client that must be contacted in the denominator of this calculation to be compliant.

Metric 45 – Backlog (e.g., average time late of DNCs not processed on time): Must track how effectively the CSP responds to end-user DNC requests.

Metric 107 – Managing Dialer: Applicable only if the CSP uses an automated dialer.

Interpretations Specific to Outbound Contact Management

126

2.4 Transaction Monitoring: “Transactions” in 2.4.1 refers to both outbound and inbound transactions. Must include observations of the individual CSR’s performance in terms of any federal or state/provincial laws related to telemarketing and DNCs. 2.5 Forecasting, Staffing, and Scheduling: Must address both Inbound and Outbound contacts. Outbound forecast and demand requirements should be based on Attempt Volume, RPC Rate, AHT, Utilization, etc.

Outbound staffing plan must be based on the experience of the CSP (e.g., based on an analysis of program success (contact rate) by time of day, day of week, and week of month).

There is no need to track inbound arrival patterns unless the center also takes inbound calls (e.g., those resulting from leaving messages from outbound calls).

2.7 End-User Privacy:

Must comply with all relevant laws and regulations related to Outbound telemarketing including DNCs and non-rebuttal states (US).

Must be able to demonstrate that procedures are in place to ensure compliance.

3.1 Defining Jobs, Recruiting and Hiring:

Must include knowledge of relevant federal or state/provincial laws related to telemarketing and DNCs.

A CSP is unlikely to be compliant if required minimum skills do not include sales skills (or other skills related to what the CSR is asked to do).

3.2 Training and Development: Must include training on relevant federal or state/provincial laws related to telemarketing and DNCs.

3.3 Verifying Skills and Knowledge: Must include initial certification and annual re-certification for sales skills and knowledge of relevant federal and state/provincial telemarketing and DNC laws.

4.2 End-User Satisfaction and Dissatisfaction:

Must investigate each alleged DNC or telemarketing law violation complaint and must track complaint resolution cycle time.

At a minimum, must CUIKA all end-user complaints that allege any DNC/telemarketing law violation (written or oral). Complaints must be tracked at the individual CSR level and analyzed at the entity level.


4.3 Service and Revenue Performance and 4.4 Quality Performance:

KCRP Requirements for Closing Outbound contacts, Activating accounts, Processing campaign literature, Prospect tracing, Processing outbound and inbound end-user calls, Processing DNCs are specific to Outbound Contact Management.

KCRPs Processing non-electronic and Processing electronic transactions may be combined provided the volume is not significant in either KCRP

Must CUIKA all Exhibit 1D metrics.

There is no need to track forecast accuracy unless there is a significant volume of inbound calls.


127

Applying the COPC-2000® CSP Standard to Electronic Commerce Overall Approach All Items of the COPC-2000® CSP Standard apply to Electronic Commerce.

Exhibit 1E Exhibit 1E contains typical KCRPs and KSPs and corresponding required metrics. However, if the CSP is just processing emails and/or web-based inquiries, it should use Exhibit 1A.

Interpretations Specific to Electronic Commerce There are none.

128


Applying the COPC-2000® CSP Standard to Collections Overall Approach All Items of the COPC-2000® CSP Standard apply to Collections.

Exhibit 1F Exhibit 1F contains typical KCRPs and KSPs and corresponding required metrics. Note that these metrics are very different than those used in most contact centers. CSPs should note interpretations to the following metrics in Exhibit 1F:

Metric 8 – Amount (e.g., Dollars) Collected: This is a revenue metric.

Metric 9 – Recovery Rate (e.g., Net Bad Debt Percentage, Roll Rate, Cure Rate, Liquidation Percentage, etc.): It is preferable (but not required) to track more than one metric to measure the impact of collections performance on debt. It may be tracked at any appropriate aggregate level (e.g., issuer, portfolio, company). This is a revenue metric. Metric 19 – Right Party Connect Rate (e.g., RPCs per attempt): Right Party is defined as the person who can cure the debt. CSPs may track this metric differently depending on the dialing methodology used (automated or manual). To be compliant with 2.5 Forecasting, Staffing, and Scheduling, however, it is most likely that the CSP will have to track RPCs per attempt.

Metrics 25-27 – Efficiency: The requirement is different for Outbound and Inbound Calls if (1) the CSP does not use blended staff, or (2) the CSP has significant inbound volume. If the CSP uses blended staff or does not have significant inbound volume, the CSP must track all of:

Cost per Unit (e.g., cost per RPC, cost per dollar collected, cost per call, cost per account, cost per hour, etc.).

At least one metric to measure RPC efficiency (e.g., RPCs per labor hour).

At least one Yield metric to measure overall debt collection efficiency (e.g., Dollars Collected per labor hour, Attempts per hour, etc.).

Metric 28 – Completion Rate: Applicable only if the CSP uses an automated dialer.

Must track Completion Rate which accurately measures the percent of records that must be contacted.

Must include all of the records identified by the debt issuer that must be contacted in the denominator of this calculation to be compliant.

Metric 97 – Managing Dialer: Applicable only if the CSP uses an automated dialer.


129

Interpretations Specific to Collections

2.4 Transaction Monitoring: Must include observations of the individual collector’s performance in terms of any federal (e.g., FDCPA in the U.S.) or state/provincial collection law compliance.

2.5 Forecasting, Staffing, and Scheduling: Must address both Inbound and Outbound contacts. Outbound forecast and demand requirements should be based on Attempt Volume, RPC Rate, AHT, Utilization, etc.

Must use a quantitative model to forecast required Outbound contact hours by interval.

Must conduct Right Time to Contact analysis to create an outbound contact schedule which will yield the most effective RPC rate.

3.1 Defining Jobs, Recruiting and Hiring: Must include knowledge of relevant federal and state/provincial collection laws.

3.2 Training and Development: Must include training on relevant federal and state/provincial collection laws.

3.3 Verifying Skills and Knowledge: Must include initial certification and annual re-certification for knowledge of relevant federal and state/provincial collection laws. The CSP must have a process for addressing collectors who do not initially meet the certification requirements. This process cannot result in collectors remaining uncertified for an extended period.


