This document provides information about conducting contact centre assessments and audits. C3Africa is an integrated business that provides consulting, training, research, media and marketing services to the contact centre industry. It outlines C3Africa's methodology for conducting comprehensive contact centre assessments based on over 1,500 audit checkpoints across key competencies. Areas like strategy, processes, people, technology and more are evaluated. Contact centres are scored on a scale from foundational to world class in each area. The audit provides benchmarks, identifies risks and gaps, and makes recommendations to help contact centres improve performance and maturity. The document includes examples of reports and models used in C3Africa's contact centre assessment and improvement process.

1. The Way to Market
Friday, January 30, 2015
Contact Centre Industry Specialists
IMPORTANT COPYRIGHT NOTICE
This document is protected by South African and International legislation and common law pertaining to the protection of Copyright and Intellectual Capital contained herein. Such rights are
vested with the author/s C3Africa (Pty) Ltd. No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose,
without the express written permission of the authors.
Contact Centre Assessment,
Baselining,
Benchmarking & Auditing
Version 9 21 Jan 2010 -rj
A MEMBER OF THE ASCENTYS GROUP

2. Merged Business Interests
September 2007
September 2009
Merged with Ascentys Group
C3Africa is an integrated business that provides holistic,
integrated professional services, solutions and products to
the Call Centre / Contact Centre and Customer Service
industry.
Consulting - Training - Research – Media & Marketing
The Business Model
Formed
1997
Formed
2004

3. Contact Centre Industry Specialists
Excellence Through Applied Business Intelligence,
Experience, Unique Expertise and Quality
Positioning Statement

4. Five Key Challenges
Into 2010
Reduce Cost
Of Operations
Increase
Efficiencies
Increase
Revenue
Reduce
Risk
Increase
Customer
Satisfaction
Fulfilling The Key Elements
of Most Organisations’ Strategic Plans
Doing a lot more …..
With a lot less …..
Without compromising quality

5. WORLD CLASS CONTACT CENTRE
- A definition
To be recognised as a “World Class Contact Centre” the
operation must meet all three of the following criteria:
1: Aligned and Integrated Strategies
The contact centre is fully aligned with and supportive of the
organisation’s core business strategies and operational
objectives.
2: Operationally, it Complies with Specific Standards
The contact centre achieves a better than 85% compliance with
clearly specified standards as defined by the organisation, by
internal and external customer expectations or by specific
industry, statutory, regulatory or contractual requirements.
The contact centre is benchmarked – at least on an annual basis
– against National, Regional and International ‘same-sector’ and
similar non competitive contact centres and it achieves at least
an averaged 85% score against those Key Performance
Indicators that are Internationally recognised to comprise ‘Best
Practice’ for a contact centre operation of the same or closely
similar type..
3: Benchmarked Against Similar Operations
© Copyright reserved. C3Africa (Pty)Ltd 2008

6. Constructive Auditing & Benchmarking
to Achieve “World Class” Operational
Efficiency and Effectiveness

7. Why Audit Your
Contact Centre ?
• Why is the contact centre performing the way that it is?
(Good or Bad)
• What is driving your performance?
• Who is responsible for your current levels of
performance?
• What are your core issues?
• How fixable are these?
• Is your operation ‘Compliant’ (e.g. SABS Standards)
• What are the real and potential risks to your business ?
• What needs to be done?
• What are your opportunities?
• How can you increase profit?
• How can you cut or cap costs?
• How can these be capitalised?
• What resources will be required?
Because only Knowledge-based decisions count !

8. Vision & Mission , Financial, Marketing, Green, Human Capital & Communication Strategies
Contact Centre Core
Measurable Competencies*
* Customisable to specific operations
STRATEGIC
FINANCIAL
CUSTOMER EXPERIENCE
HUMAN CAPITAL
OPERATIONS
PROCESS
BUSINESS INTELLIGENCE
TECHNOLOGY
QUALITY, RISK & COMPLIANCE
PHYSICAL STRUCTURE
Customer Satisfaction, Retention, 3rd Party Relationship, Market Knowledge
Operational Budget, ROI Model, Governance, Financial Reporting, Contractual Agreements
Recruitment Policy, Job Profiles, Accreditation, Career Paths, RPL ,Attrition, WFM
KPI’s & Metrics, Reward & Recognition, Knowledge Management, Disaster Recovery
Process Policy, Design Principles, Document Standards, Version Control, Tools, Usability
Knowledge Management, MIS, Interpretation, Extrapolation, Dash Boarding, Policies
Systems Architecture, Hardware, Support, Business Continuity, Connectivity and Security
Quality & Risk Management, Compliance, Reporting , Continuous Improvement
Location, Site Layout, Aesthetics, Acoustics, Ergonomics, Furnishings, Security, Services
Sections Work Streams

9. Contact Centre
Assessment Matrix
Organisation
Strategy Performance
Competency
Equipment
Delivery vehicle
Process
Culture
Facilities
& Layout
Application
Areas to be Audited and Assessed

