1、 Collection of SANS standards in electronic format (PDF) 1. Copyright This standard is available to staff members of companies that have subscribed to the complete collection of SANS standards in accordance with a formal copyright agreement. This document may reside on a CENTRAL FILE SERVER or INTRA
2、NET SYSTEM only. Unless specific permission has been granted, this document MAY NOT be sent or given to staff members from other companies or organizations. Doing so would constitute a VIOLATION of SABS copyright rules. 2. Indemnity The South African Bureau of Standards accepts no liability for any
3、damage whatsoever than may result from the use of this material or the information contain therein, irrespective of the cause and quantum thereof. ISBN 978-0-626-21824-9 SANS 990-1:2008Edition 1 SOUTH AFRICAN NATIONAL STANDARD Business process outsourcing and offshoring operations Part 1: Outbound c
4、ontact centre operations Published by SABS Standards Division ag X191 Pretoria 00011 Dr Lategan Road Groenkloof Private B11 Fax: +27 12 344 1568 Tel: +27 12 428 79s.co.zawww.sab SABS 0-1:2008 SANS 99dition 1 ETable of changes Change No. Date Scope oreword FThis South African Standard was approved by
5、 National Committee SABS TC 99, Business process outsourcing and offshoring, in accordance with procedures of the SABS Standards Division, in ompliance with annex 3 of the WTO/TBT agreement. cThis document was published in September 2008. This document supersedes ARP 099-1:2007 edition 1). (SANS 990
6、 consists of the following parts, under the general title Business process outsourcing and ffshoring operations: oart 1: Outbound contact centre operations. Part 2: Inbound contact centre operations. Part 3: Back-office processing operations. PReference is made in 5.9.6, 5.11.2, 6.3.6 and 6.3.7 to t
7、he “relevant national legislation“. In South frica this means the Labour Relations Act (Act No. 66 of 1995) (as amended from time to time). An South Africa, the following legislation also applies: I) ta he Basic Conditions of Employment Act (Act No. 75 of 1997) (as amended from time to time); ) tb h
8、e Employment Equity Act (Act No. 55 of 1998) (as amended from time to time); ) tc he Skills Development Act (Act No. 97 of 1998) (as amended from time to time); ) td he Occupational Health and Safety Act (Act No. 85 of 1993) (as amended from time to time); ) te he Skills Development Levies Act (Act
9、No. 9 of 1999) (as amended from time to time); ) tf he Unemployment Insurance Act (Act No. 63 of 2001) (as amended from time to time); g) the Compensation for Occupational Injuries and Diseases Act (Act No. 130 of 1993) (as amended from time to time); and h) the Broad-based Black Economic Empowermen
10、t Act (Act No. 53 of 2003) (as amended from time to time). nnexes A, B and C form an integral part of this document. ASANS 990-1:2008 Edition 1 1 Introduction Effective quality management strikes a balance between the positive experience of the customer who receives a service and the business risk o
11、f the service provider who delivers the service, which will ensure benefit to both parties. Management practices have been divided into four categories in this standard, namely: leadership and customer service management practices; human resource management practices; operations management practices
12、; and technical resource management practices. This standard focuses as much on the service delivery dimension of quality management as on the existence and intended function of the underlying processes on which such delivery is based. SANS 990-1:2008 Edition 1 2 This page is intentionally left blan
13、k SANS 990-1:2008 Edition 1 3 Contents Page Foreword Introduction 1 Scope . 5 2 Normative references. 5 3 Definitions. 5 4 Leadership and customer-service management practices 16 4.1 General 16 4.2 Organizational focus on quality 16 4.3 Operational plans.17 4.4 Legislative requirements 17 4.5 Indust
14、ry sector requirements . 18 4.6 Root-cause analysis. 18 4.7 Client satisfaction. 19 4.8 Customer satisfaction. 19 4.9 Risk management 20 5 Human resource management practices . 20 5.1 General 20 5.2 Management structure . 20 5.3 Code of conduct.21 5.4 Staff management model. 21 5.5 Recruitment and s