130

Must track end-user satisfaction only for those end users that retain their fiduciary capabilities (i.e., end users who can still use their product or service (e.g., credit card users who retain their charging privileges)).

Must investigate each alleged collection law violation complaint and must track complaint resolution cycle time.

At a minimum, must CUIKA all end-user complaints that allege any collection law violation (written or oral). Complaints must be tracked at the individual collector level and analyzed at the entity level.

4.3 Service and Revenue Performance and 4.4 Quality Performance: Must CUIKA all Exhibit 1F metrics. In particular, note:

KCRP Requirements for Collecting debt, Activating accounts, Processing letters, Skip tracing, Processing outbound end-user collections calls, are specific to collections.

The definition of what is included in Processing Non-Phone Transactions is unique to collections.

List Backlog for Processing outbound end-user collections calls is typically a function of work intensity (i.e., which files should be worked how often). It is therefore possible to have a compliant backlog metric that is not average time late (e.g., work intensity).


Applying the COPC-2000® CSP Standard to Healthcare Insurance Overall Approach The rationale for applying the COPC-2000® CSP Standard to Healthcare Insurance is that the COPC® Framework defines the criteria for customer service excellence and hence is adaptable to the requirements of all organizations, including healthcare organizations. Employers, Group Purchasing Organizations and other Healthcare Insurance purchasers can also benefit from the COPC-2000® CSP Standard by: Requiring that the healthcare plans, third party administrators (TPAs), network managers and others with whom they have an existing relationship meet the requirements of the COPC-2000® CSP Standard (or develop a plan for doing so). Using the COPC-2000® CSP Standard to support selecting new healthcare plans, TPAs and network managers and managing ongoing relationships with existing contracts. All Items of the COPC-2000® CSP Standard apply to Healthcare Insurance. The following key terms and relationships are defined as they relate to healthcare: Customer Service Provider (CSP) Sources of customer contact for customer service including phone, mail, fax, e-mail, and walk-in. The CSP may be an internal department of a larger organization (e.g., Blue Plan, Managed Care Organization, Third Party Administrator, and Network Manager) or a third-party in an outsourcing relationship. End Users Refers to those receiving services through a customer contact center (e.g., subscribers, members, and providers). Clients Refers to the companies or organizations that typically contract with the Insurance Plan or the Benefits Administrator that manages the relationship.

Exhibit 1G Exhibit 1G contains typical KCRPs and KSPs and corresponding required metrics.

Interpretations Specific to Healthcare Insurance

4.3 Service and Revenue Performance and 4.4 Quality Performance: Must CUIKA all Exhibit 1G metrics. In particular, note that there are some KCRPs (e.g., claims processing) that are different from those in a typical contact center.


131

Applying the COPC-2000® CSP Standard to All Business Process Outsourcing (BPO) Services Overall Approach All Items of the COPC-2000® CSP Standard apply to all BPO services.

Exhibit 1H This Exhibit contains typical KCRPs and KSPs and corresponding required metrics. Note that many of the KCRPs and KSPs are very different from those in a contact center. This Exhibit is primarily applicable to situations where the client captures end-user transactions and transfers them to the CSP (in bulk or batch form) for subsequent processing by the CSP. If the CSP processes inbound calls, e-mails, faxes or mail directly from end users, it should also use Exhibit 1A.

Interpretations Specific to all BPO Services

132

NOTE: All interpretations to these services must be individually approved by COPC Inc. prior to their use by any CSP.

CSR Definition: Includes staff that process end-user and/or client transactions.

2.2 Process Capability: In some situations (e.g., where processing of a single transaction is shared by two or more CSRs) it may be more appropriate to measure process control at a transaction level (from the end users’ perspective).

2.4 Transaction Monitoring: The CSP must monitor all transaction types, regardless of whether the transactions are end-user or client initiated. In some situations (e.g., where processing of a single transaction is shared by two or more CSRs) it may be more appropriate to monitor and coach a group of CSRs. In some situations (e.g., where transaction processing occurs very rapidly) it may not be appropriate to monitor transactions in a side-by-side mode. In some situations (e.g., where an error in any part of a transaction causes the transaction to ‘fail’) it may be more appropriate for the CSP to consider errors detected by clients or end users as End-User Critical Errors and errors which add cost to the CSP’s business as Business Critical Errors. Where there is no direct contact with end users it may be more appropriate to ensure that monitoring scores are consistent with the client experience.

2.5 Forecasting, Staffing, and Scheduling: The CSP must align staff capacity with all incoming and outgoing transaction patterns, across all applicable KCRPs, at a frequency that is appropriate based on the cycle time target(s). In some situations (e.g., transaction handling is controlled by the client), it may be more appropriate to productivity goals rather than to arrival patterns. In some situations (e.g., transactions are handled in batch mode) it may be more appropriate to staff to batch arrival patterns rather than at the transaction level.


3.1-3.3: The requirements for these Items apply to all KCR jobs including third-party suppliers used by the CSP and CSP staff working remotely. Minimum skills must also include knowledge of relevant laws and regulations of the country of origin of the transactions, as applicable.

4.2 End-User Satisfaction and Dissatisfaction: Must only track end-user satisfaction and dissatisfaction for those transactions in which:

There is direct contact between the CSP and end users, or

The results of the transactions processed by the CSP are visible to end users.

4.3 Service and Revenue Performance and 4.4 Quality Performance: Must CUIKA all Exhibit 1H metrics. In particular cycle time must include:

Activities performed by CSP staff at the CSP’s location, remotely, or at client locations.

Transfer of end-user information to/from the client or directly from end users (whichever is applicable).

Activities performed by third-party suppliers (if applicable).

Tracking of On Time based on transactions processed.

Backlog must be calculated and reported as a weighted average of Time late ‘snapshots’ and include transactions which have been processed and those not yet processed.

“Processing Accuracy” and “Accuracy” have the same definition and may be used interchangeably. “Compliance Accuracy” refers strictly to compliance with appropriate laws and regulations of the country of origin and processing of the transactions – and applies as appropriate.