10. Questionnaire / Probe
Methodology
 Over 1,500
checkpoints
 Includes SOME of the
SABS Contact Centre
Standards
 Can be ‘customised’
to include client-
specific audit or
assessement
requirements

11. Key Performance
Indicator Evaluation
Specific KPI’s and Metrics defined in
pre-audit kick-off workshop with Client
480 KPIs

12. Contact Centre
Development MatrixOperationalMaturity
Degree of Integration: Strategies, Operations and
Technologies
© Copyright reserved. C3Africa (Pty)Ltd 2008
Example: 18 Month Goal
Example: 1st Audit Score

13. Contact Centre Audit &
Evaluation Methodology
STRAND People
-- EXAMPLES --
DIMENSION Coaching
FOCUS AREA One-on-One Coaching
EVIDENCE Accurate, Current, Documented Records
OBSERVATION &
COMMENTS
Auditor’s Observations & Comments
FOCUS AREA
RECOMMENDATIONS
Auditor’s Recommendations
© Copyright reserved. C3Africa (Pty)Ltd 2008
FOCUS AREA RISK INDEX 0 – 5 (Refer to scoring methodology)
FOCUS AREA SCORE
0 – 5 (Refer to scoring methodology)

14. Assessment Model
How Competencies are Scored
0%
 Does not exist
 No Documentation
 Not in practice
 Not observed
 A factor of Risk

15. FOUNDATIONAL
1 – 20%
 Present in the operation but to a minimal degree
 Insufficient evidence and/or ad hoc implementation
 None or poor documentary evidence
 Inconsistent
 A factor of Risk
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION &
COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK
INDEX
FOCUS AREA
RECOMMENDATIONS

16. FUNDAMENTAL
21 – 40%
 Present in the operation but not consistently in practice
 Some evidence of ad hoc implementation
 Poor or Out-of-Date documentation
 Basic fundamentals in place
 A factor of Risk
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION &
COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK
INDEX
FOCUS AREA
RECOMMENDATIONS

17. DEVELOPING
41 – 60%
 Consistent but not used to drive continuous improvement
E.g. Not reported on
 Documentation Required Up-dating
 Not fully understood and/or applied across the operation
 A factor of Risk Index
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION &
COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK
INDEX
FOCUS AREA
RECOMMENDATIONS

18. MATURE
61 – 80%
 Fully integrated into operational procedures, systems and
method
 All strategies, policies, processes, procedures and reporting
mechanisms well documented and driven by consistent
continuous improvement initiatives
 Making a positive contribution to operation’s continuous
improvements
 A factor of Risk Index
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION &
COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK
INDEX
FOCUS AREA
RECOMMENDATIONS

19. WORLD CLASS
81 – 100%
 Aligned with recognized domestic and international “best
practice” and standards (“World Class”)
 Firmly imbedded into the operational culture and procedures
 Visible signs of driving continuous improvement throughout all
streams in the operation
 A factor of Risk Index
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION &
COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK
INDEX
FOCUS AREA
RECOMMENDATIONS

20. RISK MODEL
Based on the FAIR™ model developed by Risk Management Insight inc
BUSINESS
IMPACT
PROBABILITY
STRAND
DIMENSION
FOCUS AREA
EVIDENCE
OBSERVATION &
COMMENTS
FOCUS AREA SCORE
FOCUS AREA RISK
INDEX
FOCUS AREA
RECOMMENDATIONS
Risk is assessed and evaluated in the context of individual
Focus Areas. ‘Risk’ is a factor of overall Business Risk and
the Operational Risk associated with poor performance
within the specific Focus Area.

21. Focus is on measurement
and improvement of customer experience
Definition Examples
Measurement
of customer
experience
focused on
internal
operational
metrics.
Foundational
Limited
customer
research and
recording
provide basis
for
measurement.
Fundamental
Objectives set
and clear
measurement
of customer
experience
across
channels and
functions.
Developing
Business
managed to
maximize
customer
experience
with focus on
continual
improvement.
Mature World Class
Customer
experience
management
based on and
aligned to
world class
and South
African Call
Centre
Standards.
Customer Experience

22. Examples Of Customer
Experience Competencies
 Channel interfaces based on usability and
desired customer experience
 Regular measurement of customer behaviour
and feedback with associated changes
 Active participation from customers and staff in
articulating and delivering customer experience
 Involvement of marketing and branding teams
in channel design
 Customer experience and satisfaction core
aspects of measurement of contact centre
success

23. Focus is on people skills, policies and procedures, with specific focus on staff
turnover and absenteeism
Definition Examples
People
recruited with
basic training.
Foundational
HR
infrastructure
well
developed and
effective.
Fundamental
People set up
to win, with
best practice in
all key areas.
Developing
Long term
people
development
in line with
future needs.
HR policy and
infrastructure
evolving in
response to
needs and
changing
conditions.
Mature World Class
People
strategy and
policies
aligned with
South African
Call Centre
Standards and
international
best practice
trends.
People