15、election of staff 21 5.6 Skills requirements.22 5.7 Skills evaluation . 23 5.8 Internal communication 24 5.9 Performance management 24 5.10 Training 24 5.11 Shift management 25 5.12 Health and environmental management 26 5.13 Safety and security procedures . 26 5.14 Reward and recognition programmes
16、 27 5.15 Management of staffing agencies 27 5.16 Staff satisfaction. 27 5.17 Staff development 28 5.18 Attrition . 28 6 Operational management practices . 28 6.1 General 28 6.2 Capabilities. 28 6.3 Capacity planning.29 6.4 Customer-related process management 30 6.5 Support processes . 31 6.6 Quality
17、 assessment 32 6.7 Performance reporting . 34 SANS 990-1:2008 Edition 1 4 7 Technical resource management practices . 35 7.1 General 35 7.2 Data security 35 7.3 Disaster recovery .36 7.4 Management of internal technical support. 37 7.5 Management of external technical suppliers . 37 7.6 Data managem
18、ent 38 7.7 Management information systems. 38 7.8 Fraud risk management . 39 7.9 Security procedures . 39 Annex A (normative) Capabilities and capacity 40 Annex B (normative) Customer-related processes 41 Annex C (normative) Operation and supplier management. 43 Bibliography. 47 SANS 990-1:2008 Edit
19、ion 1 5 Business process outsourcing and offshoring operations Part 1: Outbound contact centre operations 1 Scope 1.1 This standard specifies generic requirements for quality operational practices in the business process outsourcing and offshoring sector (the “BPO b) corporate services (for example,
20、 finance and accounting, and IT services); c) customer contact (for example, inbound and outbound calls, e-mails, faxes, billing and technical support); and d) specialized services (for example, services in the areas of banking, insurance, healthcare and telecommunications). SANS 990-1:2008 Edition
21、1 8 3.17 business unit entity responsible for defined customer interactions, and transactions or business processes (or both) on behalf of the parts of an organization that are not wholly vertically integrated with the rest of such organization NOTE A shared service centre is an example of a part of
22、 an organization that is not wholly vertically integrated. 3.18 caller waiting tolerance amount of time that a caller is prepared to wait in an inbound queue before dropping the call 3.19 campaign custom-designed initiative that targets prospective or existing customers (or both) for desired outcome
23、s 3.20 capacity total number of agents, team leaders and supervisors who are available to be in the back-office transaction centre at any given time to meet targets 3.21 capacity total number of agents, team leaders and supervisors who are available to be on the floor at any given time to meet targe
24、ts 3.22 capacity forecasting practice of predicting how many agents are required to meet output targets over any specified period 3.23 capacity forecasting practice of predicting how many agents are required daily to meet service level targets at set intervals 3.24 capacity forecasting practice of p
25、redicting how many agents are required to meet output targets over any given specified period 3.25 capacity planning planning of the total number of agents, team leaders and supervisors required to be in the back-office transaction centre at any given time to meet targets 3.26 capacity planning plan
26、ning of the total number of agents, team leaders and supervisors required to be on the floor at any given time to meet targets SANS 990-1:2008 Edition 1 9 3.27 captive service clearly identifiable and standalone business unit that is owned and run by an organization that retains control over the fun
27、ctions of the business unit cf. business unit (3.17) 3.28 client organization that procures the services of an outsourced operation cf. customer (3.34) 3.29 competency ability to do work efficiently 3.30 contact centre central point from which an organizations contacts with customers are managed, an
28、d that comprises one or more telephone call centres, collection centres, telemarketing centres and response centres that handle a variety of customer contacts and interactions through inbound and outbound telephone calls, faxes, postal mails, e-mails, web-based and other electronic communications 3.