4.7 Achieving Results: Refer to 4.2 End-User Satisfaction and Dissatisfaction for applicability of end-user satisfaction and dissatisfaction metrics calculations.


133

Applying the COPC-2000® CSP Standard to Face to Face Services Overall Approach All Items of the COPC-2000® CSP Standard apply to Face to Face services. Most companies face the challenge of aligning their processes between what is delivered in their central contact centers and what is delivered in their Face to Face regional centers. In addition, processes are often designed so that a customer who contacts the contact center has to finish the process at a Face to Face center or vice versa. If the Face to Face part of the process is not effective, the end to end customer experience will be poor, regardless of the experience the customer had with the rest of the process. The Face to Face centers pursuing certification under this Exhibit must have a queuing system in place that allows tracking of at least Service Level, Abandonment Rate, Average Waiting Time, Average Handle Time and Staffed Time.

Exhibit 1I Exhibit 1I contains typical KCRPs and KSPs and corresponding required metrics.

Metric 8- On Time: The denominator must include those customers who left (abandoned) the Face to Face center before they were seen by a CSR, not just the customers who were attended to.

Metric 9- Average Wait Time: The CSP must measure and manage the Average Wait Time in addition to On-Time.

Metrics related to Processing Inbound End-User Calls: This KCRP, as well as the KSPs for Telecommunications (Blocked Calls and Uptime/Accessibility) apply if the Face to Face Center processes end-user calls.

Metrics related to inventory and product management processes (Providing Product, Controlling Inventory, Material Receipt and Put-Away, Cycle Count Accuracy): These KSPs apply if physical product is kept in the Face to Face center (e.g., products for sale, products for repair, spare parts, or service items such as application forms check books, etc.).

Metric 132- Blocked Transactions: This metric must be tracked if customers have the ability to contact the Face to Face center by phone.

Interpretations Specific to Face to Face Services

134

2.2 Process Capability: The entity must ensure consistency between the experience of end users when they contact the company through the Contact Center and through the Face to Face centers. End to end processes, in this instance must include the handoffs between central Contact Center staff and Face to Face


center staff. These end to end processes must have high probabilities of achieving client, end-user and CSP targets and requirements.

2.4 Transaction Monitoring: At a minimum, side-by-side monitoring must be performed.

2.5 Forecasting, Staffing, and Scheduling: Must be addressed at the individual Face to Face center level. It may include real time management across stores.

3.1 Defining Jobs, Recruiting and Hiring:

For Face to Face services, KCR jobs include CSRs, as well as the staff who direct, manage, and evaluate their performance (often referred to in the industry as leads or supervisors).

A CSP is unlikely to be compliant with this requirement if it does not include interpersonal skills as well as sales skills for people in selling queues.

If the Face to Face center is involved in sales, then the CSP must include Sales Skills in the minimum skills definition of CSRs.


End user satisfaction and dissatisfaction results must be tracked and measured at the individual store level and aggregated at the city/region or any other level that allows the identification of specific patterns that impact overall Satisfaction and Dissatisfaction of end users.

End User Satisfaction and Dissatisfaction must be tracked for all types of end-user contacts including repair and warranty claims.

Tracking of complaints relating to violations of any national or federal regulations must be addressed by the CSP. (i.e., Consumer Protection Law).

4.3 Service and Revenue Performance: To be compliant with this Item, a Face to Face center must have a process for tracking arrival and departure times of end users.

4.4 Quality Performance: If the Face to Face center is involved in managing repairs, then the percentage of repairs that require rework must be measured as another quality metric.

4.7 Achieving Results: Must meet or exceed targeted performance levels or exhibit sustained improvement trends for the required Service, Quality, Revenue, Cost, and Client and End-User Satisfaction performance metrics for each individual store/branch.


135

COPC® Glossary of Terms Abandoned Calls

Calls answered by the ACD system and put in live agent or voice response queue but are disconnected by the caller or incorrectly dropped by the queue management system before being answered.

Absenteeism

A measure of the percentage of staff that are not present during their scheduled shift (see 4.6 Staff, Attrition and Absenteeism).

Accuracy

The quality of the transaction. This measurement is usually separated into End User Critical, Business Critical and Non Critical (and sometimes Compliance) error accuracy. Accuracy may be measured as “percent correct”, “percent defective”, or “defective parts per million (dppm)”.

After Call Work (ACW)

Agent Utilization Aging

Application

Applied

Approach

®

Applying the COPC CSP Standards

Asset Efficiency

Attrition

A component of Average Handle Time (AHT). An ACD work-state that tracks how long a CSR is unavailable to take another call because of additional activities necessary to complete the previous call, while the CSR is still logged-on to the ACD system. This includes online entries that could not be completed during the call, such as call wrap-up codes, free text comments, and research. On some ACD systems this is also called Wrap. See CSR Utilization Categorization of the age of items in backlog that have not been processed. It must be calculated as: “Average Time Late” (ATL). CSP data and documents provided by the CSP to COPC Inc. that will provide the certification or benchmark review team with an outline of the approaches and practices used by an entity to comply with each of the Items of the appropriate COPC-2000® CSP Standard and its performance results. Applications are submitted prior to Baseline Assessments, Benchmark Reviews, and Certification Audits. A designation from COPC Inc. identifying entities that have formally committed to pursue certification to the COPC-2000® CSP Standard. The processes, practices, and procedures CSPs must develop and implement to meet the requirements of the COPC-2000® CSP Standard or COPC-2000 CSP Gold Standard. A defined set of restrictions, rules or exceptions to the Requirements of the COPC-2000® CSP Standard or COPC-2000 CSP Gold Standard, which must be applied for each service type (as applicable). There are multiple definitions of asset efficiency. Common metrics include: seat utilization, revenue/asset, and other metrics that relate the performance of assets (dollars or units) to output. Asset efficiency may be measured and managed at either the entity or program level. Voluntary and involuntary staff separations (see 4.6 Staff Attrition and Absenteeism).