24. Examples Of People
Competencies
 HR policies and procedures defined and used
 Specific contact centre recruitment processes
 Salary structures based on contact centre
requirements such as performance pay
 Measurements and action plans regarding key
statistics, such as retention, absenteeism and
satisfaction
 Training programmes that reinforces induction
training through on the job training and
development
 Coaching programmes with individual agent
assessments
 Quality management solutions in place and in use

25. Focus is on contact centre processes (more than overall business processes)
Definition Examples
Ad-hoc
processes
designed as
needed but
not
documented
as reusable
methodologies
Foundational
Key processes
defined and
documented.
Fundamental
Processes
defined,
quality
controlled and
managed.
Integrated into
all training.
Developing
Processes
optimised
with
continuous
improvement.
Mature World Class
Process
definition,
development
& continuous
improvement
aligned to
international
and South
African Call
Centre
Standards and
best practice
Processes

26. Examples Of Process
Competencies
 Defined approach and methodology for process
design
 Escalation processes within the contact centre
defined
 Out-of-hours and disaster planning processes in
place
 Interface processes within the broader organisation
and third parties in place
 Complaints processes documented and used
 Provision of written prompts or contact guidelines
 Methodology for recording and assessing contact
quality

27. Example of a Strand Report

28. 0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Site 1 Site 2 Site 3
Processes
Systems
Resources 0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Site 1 Site 2 Site 3
Processes
Systems
Resources
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Score
Site 1
Score
Site 2
Score
Site 3
Site Operational Score
Operational Risk Rating

29. 0.00
1.00
2.00
3.00
4.00
5.00
Strategic
Operations
Process
PeopleWFM, MI & Reporting
Technology
Site Facilities
Site Profile Score
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00 Strategic
Operations
Process
People
WFM,MI&
Reporting
Technology
SiteFacilities
Audited Performance Score
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Customer
Experience
Business
Financials
Strategic
Definitions
Strategic Dimensions

30. Example of Post-Audit Performance
Mapping & Prioritisation Model
C3Africa Performance-Risk Model ©
0.00
2.00
4.00
0.00 2.00 4.00
AssessedPerformace
Risk
Prioritization Model Summary
Technology
Operations
Low Moderate High
World
ClassDevelopedFundamental
Strategic
WFM, MI & Reporting
People
5.00
3.00
0.00
0.00 3.00 5.00
RISK INDEX
PERFORMANCEINDEX
Processes
HIGH PERFORMANCE
LOW RISK
LOW PERFORMANCE
HIGH RISK
C3Africa RISK - PERFORMANCE MODEL ©

31. Example of Post-Audit ScoresOperationalMaturity
Degree of Integration: Strategies, Operations and
Technologies
Q3- 2008 1.85
Q1- 2009 3.25
Showing overall performance improvement after 2nd audit

32.  Audited and Scored against C3Africa contact centre
operational competencies
 Development Matrix Scoring
 Risk Index Scoring
 Does NOT include recommendations and remedial
intervention outlines
 Audited and Scored against C3Africa contact centre
operational and performance competencies and appropriate
SABS Contact Centre Standards
 Development Matrix Scoring
 Risk Index Scoring
 Includes recommendations and remedial intervention
outlines

33. Implementing The Project:
The Engagement Model
Phase 1
Project Scoping
Phase 2
Information
Gathering
Phase 3
Interpretation &
Recommendations
Phase 4
Remedial
Interventions
1-2 days
5-14 days 14-21 days
Estimates only: Subject to degree of complexity and scale of operations
2-5 days
3-5 days 3-5 days
NB Excludes recommendations
* Based on a single site engagement

34. Costing Model
•Estimates are based on Gauteng-based auditing and dependant on size and complexity of the operation . Add travel,
accommodation and S&T for services outside of Gauteng
* Based on a single site engagement
R90,000 – R150,000*
 Initial scoping workshop.
 Project Plan
 Customisation of
Questionnaire
 On-site investigations,
workshops, meetings and
associated information-
gathering.
 Scoring against C3Africa
Operational Competencies
matrix
 Risk Index Scoring
N.B. NO Remedial Consulting /
Recommendations
R200,000 –R450,000+*
 Initial scoping workshop.
 Project Plan
 Customisation of Questionnaire
 On-site investigations, workshops,
meetings and associated information-
gathering.
 Scoring against C3Africa Operational
Competencies matrix
 Scoring against appropriate SA
(draft) Contact Centre and Business
Process Standards
 Risk Index Scoring
 Scoring against recognised baselines
and benchmarks
 Recommendations and improvement
intervention outlines

35. Conclusions
• Only knowledge-based decisions count.
• It is only possible to manage what you
can measure.
• Most identified problems can be resolved
by means of Processes, Procedures and
Disciplines.
• If the contact centre is not on a Formal
Continuous Improvement Programme …
… Then there is a high probability that it
is Continuously Deteriorating

36. Thank You For This Opportunity
- QUESTIONS -