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Provider Standard
1996 2009 Customer Operations Performance Center Inc. (COPC Inc.) All Rights Reserved.
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
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
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
ii
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.
VMOs
(Vendor
Management
Organizations)
CSPs
Clients
End Users
Customers of clients.
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 CSPs
clients. They may be consumers, businesses, field organizations, or the retailers,
distributors, and specialists that make up a distribution channel.
It works! Users of the COPC CSP Standards have reduced cost, improved
revenue, increased service and quality, and increased customer satisfaction.
Service is the speed in which things are done from the customers 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.
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).
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
CSP might charge for its services or the cost burden transferred to the parent
corporation.
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.
Transaction Processing Centers: These operations typically process nonelectronic transactions such as mail.
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.
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).
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.
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
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.
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 Committees and the industrys
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.
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.
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.
Objective measures in place for all activities that directly impact end users and
clients.
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 CSPs 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
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
organizations 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 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
Goal
4.0 Performance
4.1
3.0 People
3.1
3.2
3.3
3.4
3.5
11
Approaches must include the key elements or components described in the Items in
Categories 1.03.0. 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.
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
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 CSPs 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:
The CSPs performance targets. These targets must be set based on client and enduser requirements and appropriate comparisons.
Trends are used to evaluate how the CSPs 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.
13
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.
The COPC CSP Standards Scoring System involves the following components:
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
Point Values
100
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
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
15
Items in Categories 1.0 3.0 are evaluated based on the Approach and the extent of
Deployment, according to the following scoring guidelines:
Approach
0%
25%
50%
75%
100%
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%.
16
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.
% Score:
Approach
100%
Compliant
1.2.2 Review
Compliant
Compliant
50%
Deployment
50%
At Least 50%
& Less Than
75%
17
Items in Category 4.0 Performance are evaluated based on Approach and the actual
Levels and Trends performance, according to the following scoring guidelines:
Approach
Results
Levels
Tre nds
0%
25%
50%
75%
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) .
18
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.
% 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
Compliant
Compliant
Compliant
Compliant
Compliant
Compliant
Compliant
19
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.
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.
20
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.
21
The CSPs statement of direction must address one or more of the following:
a)
Client Satisfaction
Service
d) Quality
e)
2.
Cost
The CSP must ensure management and employee behavior are aligned with the
statement of direction.
1.2
Be conducted annually.
23
3.
24
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 CSPs 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.
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.
2.
The CSP must track the timeliness of the implementation and demonstrate
implementation milestones have been met.
During implementation the CSP must:
a)
Note: Requirements may include new or changed client or internal (CSP) requirements.
25
ii.
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 CSPs
statement of direction.
Each KCRP must include clear procedures that have a high probability of achieving:
a)
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.
The CSP must use a structured problem solving approach to process improvement
that:
a)
26
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).
The CSPs 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.
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.
27
f)
The CSP must analyze monitoring results and take action at the program level.
a)
The CSP must analyze monitoring results and take action at the individual CSR
level.
a)
b) New CSRs must be monitored at least once per week for at least their first
month on the job.
c)
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)
28
For CSRs who repeatedly fail transaction monitorings, corrective actions must
be implemented. The CSPs 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.
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)
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.
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)
ii) Volume
iii) Shrinkage
3.
29
i)
Evaluate its scheduling and work practices to identify those that are limiting
its ability to staff to forecasted demand requirements.
ii)
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)
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.).
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.
30
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
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.
The processes used by the CSP to manage data and information must include
mechanisms for:
a)
31
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)
ii)
Knowledge of product
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 CSPs recruiting and hiring approaches must identify and successfully recruit
individuals with these minimum requirements.
KCR jobs include those that deliver CSR training and perform transaction monitoring.
32
5.
Those recruited with these minimum hiring requirements must have a high probability
of successfully performing their KCR jobs.
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 CSPs approach to training and development must be formally defined for all KCR
jobs.
The CSPs approach must :
a)
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)
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.
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:
KCR jobs include those that deliver CSR training and perform transaction monitoring.
33
a)
b) Staff that pass the minimum performance thresholds, must be able to perform
satisfactorily on the job (e.g., pass transaction monitoring).
c)
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)
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.
For indefinite staff and for temporary staff in CSR jobs with end dates of more than
one year, the CSP must review each individuals 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 CSPs
statement of direction and business performance targets.