137

COPC® Glossary of Terms Attrition Costs

Typically include most or all of the following: Compensation of new hires for non-productive period (training time) Agency fees Cost of “lost” production opportunity (pay per call x number of calls/day x period new hire is not “on the job” Cost of recruitment – internal and external (newspaper ads, job fairs, and CSP personnel time) Cost of training – the allocated costs per student for the training program Ramp up costs – efficiency of new hires vs. experienced agents commonly referred to as “learning curve” costs. Typically these costs include reduced production, accuracy (fixing errors made by new staff), and the resulting adverse impact on client and enduser satisfaction. Overtime incurred due to reduced staff size

Automatic Call Distributor (ACD)

The system used by inbound call centers to answer and distribute calls on a first-come/firstserved basis amongst the available CSRs. These systems can be standalone or part of larger telecommunications systems. They usually have the capability to hold callers in queue, play announcements, and store data about the calls for report purposes.

Auxiliary Time (Aux)

Non-telephone time in a CSR’s scheduled day. This often includes time spent on training, breaks, meetings, special projects, restroom visits or getting coffee. Most customer contact telephone systems have a feature called ‘Aux Time’ or ‘Aux State’ that is tracked through CSR use of one or more telephone buttons. Larger than expected segments of auxiliary time should be noted by Supervisors to identify and analyze possible performance metric deviations.

Available Time Average Time Late (ATL) Average Handle Time (AHT)

Average Speed of Answer (ASA)

Average Talk Time (ATT)

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The time between transactions in which a CSR is ready to accept the next transaction. A weighted average calculation used to monitor late backlog (see Exhibit 1 Requirements section). The average amount of time a CSR spends processing a transaction. This includes time spent communicating with end users, putting end users on hold (Hold Time), and wrapping up the transaction after the end user has ended his/her participation in the transaction. The average amount of time all end users wait in queue before their calls or chat requests are answered by a CSR. For comparison purposes, COPC Inc. would also suggest this metric include IVR menu time and automated attendant time. Because abandoned calls can distort the value of this metric, it is important to clarify if and how abandoned calls are used in this calculation. The average length of time a CSR is on the telephone with a caller. (Ideally, the time the caller spends on hold is not included in this metric. If Hold Time cannot be separated, consider this in the staff utilization formula). ATT is typically calculated as the total amount of time on the phone divided by the total number of calls taken. This is also called ACD time in some telephone systems.


COPC® Glossary of Terms Backlog

Transactions that have been received but not processed within the defined cycle time. The appropriate measure for backlog is Average Time Late (ATL).

Baseline Assessment

A COPC® Audit designed to provide a gap analysis of where the entity stands on all Items of the appropriate COPC-2000® CSP Standard. It is used to identify the non-compliant Items so the entity can take appropriate action prior to the COPC® Certification Audit.

Benchmark Data

Benchmark Review

COPC Inc.’s first-hand experience from audits and reviews conducted around the world and across industry and/or business sectors. These are the best examples of performance and practices observed by COPC Inc. to address Category 4.0 Performance of the COPC-2000® CSP Standard. A comprehensive assessment by COPC Inc. of a service organization to provide an operational performance comparison between the service organization and high performance customer contact centers.

Best Practice

COPC Inc.’s first-hand experience from audits and reviews conducted around the world and across industry and/or business sectors. This is the best approach, process or method witnessed by COPC Inc. to address either a particular requirement of the COPC-2000® CSP Standard, or a process that is performed in a customer contact or fulfillment center.

Blended Staff

Staff processing a mix of call, electronic and non-electronic transactions.

Blocked Transactions

The number of calls not received due to network, trunk, or PBX limitations and /or settings. Blocked transactions may be measured as the amount of time the network(s), trunk(s), or PBX are at capacity and must be tracked at least quarterly. This frequency must be increased if end-user satisfaction and dissatisfaction data indicates an issue with customer access.

Business Critical Errors

Inaccuracies that cause an entire transaction to be deemed defective from the CSP, Client or business point of view. These errors will have a direct impact on cost or client satisfaction. These normally include data privacy or compliance errors if Compliance Critical Errors are not tracked separately.

Calibration Sessions

Callback

Meetings during which individuals responsible for the monitoring of transactions compare scoring results for selected transactions and discuss the scoring of these transactions to ensure consistency of scoring. These sessions include quantitative evaluation of the consistency of the scores via comparison to a gauge or reference at the attribute level and their correlation with end-user satisfaction and scores provided by clients. An outbound CSR call to an end user which must be made as a result of previous CSP action which, in-turn, is directly related to a previous inbound end-user call.


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COPC® Glossary of Terms ®

COPC Certification Audit

®

COPC Auditor

Client

Complaint

Compliance Audit Compliance Critical Error Accuracy

Compliant

Confidence Interval (Precision)

®

COPC Registered Coordinator

Cost

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A comprehensive review of all Items of either the COPC-2000® CSP Standard or COPC2000 CSP Gold Standard (as appropriate) to determine the extent to which a CSP has implemented the COPC-2000® CSP Standard. It typically requires two to three COPC® Auditors for three to five days on site. The output from this COPC® Audit is a certification decision and written report. See COPC® Certification Process for further details (separate document). An individual who has successfully completed the COPC® Registered Coordinator Training, has also successfully completed the COPC® Auditor Training, and has also formally demonstrated his/her ability to apply the COPC-2000® CSP Standard in the field. Annual testing and skills demonstration is required to maintain the COPC® Auditor status. Clients are (a) the organizations that hire third-party CSPs to provide products and services to their end users and (b) the groups within a company that obtain CSP services from a “sister” group, division, department, or team within the same company. Any negative comment (received in person or by phone, mail, fax, e-mail, etc.) about any aspect of the CSP’s products, services, staff, or agents or its clients’ products, services, staff, or agents. See COPC® Certification Audit Inaccuracies that cause an entire transaction to be deemed defective from a legal or regulatory point of view. These errors are typically based on international, national, or local legal or regulatory requirements. Meeting the detailed, individual Item requirements of the COPC-2000® CSP Standard or COPC-2000 CSP Gold Standard (as appropriate). Based on a given set of sample data, a confidence interval gives an estimated range of values which is likely to include an unknown population parameter, e.g., mean. Confidence intervals are expressed as a +/- percentage. For example, the results of an end user satisfaction survey may indicate the average score is 87% with a confidence interval of +/3%. This indicates the actual average satisfaction of the population is between 84% (87%3%) and 90% (87%+3%). The person from the entity responsible for coordinating all activities for compliance to the COPC-2000® CSP Standard or COPC-2000 CSP Gold Standard (as appropriate). This person is usually the primary interface between the entity and COPC Inc. Typically focuses on efficiency and the cost per unit incurred by a CSP to provide a product or service. Cost is different from price. Price represents what a CSP might charge for its services or the cost burden transferred to the parent corporation.


