COPC-2000 Customer Service Provider Standard

Transcription

2 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..

3 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 Assessing Compliance to the COPC CSP Standards Evaluation Requirements Approach and Deployment Results Looking Forward: Strategic Direction for the COPC CSP Standards Leadership and Planning Statement of Direction (60 points) Management System Review (40 points) Processes Implementing New Products, Services, Programs, Clients, and Requirements (60 points) Process Capability (100 points) Corrective Action and Continuous Improvement (80 points) Transaction Monitoring (100 points) Forecasting, Staffing, and Scheduling (100 points) CUIKA (80 points) End-User Privacy (40 points) Data and Information Availability and Update (40 points) COPC-2000 CSP Standard Release January 2009 i

4 3.0 People Defining Jobs, Recruiting and Hiring (70 points) Training and Development (70 points) Verifying Skills and Knowledge (80 points) Staff Performance Management (40 points) Managing Staff Feedback (40 points) Performance Client Satisfaction and Dissatisfaction (100 points) End-User Satisfaction and Dissatisfaction (200 points) Service and Revenue Performance (150 points) Quality Performance (150 points) Cost and Efficiency Performance (150 points) Staff Attrition and Absenteeism (100 points) Achieving Results (150 points) Exhibits Exhibit 1 Requirements Applying the COPC-2000 CSP Standard to Internal Customer Service Providers Applying the COPC-2000 CSP Standard to Fulfillment Operations Applying the COPC-2000 CSP Standard to Outbound Contact Management Applying the COPC-2000 CSP Standard to Electronic Commerce Applying the COPC-2000 CSP Standard to Collections Applying the COPC-2000 CSP Standard to Healthcare Insurance Applying the COPC-2000 CSP Standard to All Business Process Outsourcing (BPO) Services Applying the COPC-2000 CSP Standard to Face to Face Services COPC Glossary of Terms ii COPC-2000 CSP Standard Release January 2009

5 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. Clients CSPs Hire CSPs to provide services to their end-user customers. Provide services to end users on behalf of clients. End Users Customers of clients. COPC-2000 CSP Standard Release January

6 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: It works! Users of the COPC CSP Standards have reduced cost, improved revenue, increased service and quality, and increased customer satisfaction. 4 COPC-2000 CSP Standard Release January 2009

7 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. 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 . 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). Revenue generation occurs in sales and collections centers. 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 COPC-2000 CSP Standard Release January

8 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., , 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. Transaction Processing Centers: These operations typically process nonelectronic transactions such as mail. 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. Remittance Processing Centers: These operations process end-user payments (e.g., credit card payments). 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. 6 COPC-2000 CSP Standard Release January 2009

9 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). 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). 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 COPC-2000 CSP Standard Release January

10 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 ( Release 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 8 COPC-2000 CSP Standard Release January 2009

11 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 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. 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. A demonstrated capability to achieve a majority of their performance targets. 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 COPC-2000 CSP Standard Release January

12 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). 10 COPC-2000 CSP Standard Release January 2009

13 COPC Framework Release Driver 1.0 Leadership and Planning 1.1 Statement of Direction 1.2 Management System Review 1.G.A Planning and Reviewing Business Performance Enablers 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 2.G.A Technology 2.G.B Key Supplier Management 2.G.C Data Security 2.G.D Contingency Planning Goal 4.0 Performance 4.1 Client Satisfaction and Dissatisfaction 4.2 End-User Satisfaction and Dissatisfaction Service and Revenue Performance 4.4 Quality Performance 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 Defining Jobs, Recruiting and Hiring 3.2 Training and Development 3.3 Verifying Skills and Knowledge 3.4 Staff Performance Management 3.5 Managing Staff Feedback COPC-2000 CSP Standard Release January

14 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 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 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. 12 COPC-2000 CSP Standard Release January 2009

15 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: COPC-2000 CSP Standard Release January

16 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. 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. 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. 14 COPC-2000 CSP Standard Release January 2009

17 Categories and Items Item Point Values COPC-2000 CSP Standard Point Values COPC-2000 CSP Gold Standard Point Values 1.0 Leadership and Planning Statement of Direction Management System Review G.A Planning and Reviewing Business 40 Performance 2.0 Processes Implementing New Products, Services, Programs, Clients, and Requirements 2.2 Process Capability Corrective Action and Continuous Improvement 2.4 Transaction Monitoring Forecasting, Staffing, and Scheduling CUIKA End-User Privacy Data and Information Availability and Update G.A Technology 40 2.G.B Key Supplier Management 40 2.G.C Data Security 40 2.G.D Contingency Planning People Defining Jobs, Recruiting and Hiring Training and Development Verifying Skills and Knowledge Staff Performance Management Managing Staff Feedback Performance Client Satisfaction and Dissatisfaction End-User Satisfaction and Dissatisfaction Service and Revenue Performance Quality Performance Cost and Efficiency Performance Staff Attrition and Absenteeism Achieving Results G.A Asset Efficiency 50 4.G.B Cost of Poor Quality (COPQ) 150 Total Points COPC-2000 CSP Standard Release January