KCR jobs include those that deliver CSR training and perform transaction monitoring.
34
The approach must include proactively soliciting feedback from CSRs and Supervisors
at least quarterly on a broad range of topics including:
a.
b.
The attributes (drivers) of staff attrition, absenteeism, and satisfaction and the
CSPs 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.
35
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)
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 CSPs 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.
7.
The CSP must manage complaints and other key indicators of client dissatisfaction.
36
a)
The CSP must collect client dissatisfaction data from 100% of the clients and
programs.
ii) This process must include the tracking of either On-time to Respond or
On-time to Resolve metrics.
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)
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.
6.
Data must be obtained from 80% of the CSPs 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 CSPs volumes as defined by transaction volume or
revenue.
8.
Prove it has used every effort to obtain end-user satisfaction data. Effort needs to
be made on an ongoing basis at least annually.
37
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.
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.
38
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 CSPs 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
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.
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
CSPs statement of direction.
39
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.
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 CSPs statement of direction.
1.
40
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.
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)
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.
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.
41
4.
Definitions:
a)
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)
42
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:
Item
4.1 Client Satisfaction
and Dissatisfaction
4.2 End-User
Satisfaction and
Dissatisfaction
4.3 Service and
Revenue Performance
4.4 Quality
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
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.
4.
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
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 08 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.
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.
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.
46
Processing Exceptions
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)
b) Assisted Transfers
c)
Abandonment Rate
d) Opt-Out Rate
e)
Routing Accuracy
A minimum of one blocked transaction metric (e.g., network, trunk, and PBX busy)
must be tracked at least quarterly.
a)
Forecast Accuracy for volume must be CUIKAd 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
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.
Item
4.1
4.1
4.2
4.2
Description
Item
4.6
4.6
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
4.3
4.3
10
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
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
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
4.5
23
4.5
KCRP
Processing web
chat contacts
Description
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
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
37
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
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.
Item
40
4.3
41
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
48
4.5
49
4.3
50
4.3
51
2.5/4.3
52
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
KCRP
Processing
callbacks
Processing
escalations
(internal)
Processing
escalations (to
client)
Description
Item
59
4.3
60
4.3
61
2.5/4.3
62
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
63
2.4/4.4
64
2.4/4.4
65
2.4/4.4
65
66
4.5
67
4.3
68
4.3
69
2.5/4.3
70
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
71
2.4/4.4
72
2.4/4.4
73
74
4.5
75
4.4
76
53
KCRP
Processing
transactions direct
from clients
54
Description
Processing transactions that are
received in bulk from clients.
These can be received either
electronically or manually.
Item
77
4.3
78
4.3
79
2.5/4.3
80
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
81
2.4/4.4
82
2.4/4.4
83
2.4/4.4
84
85
86
4.3
87
4.3
88
2.5/4.3
89
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
90
2.4/4.4
91
2.4/4.4
92
93
4.5
4.5
Description
Item
94
4.3
95
4.3
96
2.5/4.3
97
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
98
2.4/4.4
99
2.4/4.4
100
2.4/4.4
101
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
2.G.A/4.3
104
2.G.A/4.3
105
2.G.A/4.4
106
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.
4.3
155
4.3
156
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
157
2.4/4.4
158
2.4/4.4
159
2.4/4.4
160
Description
Reporting information as
required by clients. Commonly
referred to as daily, weekly, or
monthly reports.
Invoicing clients for services
rendered.
Item
Item
161
4.3
162
4.3
163
4.4
164
4.3
165
4.3
166
4.4
167
4.4
168
4.3
169
4.3
170
4.3
171
4.3
KSP
Description
Item
Providing internal
helpdesk
(Technology )
172
4.3
173
4.4
Managing the
Knowledgebase
(Technology )
174
4.3
175
4.4
176
4.4
177
2.5/4.4
178
2.5/4.4
179
2.5/4.4
180
3.1/4.3
181
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
182
3.2/4.4
Implementing New
Programs
183
2.1/4.3
Forecasting
volume and AHT
Recruiting/Hiring
57
Satisfaction and
Dissatisfaction
Client Satisfaction
and Dissatisfaction
End-User
Satisfaction and
Dissatisfaction
Attrition and
Absenteeism
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.