COPC® Glossary of Terms Cost of Poor Quality (COPQ)

Cpk

A calculation which measures the financial impact of a CSP’s poor performance. It must be measured and managed at the entity level and the calculation used by the CSP must be consistent with the statement of direction and annual entity business plan. The CSP must also quantify and CUIKA COPQ for metrics(s) that have an impact on at least 50% of the CSP’s transaction volume as specified in the COPC-2000 CSP Gold Standard. See Statistical Process Control

Critical Errors

Inaccuracies that cause an entire transaction to be deemed defective. Typically, these are errors that will cause the end user to contact the CSP again or result in unnecessary expense for the end user (End User Critical Errors), CSP, or Client (Business Critical Errors) (see also Compliance Accuracy).

CSR Utilization

An efficiency metric that represents the time CSRs are engaged in a customer interaction or are waiting for an incoming customer interaction as a percent of the time CSRs are paid (this excludes paid time off and any non-paid breaks). This is calculated as: (transaction handle time + available time)/(paid time) CSR Utilization is commonly used to show how effectively CSRs are being managed and how much of CSRs’ time is truly available to handle end-user transactions.

CUIKA

Customer

COPC Inc. acronym used to describe the collection, analysis, and use of performance data to enable the CSP to achieve its service, quality, cost, and satisfaction targets (as appropriate). All performance data in Category 4.0 Performance, must be “CUIKA”. See 2.6 CUIKA for a detailed description. Customer is used to refer to the CSP’s clients and end users.

Customer Contact Center (CCC)

Call center, customer service centers, technical support centers, help desks, collection centers, telemarketing centers, electronic response centers, sales support centers, outsourcing centers, and customer order centers, etc. that handle end-user contacts of varying types (inbound calls, outbound calls, fax, white mail, e-mail, web transactions and other electronic end-user interactions).

Customer Service Provider (CSP)

Customer Service Providers, or CSPs, provide services to end users on behalf of clients. CSPs encompass most if not all, types of service environments.

Customer Service Representative (CSR)

Customer Service Representative, or CSR, is a term that is used in the family of COPC® CSP Standards to refer to staff in a customer-contact center that process end-user transactions (e.g., calls, e-mails, web inquiries, fax, mail, etc.). Alternative terminology often used in the industry includes agents, technical service representatives, communicators, consultants, and cyber-agents.


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COPC® Glossary of Terms Cycle Time

Defect

The elapsed time (including queue time for inbound telephone and chat contacts) of a process. The cycle time in a customer-contact center usually begins when the CSP receives the transaction (e-mail, mail, and/or fax), and usually ends when the transaction is completed from the end-user’s perspective (e.g., when the product or e-mail is actually received). An error or an undesired result that is different from the planned or expected outcome.

Demand (Demand Requirement)

A calculation which identifies the expected CSR resource needs, based on the forecasted transaction volume and AHT (“Unloaded Demand”) or, based on the forecasted transaction volume, AHT and shrinkage (“Loaded Demand”).

Department

Within an entity, a distinct group or segment of the operation most often defined by the entity’s organization structure. The department may be comprised of the operation’s service delivery customer contact component or a support service (e.g., human resources, information technology).

Department Business Plan

The annual plan, prepared at the departmental level, which must contain quantified financial targets (e.g., improving productivity and efficiency, increasing revenue, reducing costs, or achieving budget) and non-financial targets for those Category 4.0 Performance metrics that relate to the statement of direction and annual entity business plan. For each quantified financial and non-financial target, the CSP must define: • The actions that will be taken to achieve the target. •

Milestones for implementing these actions.

• The manager(s) who will be responsible for implementation. The approach for reviewing each departmental plan must include:

Deployment Download

DMAIC

Formal monthly analysis of performance to the plan. Development of corrective actions when performance does not meet target.

•

Ensuring that corrective actions result in performance improvement.

The extent to which Approaches are used throughout the organization. Usually refers to data being sent between clients and the CSP. See ‘Electronic Download’ also. See Statistical Process Control (SPC)

Efficiency Metrics

Refers to units of input (typically labor hours or costs) divided by units of output (typically number of transactions, time or revenue). Also referred to as productivity metrics.

Electronic Data Interchange (EDI)

Electronic computer-to-computer data exchange, such as invoices or orders. Typically, this is between clients and the CSP.

Electronic Download

Electronic Funds Transfer (EFT)

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• •

The activity that occurs when an end user accesses the Web or FTP site and requests a download of information or software. See ‘Download’ also. A form of bill payment from one account to another.


COPC® Glossary of Terms Electronic Purchase Orders (EPO) E-mail

Purchase orders generated electronically and sent over the network to the CSP. Electronic memos and letters sent over an internal or external network. These can be freeform messages or information provided by filling in an electronic form.

End-to-End Evaluation

Analysis of processes from start to finish with start being defined as the time the transaction is delivered to the CSP (e.g., day and time an e-mail is received, day and time a fax is received) and finish being defined as the time that the transaction is completed from the customer’s perspective (e.g., when the product ships, when an e-mail response is sent to the customer).

End User

End users are the customers of internal CSPs and the customers of third-party CSPs’ clients. They may be consumers, businesses, field organizations, or the retailers, distributors, and specialists that make up a distribution channel.

End-User Critical Errors

Inaccuracies that cause an entire transaction to be deemed defective from the end user’s point of view. These errors will have a direct impact on End User Satisfaction/ Dissatisfaction

End State Objectives

Statements that describe the level of achievement/performance to which the CSP aspires. Examples include market leader, high levels of customer sat, lowest cost, etc. COPC Inc. recommends these objectives be quantified, but this is not required for certification to the COPC® CSP Standards.