18 Scoring Guidelines for Individual Items The COPC CSP Standards Scoring System requires a separate scoring of the Category Approach Items and the Category 4.0 Performance (Results) Items. Items in Categories 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 Deployment 0% 25% 50% 75% 100% The approach meets less than 25% of the requirements of the Item. The approach meets at least 25% and less than 50% of the requirements of the Item. The approach meets at least 50% and less than 75% of the requirements of the Item. The approach meets at least 75% and less than 100% of the requirements of the Item. The approach meets all of the requirements of the Item. 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%. 16 COPC-2000 CSP Standard Release January 2009

19 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 % Score: 50% Approach Deployment 1.2 Management System Review 100% 50% Management System Compliant Review Compliant At Least 50% & Less Than 75% Corrective Actions Compliant COPC-2000 CSP Standard Release January

20 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 Scoring Approach for Each Item in Category 4.0 Results Approach Levels Trends 0% The approach meets less tha n 25% of the requirements of the Item. Less than 25%of the required metrics are achieving targeted levels None of the required metrics exhibit sustained improvement 25% 50% The approach meets at least 25% and less tha n 50% of the requirements of the Item. The approach meets at least 50% and less tha n 75% 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 least one of the required metrics exhibits susstained improvement 75% The approach meets at least 75% a nd less than 100% of the requirements of the Item. 100% The approach meets all of the requirements of the Item. At lea st 50% (65% for the Gold) of the required metrics are achieving targeted levels At least two of the required metrics exhibit sustained improvement Note #1: A metric cannot count for Levels (as achieving targeted levels) or Trends if it does not meet "CUI" of CUIKA. Any requirement in Category 4.0 not done by the CSP would count as a "miss" on "C" of CUIKA. 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 if it is compliant with Item 4.7 Achieving Results (COPC-2000 CSP Standard only). 18 COPC-2000 CSP Standard Release January 2009

21 Example of Scoring for Results (i.e., Items in Category 4.0) In the example below for 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. For the COPC-2000 CSP Standard, 67%*150 yields points for this Item. For the COPC-2000 CSP Gold Standard, 67%*200 yields 134 points for this Item. Service and Revenue Performance % Score: 67% Levels Trends Results 45% At Least 1 Approach Requirements 100%.1 KCRP KSP Listed Metrics Listed in Exhibit 1 Compliant.2 KCRP not Listed Compliant.3 KSP not Listed Compliant.4 Client Service or Revenue Metrics Compliant.5 100% of the Data & Analyzed Monthly Compliant.6 Data Must be Maintained Compliant.7 Targets Statement of Direction Compliant.8 Targets High Performance Compliant 0.5 COPC-2000 CSP Standard Release January

22 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 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 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. 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 20 COPC-2000 CSP Standard Release January 2009

23 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. COPC-2000 CSP Standard Release January

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25 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) Cost 2. 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) An internally developed system of processes and procedures 2. At a minimum, the management system review must: a) Be conducted annually. COPC-2000 CSP Standard Release January

26 b) Assess compliance to all requirements of the COPC-2000 CSP Standard. c) Yield findings that include documented evidence of compliance and noncompliance to the COPC-2000 CSP Standard. 3. 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. 24 COPC-2000 CSP Standard Release January 2009

27 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 Requirements 1 (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) 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. 2. 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. For third-party CSPs, the appropriate reporting metric is On-time delivery of agreed-upon program components. 1 Note: Requirements may include new or changed client or internal (CSP) requirements. COPC-2000 CSP Standard Release January

28 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) Develops and implements solutions 26 COPC-2000 CSP Standard Release January 2009

29 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, , 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. COPC-2000 CSP Standard Release January

30 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) Action must be taken at the program level to improve performance. 3. 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) 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. 28 COPC-2000 CSP Standard Release January 2009

31 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, s, 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 for: i) Average Handle Time or Transaction Handle Time ii) Volume iii) Shrinkage iv) Targeted Service Level or Cycle Time 3. 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): COPC-2000 CSP Standard Release January

32 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) Accurate: numerically correct and not misleading. 30 COPC-2000 CSP Standard Release January 2009