Absenteeism
Item
4.1
4.1
4.2
4.2
Description
Assessing the rate of staff
departures for Agents and Team
Leaders.
Attrition
58
Description
Item
4.6
4.6
4.6
KCRP
Pick/pack/ship
Description
Picking orders, packing them, and
preparing them for shipment to
end users.
Item
4.3
Backlog (e.g., average time late of orders that are not processed on
time)
10
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
11
2.4/4.4
12
2.4/4.4
13
2.4/4.4
14
15
Efficiency (e.g., labor hours per unit shipped, lines picked per
hour, cost per unit shipped)
4.5
16
4.3
Processing returns
17
4.3
18
Backlog (e.g., average time late of returns that are not processed
on time)
4.3
19
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
20
2.4/4.4
21
2.4/4.4
22
59
Invoicing clients
Providing product
Controlling
inventory
Material receipt and
put-away
Telecommunications
(Technology )
Description
Reporting information as required
by clients. Commonly referred to
as daily, weekly, or monthly
reports.
Managing
information systems
(Technology )
Providing internal
helpdesk
(Technology )
60
Item
23
4.3
24
4.3
25
4.4
26
4.3
27
Backlog (e.g., average time late of invoices that are not processed
on time)
4.3
28
4.4
29
4.4
30
4.3
31
Backorder (e.g., aging of SKUs that have been ordered but have
not yet been received)
4.3
32
4.4
33
4.4
34
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 CSPs 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
4.4
45
2.5/4.4
46
2.5/4.4
47
2.5/4.4
48
3.1/4.3
49
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
50
3.2/4.4
Implementing New
Programs
51
2.1/4.3
Managing the
Knowledgebase
(Technology )
Forecasting
volume and AHT
Recruiting/Hiring
Description
Keeping the Knowledgebases up
to date and accurate.
61
Satisfaction and
Dissatisfaction
Client Satisfaction
and Dissatisfaction
End-User
Satisfaction and
Dissatisfaction
Attrition and
Absenteeism
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.
Absenteeism
Item
4.1
4.1
4.2
4.2
Description
Assessing the rate of staff
departures for Agents and Team
Leaders.
Attrition
62
Description
Item
4.6
4.6
4.6
Description
Answering end-user pre-sale and
post-sale inquiries and processing
end-user orders received by
phone.
Item
4.3
4.3
10
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
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
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
4.5
23
4.5
63
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
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
37
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
38
4.5
39
4.5
Processing
inbound electronic
transactions
Description
Item
40
4.3
41
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
48
4.5
49
4.3
50
4.3
51
2.5/4.3
52
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
Service Dispatch
Processing
escalations (to
client)
66
Description
Outbound calls to end users with
solutions that could not be
resolved on the end-users first
call, but do not require escalation.
Item
59
4.3
60
4.3
61
2.5/4.3
62
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
63
2.4/4.4
64
2.4/4.4
65
2.4/4.4
65
66
4.5
67
4.3
68
Backlog (e.g., average time late of orders that have not yet been
dispatched)
4.3
69
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
70
2.4/4.4
71
2.4/4.4
72
2.4/4.4
73
74
75
4.4
Description
Item
2.5
76
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
77
2.G.A/4.3
78
2.G.A/4.3
79
2.G.A/4.4
80
2.G.A/4.4
Case Management
KCRP
Case Management:
Closing Cases
KSP
Reporting
performance to
clients
Description
Item
81
4.3
82
4.3
83
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
84
2.4/4.4
85
2.4/4.4
86
2.4/4.4
87
Description
Item
88
4.3
89
4.3
90
4.4
67
Telecommunications
(Technology )
Managing information
systems
(Technology )
68
Description
Invoicing clients for services
rendered.
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
Description
Item
107
3.1/4.3
108
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
109
3.2/4.4
Implementing New
Programs
110
2.1/4.3
69
End-User
Satisfaction and
Dissatisfaction
Attrition and
Absenteeism
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.
Absenteeism
KCRP
Closing outbound
contacts
Item
4.1
4.1
4.2
4.2
Description
Assessing the rate of staff
departures for Agents and Team
Leaders.