Entity

The company, organization, or service operation applying, or seeking certification to, the COPC-2000® CSP Standard or COPC-2000 CSP Gold Standard (as appropriate).. As an example, any of the following could be considered an entity for the purposes of COPC® Certification: • Valu-Write Service Corporation.

Entity Business Plan

•

The San Jose Customer Service Center of Valu-Write Service Corporation.

•

The Technical Support Operation of the San Jose Customer Service Center of Valu-Write Service Corporation.

•

The Megasoft PowerNotes Unit of the Technical Support Operation of the San Jose Customer Service Center of Valu-Write Service Corporation.

The annual plan, prepared at the entity level, which must contain quantified financial targets (e.g., improving productivity and efficiency, increasing revenue, reducing costs, or achieving budget) and non-financial targets for those Category 4.0 Performance metrics that relate to the statement of direction. For each quantified financial and non-financial target, the CSP must define: • The actions that will be taken to achieve the target. •

Milestones for implementing these actions.

• The manager(s) who will be responsible for implementation. The approach for reviewing the plan must include: •

Formal monthly analysis of performance to the plan.

•

Development of corrective actions when performance does not meet target.

•

Ensuring that corrective actions result in performance improvement.


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COPC® Glossary of Terms Exceptions

Non-compliant transactions (e.g., incomplete applications, checks that are over or short paid, incomplete orders).

Fax Back or Fax-onDemand

Two different names for the same service. This service allows an end user with a touchtone telephone to enter digits that will generate a request for an automatic document to be sent to a fax machine. This can also be activated internally by a CSR to send documents to an end-user’s fax machine.

First Call Resolution

The percentage of calls successfully processed during the first call made by the end user and not resulting in a repeat call on the same issue. Sometimes referred to as ‘FCR’.

First Contact Resolution

The percentage of transactions successfully processed during the first contact made by the end user and not resulting in a transfer or repeat call on the same issue. Sometimes referred to as ‘FCR’.

Forecast Accuracy

Forecasting

Full Time Equivalent (FTE)

High-Performing Organizations Indefinite Staff Intelligent Voice Response/Interactive Voice Response (IVR)/Voice Response Units (VRU) Issue Resolution Key Business Processes (KBPs)

144

Forecast accuracy is defined and must be measured at two levels: •

Staffing Forecast Accuracy (e.g., actual vs. forecasted transaction volume for the forecast developed to identify required staffing levels to recruit/hire and train staff).

•

Scheduling Forecast Accuracy (e.g., actual vs. forecasted transaction volume for the forecast developed schedules for existing staff).

Analysis of historical transaction volume and AHT arrival patterns and shrinkage to determine future patterns and demand requirements Usually defined by the entity. It requires standardizing full-time and part-time employees to a full-time equivalent. For example, two part time CSRs who each work half time would be considered one FTE. Companies and entities that are generally recognized as having achieved high levels of service, quality, revenue, cost, and client and end-user satisfaction. Staff occupying positions with no known end date. There are several interpretations for the acronym IVR, Intelligent Voice Response, Interactive Voice Response and Voice Response Units (VRU). It is an electronic (e.g., touchtone, voicemail or speech recognition) decision tree used to route an end user to automated information or to the appropriate CSR queue.

The percentage of processed transactions in which the end users’ requests were successfully resolved. KBPs are those processes that are critical to a VMO’s ability to deliver high levels of performance to end users and clients for the products and services it offers.


COPC® Glossary of Terms Key Customer-Related Jobs (KCR Jobs)

Key Customer-Related Processes (KCRP)

KCR (key customer-related) jobs are those positions that either perform or directly manage staff performing KCRPs (see definition below). • For customer-contact centers, KCR jobs include CSRs, e-mail or web agents, collectors, telemarketers, and mail/fax processors, as well as the staff who direct, manage, and evaluate their performance (often referred to in the industry as leads or supervisors). •

For fulfillment operations, KCR jobs include assemblers, pick-pack-shippers, and material handlers, as well as the staff who direct, manage, and evaluate their performance (often referred to in the industry as line leads or supervisors).

•

For the COPC CSP® Standard, KCR jobs include those that deliver CSR training and perform transaction monitoring.

•

For the COPC CSP Gold Standard, KCR jobs include those that deliver CSR training, perform transaction monitoring, and work force planning and scheduling.

KCRPs (key customer-related processes) are those processes that are critical to the CSP’s ability to deliver high levels of performance to end users for the products and services it offers. These processes are identified in Exhibit 1.

Key Suppliers

Key suppliers are those organizations, external to the entity, that perform a KCRP or KSP. These suppliers need not be external to the company; other parts of the company that are not part of the entity may also be considered key suppliers. Corporate departments that provide information systems and telecommunications represent key suppliers. Key suppliers may also include clients and client-designated companies.

Key Support Processes (KSPs)

Key support processes are those necessary to enable or perform KCRPs to meet targeted levels. These almost always include reporting performance to clients, invoicing clients, information systems, forecasting, hiring and recruiting, training, and telecom (for customercontact centers). KSPs are identified in Exhibit 1.

Lag Time

The time between when a forecast is prepared and when the resulting action will be completed (often called the operational lag time). For example, if six weeks are required to successfully recruit, train and assign new CSRs to handle an expected future transaction volume, then the forecast must be prepared at least six weeks earlier (i.e., it has a lag time of six weeks).

Lead or Lead CSR

Normally a position within an entity that is partially CSR and partially responsible for first line management functions for the team, such as monitoring, coaching, being a product or procedure/policy expert reference, handling escalated calls, etc.

Levels

Measurements which reflect performance at specific times that are evaluated relative to the performance achieved by appropriate comparisons.

Licensee

Companies that are licensed by COPC Inc. to determine compliance to the COPC-2000® CSP Standard and nominate entities for certification to the COPC-2000® CSP Standard. They perform audits and reviews using the COPC-2000® CSP Standard or COPC-2000 Gold Standard. Licensees must follow specific guidelines to ensure the integrity of the COPC® CSP Standards and the COPC® Certification Audit.