Attrition
70
Description
4.6
4.6
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
4.3
4.3
Description
Item
10
4.3
11
4.3
12
4.4
13
4.3
14
4.3
15
Critical Error Accuracy (e.g., percent of letters sent that were the
correct letter)
4.4
Prospect Tracing
16
4.4
Processing
outbound end-user
calls
17
4.3
18
List Backlog (e.g., average time late of list not yet contacted or
not attempted outside time required)
4.3
19
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)
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
4.5
25
Yield (e.g., sales per hour, contacts per hour, pledges per hour)
4.5
26
27
4.5
28
4.5
Activating
Accounts
Processing
campaign
literature
71
Processing Do Not
Contacts
72
Description
Answering end-user return
(inbound) calls
Item
29
4.3
30
4.3
31
2.5/4.3
32
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)
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
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
41
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
42
4.5
43
4.5
44
4.3
45
4.3
46
4.4
47
4.4
4.3
Processing
inbound nonelectronic
transactions
Processing
inbound electronic
transactions
Description
Item
48
4.3
49
4.3
50
4.4
51
52
4.3
53
4.3
54
2.5/4.3
55
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
65
2.4/4.4
66
2.4/4.4
67
2.4/4.4
68
69
4.5
73
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
82
2.4/4.4
83
2.4/4.4
84
2.4/4.4
85
Description
Item
2.5
86
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
87
2.G.A/4.3
88
2.G.A/4.3
89
2.G.A/4.4
90
2.G.A/4.4
Case Management
KCRP
Case Management:
Closing Cases
KSP
Reporting
performance to
clients
Invoicing clients
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
91
4.3
92
4.3
93
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
Backlog (e.g., average time late of invoices that are not processed
on time)
4.3
103
4.4
104
4.4
75
Managing dialer
Managing
information systems
(Technology )
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).
Providing internal
helpdesk
(Technology )
Managing the
Knowledgebase
(Technology )
Forecasting volume
and AHT
Recruiting/Hiring
Item
105
4.3
106
4.3
107
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
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
120
3.2/4.4
Implementing New
Programs
121
2.1/4.3
76
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.
Item
4.1
4.1
4.2
4.2
Description
Item
4.6
4.6
4.6
77
Description
Processing
inbound electronic
transactions
78
Item
4.3
4.3
10
2.5/4.3
11
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
Description
Item
18
4.3
19
2.5/4.3
20
4.3
21
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
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
31
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
32
4.5
33
4.5
79
Processing
inbound nonelectronic
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
47
2.4/4.4
48
2.4/4.4
49
2.4/4.4
50
51
4.5
Description
Answering incoming voice-overdata calls via the Internet.
Item
52
4.3
53
4.3
54
2.5/4.3
55
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)
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
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
65
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
66
4.5
67
4.5
81
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-users first
call, but do not require escalation.
Processing software-based
account management (e.g.,
automated status update messages
on orders, automated reminders).
Item
68
4.3
69
4.3
70
2.5/4.3
71
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
72
2.4/4.4
73
2.4/4.4
74
2.4/4.4
75
76
4.5
77
4.3
78
4.4
79
80
4.3
81
4.3
82
4.4
83
4.3
84
4.3
85
4.4
86
4.5
Description
Item
87
4.3
88
4.3
89
2.5/4.3
90
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
100
2.4/4.4
101
2.4/4.4
102
103
4.5
4.5
83
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
108
2.4/4.4
109
2.4/4.4
110
2.4/4.4
111
2.5
112
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
113
2.G.A/4.3
114
2.G.A/4.3
115
2.G.A/4.4
116
2.G.A/4.4
KSP
Reporting
performance to
clients
Invoicing clients
Telecommunications
(Technology )
Managing
information systems
(Technology )
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
117
4.3
118
4.3
119
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
120
2.4/4.4
121
2.4/4.4
122
2.4/4.4
123
Description
Reporting information as
required by clients. Commonly
referred to as daily, weekly, or
monthly reports.
Invoicing clients for services
rendered.
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
Description
Item
Providing internal
helpdesk
(Technology )
135
4.3
136
4.4
Managing the
Knowledgebase
(Technology )
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
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
145
3.2/4.4
Implementing New
Programs
146
2.1/4.3
Forecasting
volume and AHT
Recruiting/Hiring
86
End-User
Satisfaction and
Dissatisfaction
Attrition and
Absenteeism
Attrition
Absenteeism
KCRP
Collecting debt
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.
Item
4.1
4.1
4.2
4.2
Description
4.6
4.6
4.6
Description
Collecting outstanding debt from
end users on behalf of either an
internal or external debt issuer.
Item
Item
4.3
4.3
10
4.3
11
4.3
87
Description
Item
12
4.3
13
4.3
14
4.4
15
4.3
16
4.3
17
Critical Error Accuracy (e.g., percent of letters sent that were the
correct letter)
4.4
Skip Tracing
18
4.4
Processing
outbound end-user
collection calls
19
4.3
20
List Backlog (e.g., average time late of list not yet contacted or
not attempted outside time required)
4.3
21
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)
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
4.5
28
29
4.5
30
4.5
Activating
Accounts
Processing letters
88
Processing client
files
Description
Answering end-user return
(inbound) calls.
Item
31
4.3
32
4.3
33
2.5/4.3
34
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)
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
4.3
49
4.4
50
89
90
Description
Includes processes transactions
required to correctly work
accounts (e.g., deceased,
bankruptcy, CCCS, unidentified
funds, returned mail, etc.).
Item
51
4.3
52
4.3
53
2.5/4.3
54
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
55
2.4/4.4
56
2.4/4.4
57
2.4/4.4
58
59
4.5
60
4.3
61
4.3
62
2.5/4.3
63
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
64
2.4/4.4
65
2.4/4.4
66
67
4.5
Description
Item
68
4.3
69
4.3
70
2.5/4.3
71
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
72
2.4/4.4
73
2.4/4.4
74
2.4/4.4
75
2.5
76
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
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
Case Management
KCRP
Case Management:
Closing Cases
KSP
Reporting
performance to
clients
Invoicing clients
Telecommunications
(Technology )
Managing dialer
92
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.
4.3
82
4.3
83
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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.
Item
Item
88
4.3
89
4.3
90
4.4
91
4.3
92
Backlog (e.g., average time late of invoices that are not processed
on time)
4.3
93
4.4
94
4.4
95
4.3
96
4.3
97
4.3
Description
Item
Managing
information
systems
(Technology )
98
4.3
99
4.3
Providing internal
helpdesk
(Technology )
100
4.3
101
4.4
Managing the
Knowledgebase
(Technology )
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
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
110
3.2/4.4
Implementing New
Programs
111
2.1/4.3
Forecasting
volume and AHT
Recruiting/Hiring
93
End-User
Satisfaction and
Dissatisfaction
Attrition and
Absenteeism
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.
Absenteeism
Item
4.1
4.1
4.2
4.2
Description
Assessing the rate of staff
departures for Agents and Team
Leaders.
Attrition
94
Description
Item
4.6
4.6
4.6
Description
Answering end-user pre-sale and
post-sale inquiries and processing
end-user orders received by
phone.
Item
4.3
4.3
10
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
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
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
4.5
23
4.5
95
Processing
inbound electronic
transactions
96
Description
Processing faxes, mail, and other
non-electronic transactions.
Item
24
4.3
25
4.3
26
2.5/4.3
27
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
Processing
adjustments
Description
Item
43
4.3
44
4.3
45
2.5/4.3
46
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
47
2.4/4.4
48
2.4/4.4
49
2.4/4.4
50
51
4.5
52
4.3
53
4.3
54
2.5/4.3
55
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
56
2.4/4.4
57
2.4/4.4
58
59
4.5
97
Description
Processing appeals
Processing member
referrals
98
Item
60
4.3
61
4.3
62
2.5/4.3
63
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
64
2.4/4.4
65
2.4/4.4
66
67
4.5
68
4.3
69
4.3
70
2.5/4.3
71
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
72
2.4/4.4
73
2.4/4.4
74
75
4.5
Processing
enrollment
applications
Description
Processing enrollment
applications for new and existing
members and subscribers.
Item
76
4.3
77
4.3
78
2.5/4.3
79
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
80
2.4/4.4
81
2.4/4.4
82
83
Efficiency (e.g., average processing time per pre-certification, precertifications processed per hour, cost per pre-certification)
4.5
84
4.3
85
4.3
86
2.5/4.3
87
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
88
2.4/4.4
89
2.4/4.4
90
91
4.5
99
Description
Processing
literature requests
100
Item
92
4.3
93
4.3
94
2.5/4.3
95
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
96
2.4/4.4
97
2.4/4.4
98
99
4.5
2.5
100
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
101
2.G.A/4.3
102
2.G.A/4.3
103
2.G.A/4.4
104
2.G.A/4.4
KSP
Reporting
performance to
clients
Invoicing clients
Telecommunications
(Technology )
Managing
information systems
(Technology )
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
105
4.3
106
4.3
107
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
108
2.4/4.4
109
2.4/4.4
110
2.4/4.4
111
Description
Item
Reporting information as
required by clients. Commonly
referred to as daily, weekly, or
monthly reports.