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COPC® Glossary of Terms Line Staff

Personnel handling the customer contacts and other KCR jobs (CSRs and pick/pack/shippers).

Logged-off

CSRs log-off to tell the ACD system they are no longer working. Log-off rules vary by company (e.g., CSRs log-off during lunch hours and/or at the end of each shift only). COPC Inc. recommends that CSRs log-off only at shift end. Also referred to as sign-off.

Logged-on

CSRs log-on to tell the ACD system they are starting work. This usually means entering a touchtone code or agent number. Also referred to as sign-on.

Monitoring

See Transaction Monitoring

Net Promoter Score

Non-critical Errors

Occupancy

The difference between the percentage of customers who are promoters and the percentage of customers who are detractors. Inaccuracies that do not cause an entire transaction to be deemed defective. Examples include errors in professionalism, soft skills, and some data input errors. An efficiency metric calculated as: (transaction handle time)/(transaction handle time + available time) Occupancy is commonly used to show how effectively CSRs are scheduled to work to meet the arrival of transactions.

OJT On Time Paid Time

On-the-job training. The percentage of transactions processed within the targeted cycle time. Paid working time. This typically refers to the hours for which a CSR is paid during his/her work day (this often excludes paid time off and lunch breaks).

Performance Metrics

Measures used by the CSP to track performance, particularly of KCRPs. Examples and Requirements are presented in Category 4.0 Performance and Exhibit 1.

Performance Management System

The organizational structure, procedures, processes and resources needed to ensure overall service, quality, revenue, and cost performance, particularly with regard to consistently meeting customer requirements.

Precision

Previous Performance Level Process Audits, End-to-End

Process Capability

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See Confidence Interval The average of the previous three data points (or the average of the previous data points if fewer than three data points are available). Audits of KCRPs that follow the process from the first process step through the output of the process. These audits often cross multiple departments within the CSP, including those outside the entity, as well as key suppliers. The measure of how capable a process is of consistently meeting target, specification limits or End User requirements. A capable process will show little variation and will be achieving targets.


COPC® Glossary of Terms Process Centering

Process Sigma Productivity

Program

Quality

®

COPC Re-certification Audit

®

COPC Registered Coordinator

A process is centered when the distribution of results from a process show a normal distribution and the mean of the process results are equal to or very close to target. See Statistical Process Control An efficiency metric calculated as: (transaction handle time)/(paid time) A program is support provided for a specific product or service for a specific client. Individual clients often have multiple programs. These might be services provided to different divisions or departments within the client organization, a similar service provided for different products, different services provided for the same product, or individual campaigns. Programs should be defined based primarily (although not exclusively) on the client’s and the CSP’s organization structures. The more distinct the organization structure, the more the CSP is likely to have different programs. Thus, a CSP that uses two different teams for one client probably has two programs for that client. Doing things accurately at the first attempt (e.g., giving the correct answer to an inquiry, inputting an order correctly, and shipping the correct product to the correct address). Entities certified to the COPC-2000® CSP Standard must be re-certified on an annual basis. The COPC® Re-certification Audit is an abbreviated version of a COPC® Certification Audit. See COPC® Certification Process for more detailed requirements (separate document). Someone who has successfully completed the COPC® Registered Coordinator Training and passed the exam by scoring 90% or higher.

Request for… (RFX)

A term created by COPC Inc. for any Requests made by VMOs to potential CSPs for Information (RFI), Proposal (RFP), or Quote (RFQ).

Request for Proposal (RFP)

A document normally prepared by a client and sent to CSPs asking them to present a proposal detailing the methods and price to perform the services to be outsourced as described in the RFP.

Requirement

There are two definitions of this term as it is used in the COPC-2000® CSP Standard, COPC-2000 CSP Gold Standard, and COPC-2000 VMO Standard: 1. Any need that the CSP or VMO has to fulfill (e.g., respond to e-mails). Reference is made throughout all the COPC® Family of Standards to client and end-user requirements. 2. An element of any of the COPC® Family of Standards that is a subset of an Item. For example, 1.1.1 is a requirement in 1.1 Statement of Direction.


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COPC® Glossary of Terms Schedule Adherence

There are multiple definitions of schedule adherence. The numerator and denominator will vary, depending on the definition. For example, comparing actual and scheduled work by time of day and type of work (handling transactions, attending meetings, coaching, on break, etc.). To illustrate this calculation assume a CSR’s break of 15 minutes is scheduled to begin at 10:00am, but is actually taken between 10:05 am and 10:20 am, Schedule adherence would be:

Calculation [15 (actual break) – 5 (late start) – 5 (late return)] / [15 (scheduled break)] = 33%. Schedule Attainment

Schedule attainment is the percentage of FTEs in the client-required staffing plan which are actually available during a time period. This measurement must include the absolute value of the difference of the number of FTEs in the client-required staffing plan and the actual number of FTEs available. On a daily, weekly, and monthly basis, this measurement must include the weighted average (based on the number of client-required FTE) of schedule attainment for the relevant 30minute intervals. To illustrate this calculation, assume the client-required staffing plan calls for 15 FTE to be available from 10:00 am to 10:30 am. If 14.5 FTE are available during this interval, the schedule attainment would be calculated as follows:

Calculation 1‐ (ABS(Actual FTE ‐ Required FTE)/Required FTE) Actual FTE = 14.5, Required FTE = 15 1 – (ABS(14.5 - 15)/15) = 1 – (ABS(-.5)/15) = 1 – (.5/15) = 1 - .033 = 96.7% Scheduling

Scope of Work (SOW) Service

148

Assigning CSR resources (planned ‘roster’) by period to meet the estimated loaded demand. See Demand/Demand Requirement. A definition of requirements created by a client and a CSP that clearly delineates the work product to be delivered by the CSP. There are two definitions of this term as it is used in the COPC-2000® CSP Standard, COPC-2000 CSP Gold Standard, and the COPC-2000 VMO Standard: 1. The speed in which things are done from the customer’s perspective. This might be how long it takes to talk to a live agent or how long it takes to receive a response to an email. 2. A specific function that the CSP or VMO has to provide, e.g., Inbound Customer Service, Technical Support, Collections, etc.