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
Description
Providing internal
helpdesk
(Technology )
Managing the
Knowledgebase
(Technology )
Forecasting
volume and AHT
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
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
133
3.2/4.4
Implementing New
Programs
134
2.1/4.3
102
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.
Item
4.1
4.1
4.2
4.2
Description
Item
4.6
4.6
4.6
103
104
Description
Receiving transactions (in bulk or
batch form) and preparing (e.g.,
sorting, "scrubbing", grading,
segmenting/stratifying, etc.) for
subsequent processing.
Item
4.3
4.3
10
2.5/4.3
11
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
12
2.4/4.4
13
2.4/4.4
14
2.4/4.4
15
16
4.5
Description
Item
17
4.3
18
4.3
19
2.5/4.3
20
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
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
2.4/4.4
30
2.4/4.4
31
32
4.5
33
4.3
34
4.3
35
4.4
36
4.3
37
4.3
38
2.4/4.4
39
2.4/4.4
40
41
4.5
Returning nonprocessable
transactions
Processing
deferred
transactions
Description
Item
42
4.3
43
4.3
44
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
59
2.4/4.4
60
2.4/4.4
61
2.4/4.4
62
63
4.5
107
Processing
escalations
(internal)
108
Description
Item
64
4.3
65
4.3
66
2.5/4.3
67
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
76
2.4/4.4
77
2.4/4.4
78
79
4.5
Processing reports
Description
Item
80
4.3
81
4.3
82
2.5/4.3
83
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
Storing
transactions
Retrieving
transactions
110
Description
Initiating outbound contacts to
inform end users, gather
information, or process
transactions.
Item
94
4.3
95
List Backlog (e.g., average time late of list not yet contacted or
not attempted outside time required)
4.3
96
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)
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
KSP
Reporting
performance to
clients
Invoicing clients
Telecommunications
(Technology )
Managing
information systems
(Technology )
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
115
4.3
116
4.3
117
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
118
2.4/4.4
119
2.4/4.4
120
2.4/4.4
121
Description
Reporting information as
required by clients. Commonly
referred to as daily, weekly, or
monthly reports.
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
Description
Item
Providing internal
helpdesk
(Technology )
133
4.3
134
4.4
Managing the
Knowledgebase
(Technology )
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
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
143
3.2/4.4
Implementing New
Programs
144
2.1/4.3
Forecasting
volume and AHT
Recruiting/Hiring
112
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.
Item
4.1
4.1
4.2
4.2
Description
Item
4.6
4.6
4.6
113
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.
4.3
Average Wait Time - Must track average time end users have to
wait before being attended to
4.3
10
4.3
11
2.5/4.3
12
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)
2.4/4.4
13
2.4/4.4
14
2.4/4.4
15
2.4/4.4
16
114
Item
4.4
17
4.4
18
4.3
19
20
4.5
KCRP
Processing person
to person end-user
services
Description
Item
4.3
Average Wait Time - Must track average time end users have to
wait before being attended to
4.3
10
4.3
11
2.5/4.3
12
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of calls monitored)
2.4/4.4
13
2.4/4.4
14
2.4/4.4
15
2.4/4.4
16
4.4
17
4.4
18
4.3
19
20
115
4.5
Processing
inbound nonelectronic
transactions
116
Description
Processing and distribution of
requests for literature.
Item
39
4.3
40
4.3
41
2.5/4.3
42
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
51
2.4/4.4
52
2.4/4.4
53
2.4/4.4
54
55
4.5
Description
Processing returns
Processing
callbacks
Item
56
4.3
57
Backlog (e.g., average time late of returns that are not processed
on time)
4.3
58
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
59
2.4/4.4
60
2.4/4.4
61
62
4.3
63
4.3
64
2.5/4.3
65
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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).
Processing
escalations
(internal)
Item
71
4.3
72
4.3
73
2.5/4.3
74
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
75
2.4/4.4
76
2.4/4.4
77
78
4.5
4.4
Processing
escalations (to
client)
79
80
Processing
transactions direct
from clients
81
4.3
82
4.3
83
2.5/4.3
84
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
85
2.4/4.4
86
2.4/4.4
87
2.4/4.4
88
89
118
4.5
Processing
exceptions
Description
Item
90
4.3
91
4.3
92
2.5/4.3
93
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
2.4/4.4
102
2.4/4.4
103
2.4/4.4
104
2.4/4.4
105
119
Description
Item
2.5
106
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
107
2.G.A/4.3
108
2.G.A/4.3
109
2.G.A/4.4
110
2.G.A/4.4
Case Management
KCRP
Case Management:
Closing Cases
KSP
Providing product
120
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
111
4.3
112
4.3
113
End-User Critical Error Accuracy (e.g., accuracy rate of enduser affecting critical errors of transactions monitored)
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
4.3
119
4.3
120
4.4
Description
Re-supplying
marketing materials
Controlling
inventory
Material receipt and
put-away
Reporting
performance to
clients
Invoicing clients
Telecommunications
(Technology )
Managing
information systems
(Technology )
Reporting information as
required by clients. Commonly
referred to as daily, weekly, or
monthly reports.
Invoicing clients for services
rendered.
Item
121
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
122
4.3
123
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
Description
Item
Providing internal
helpdesk
(Technology )
135
4.3
136
4.4
Managing the
Knowledgebase
(Technology )
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
Quality (e.g., percent of staff which successfully complete newhire training program)
3.1/4.4
Training
145
3.2/4.4
Implementing New
Programs
146
2.1/4.3
Forecasting
volume and AHT
Recruiting/Hiring
122
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.
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
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.
124
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.
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 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).
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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.
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2.4 Transaction Monitoring: Transactions in 2.4.1 refers to both outbound and inbound transactions.
Must include observations of the individual CSRs 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).
Must comply with all relevant laws and regulations related to Outbound telemarketing including
DNCs and non-rebuttal states (US).
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.
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.
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.
There is no need to track forecast accuracy unless there is a significant volume of inbound calls.
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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.
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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 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.
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2.4 Transaction Monitoring: Must include observations of the individual collectors performance in
terms of any federal (e.g., FDCPA in the U.S.) or state/provincial collection law compliance.
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.
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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.
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).
Exhibit 1G
Exhibit 1G contains typical KCRPs and KSPs and corresponding required metrics.
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.
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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.
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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 CSPs 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:
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 CSPs location, remotely, or at client locations.
Transfer of end-user information to/from the client or directly from end users (whichever is
applicable).
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.
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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.
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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.
2.5 Forecasting, Staffing, and Scheduling: Must be addressed at the individual Face to Face center level.
It may include real time management across stores.
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.
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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).
Agent Utilization
Aging
Application
Applied
Approach
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).
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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.
Non-telephone time in a CSRs 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)
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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.
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
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.
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 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 CSPs 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.
Cpk
A calculation which measures the financial impact of a CSPs 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
CSPs 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 CSPs 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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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-users 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
entitys organization structure. The department may be comprised of the operations 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.
Deployment
Download
DMAIC
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 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.
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
customers 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.
Inaccuracies that cause an entire transaction to be deemed defective from the end users
point of view. These errors will have a direct impact on End User Satisfaction/
Dissatisfaction
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.
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.
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Non-compliant transactions (e.g., incomplete applications, checks that are over or short
paid, incomplete orders).
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-users fax machine.
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.
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
High-Performing
Organizations
Indefinite Staff
Intelligent Voice
Response/Interactive
Voice Response
(IVR)/Voice Response
Units (VRU)
Issue Resolution
Key Business
Processes
(KBPs)
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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 VMOs ability to deliver high levels of
performance to end users and clients for the products and services it offers.
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 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 CSPs
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 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).
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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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
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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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
clients and the CSPs 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).
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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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 CSRs 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(ActualFTERequiredFTE)/RequiredFTE)
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
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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 customers 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.
Service Level
Agreements
(SLA)
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 Keepers 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.
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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Statistical Process
Control (SPC)
Supervisor
Support Staff
A documented statement of the CSPs 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
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
Trends
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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
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
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