COPC® Glossary of Terms Service Level

A measurement expressing the percentage of transactions that are responded to in a specified timeframe. For example, 80/30 for a call center means that 80% of the offered calls are or will be answered within 30 seconds. Service level can be a target or a measurement of actual performance.

Service Level Agreements (SLA)

Written contracts or agreements with suppliers of products or services. These usually consist of agreed upon performance levels and targets.

Shrinkage (Lost Time)

Skill-based Routing

SKU Specific Attribute

There are multiple definitions of shrinkage. The definition COPC Inc. finds most useful is: the estimated amount of scheduled time that will not be realized because of absenteeism, sick/late time (and FMLA), training, coaching, team meetings, etc. that are not included in the work schedule. Software controlled ACD function that routes callers to specific CSR(s) based upon predetermined parameters and calling conditions (e.g., CSR language capability, call priority, etc.). Stock Keeper’s Unit An individual element or component used to break down overall satisfaction into the elements that create or contribute to satisfaction (e.g., accuracy, timeliness).

Specification Limit

Used where a process is to be managed to a band around target rather than a single target value. Upper Specification Limit (USL) will determine the highest permitted result, and the Lower Specification Limit (LSL) will determine the lowest permitted result from a process.

Staff Classification

Two distinct staff classifications within CSPs describe positions (as opposed to the personnel occupying those positions) from the end-user perspective. • Indefinite staff occupy positions with no known end date. They are employed either by the CSP, or by a staffing or recruiting firm (in which case they are often called “temps”). A CSR position that is occupied during the course of a year by four threemonth “temps” is de facto an indefinite position for the purposes of the COPC® Family of Standards. •

Staff, Contract Staff Utilization Staffing

Temporary staff occupy positions for which there is a known end date, such as for a holiday rush.

Full- and part-time staff on the payroll of a staffing/recruiting agency. See CSR Utilization Calculating the estimated number of CSR resources by period (regardless of who will actually be assigned) that are required to handle the forecast transaction load (loaded demand). See Demand/Demand Requirement.

Standard Operating Procedure (SOP)

The sequential steps to be followed for a particular process. The COPC® Family of Standards does not require these to be written documents, although they often are documented.


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COPC® Glossary of Terms Statement of Direction (SOD)

Statistical Process Control (SPC)

Supervisor

Support Staff

A documented statement of the CSP’s overall direction (e.g., vision, mission, or purpose) that clarifies its commitment to clients and end users. It must address one or more of client and end-user satisfaction, service, quality, or cost. Management and employee behavior must be aligned with the statement of direction. A structured approach, using statistical tools, to minimize process variation and improve process performance (when targets are not achieved). Typically SPC tools include Six Sigma, DMAIC, Cpk, etc.) The managerial position within a CSP to which a CSR reports (also referred to as a first line management). The personnel responsible for supporting staff in KCR jobs. This usually includes information systems, information technology, telecom, human resources, schedulers/forecasters, and management.

Sustained Improvement

Three consecutive data points which are statistically significantly above the previous performance level. The three points do not have to demonstrate successive improvement, i.e., each point does not have to demonstrate higher performance than the previous data point, but all three data points have to be statistically significantly above the previous performance level. For the COPC-2000 CSP Gold Standard, the CSP must be able to demonstrate improvement through the use of a statistical measure such as a moving average or R-square on a trend line.

Target

A quantified level of performance for a requirement (e.g., respond to 95% of e-mails within 24 hours of receipt).

Technical Support Representative (TSR) Temporary Staff Time on Phone

COPC Inc. uses this term interchangeable with CSR, agent, representative, rep or other terms used to refer to the line staff that handle end-user contacts. Staff occupying positions for which there is no known end date. The actual length of time a CSR is talking on the phone with an end user including hold time (commonly referred to as average talk time). See Utilization, CSR Utilization, and Occupancy.

Transaction Arrival Patterns

The transaction volume arriving in specific time intervals.

Transaction Handle Time

The total time spent handling transactions including talk time (inbound and outbound calls), non-phone (e-mail, correspondence) time, and any after call work.

Transaction Monitoring

Reviewing the style, format, professionalism, knowledge, and accuracy of information as it is provided by CSRs to end users (see 2.4 Transaction Monitoring). For calls, this is usually performed by remote or side-by-side observation of actual calls. For e-mails or correspondence, this is usually performed by reviewing the CSR’s written responses to enduser inquiries.

Trends

150

Evaluation of how performance has changed over time.


COPC® Glossary of Terms Unscheduled-time Hours

The number of hours a CSR (or a group of CSRs) is scheduled to work but does not because of unplanned absences - such as illness, tardiness and last-minute personal days - in a given timeframe. Example: a CSR is absent one workday, takes an unplanned personal day and is tardy by an hour twice during a 21-day month, totaling 18 hours. This information is used in the absenteeism calculation.

Uptime

The percentage of time that systems are available to be used as intended (computer systems, telephone lines, ACDs and desktop terminals).

Upload

Data being sent from the end user to the CSP/Client or other designated location.

Utilization Vendor Vendor Management Organization (VMO) Voice-Over-Data

See CSR Utilization. COPC Inc. uses this term interchangeable with “supplier”. An organizational unit or group of individuals, typically within the client enterprise, responsible for managing at least a portion of the enterprise’s programs with CSPs. Incoming calls to agents direct from end users that are using the client’s website. The Internet circuit is shared between the audio for the call and the data for the screen(s). Requires speakers (or headset) and a receiver associated with the user’s terminal.

Web Callback

Callbacks generated when the end user activates a button on the clients website that sends a message with the telephone number to an automatic out-dialer at the CSP. The out-dialer dials the end user and connects to a CSR.

Web Chat

On a network, real-time exchange of written communication between customers and a CSR. Usually used for technical support, product queries, idea generation or customer satisfaction discussions. Typically a CSR chats concurrently with two or more end users.


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