29、31 contact-centre manager staff member who usually translates organizational plans into contact centre functional plans, co-ordinates and allocates resources, and optimizes the functional system to achieve operational effectiveness and to ensure that best operational practices are implemented NOTE S
30、taff on this level are typically on the remuneration grading levels of Paterson levels D1 to D4, Peromnes levels 7 to 5, and Hay levels 371 to 734. 3.32 critical error incorrect action that could, or does, result in the loss of a customer or revenue (or both) to the operation 3.33 critical service s
31、ervice that is provided for customers to address emergency situations, that typically operates on a 24-hour basis, and that is usually determined by the operation in a service level agreement with each client NOTE Examples of critical services include (but are not limited to) emergency medical assis
32、tance, assistance in fire and utility emergencies, and assistance in incidences of fraud, theft, violence, car breakdowns and loss of property. 3.34 customer end user of products or services (or both) who is directly serviced by the operation cf. client (3.28) SANS 990-1:2008 Edition 1 10 3.35 custo
33、mer-related process any series of actions of the operation that directly relates to the provision of the services for which the operation is retained by a client NOTE These processes include all aspects of customer-interaction processes and escalation processes. 3.36 customer-relationship management
34、 CRM collective means by which an operation manages relationships with its customers in an organized way NOTE This type of management includes methodologies, software, internet capabilities and personal interactions. 3.37 cycle set of actions needed for transaction processing to take place successfu
35、lly 3.38 cycle set of actions needed for any customer interaction to be completed or any customer query to be resolved (or both) 3.39 cycle time stipulated period within which a cycle is completed cf. cycle (3.37, 3.38) 3.40 data cleanliness degree to which data held by the operation is accurate, th
36、ereby facilitating speedy access to prospective or existing customers (or both) 3.41 data integrity condition of existing data that are relevant to the purposes for which the data are intended, accurate reflective of the situation or circumstances the data are intended to illustrate, and prepared on
37、 an objective, unbiased basis NOTE Performance measurement is an example of one of the purposes of data integrity. 3.42 disaster event such that the operations ongoing ability to function effectively is severely compromised 3.43 disaster recovery plan formally documented plan that addresses the abil
38、ity of the operation to resume operations after a disaster SANS 990-1:2008 Edition 1 11 3.44 escalation process whereby a customer enquiry is referred to an appropriate point in the operation for resolution, involving a team leader, supervisor or manager or a different department altogether to the o
39、peration 3.45 holding time time during which a telephone caller is actively placed on hold by an agent 3.46 inbound initiated by a customer with the operation 3.47 list backlog total number of customers on a list not contacted by the operation within any given cycle time cf. cycle time (3.39) 3.48 l
40、ogin time time during which an agent is logged in to the automatic call distributor 3.49 management information system MIS system specifically used by the operation to gather and report data on its performance in accordance with predetermined metrics 3.50 non-critical error incorrect action that doe
41、s not threaten to result in the loss of a customer or revenue (or both) to the operation 3.51 occupancy time actively spent dealing with a customer interaction 3.52 offshoring process of conducting outsourced work for international organizations to international markets by an offshore organization 3
42、.53 on-time metric used to determine the total number of electronic transactions by type completed within any given cycle time cf. cycle time (3.39) SANS 990-1:2008 Edition 1 12 3.54 on-time metric used to determine the total number of electronic customer interactions completed by type within any gi
43、ven cycle time cf. cycle time (3.39) NOTE 1 On-time is expressed as a percentage of the total number of electronic customer interactions by type received within a cycle time. NOTE 2 Customer interactions and electronic transactions not completed during such cycle time form part of the backlog calcul
44、ation. 3.55 operation inbound or outbound contact centre or back-office process that adheres to this standard 3.56 outbound initiated by the operation with a customer 3.57 output transactions that are successfully completed during any specified period 3.58 output calls that are answered and e-mails
45、and faxes that are handled successfully 3.59 output customer interactions that are completed successfully 3.60 output productive time period during any given day during which yield is highest by reference to the customers targeted and the type of product/service offered 3.61 outsourced operation thi
46、rd party service provider retained by an organization to perform business functions on the organizations behalf 3.62 outsourcing obtaining a third party to fulfil specific business functions on behalf of a company in exchange for payment cf. BPO and b) publication of its stated focus on customer sat
47、isfaction, efficiency and quality in the workplace in a form clearly visible to all staff, clients and customers. 4.2.3 The operation shall demonstrate that its stated focus on customer satisfaction, efficiency and quality represents an integral aspect of its a) stated values, b) code of conduct, c)
48、 organizational structure and reporting lines (including any restructure or realignment of reporting responsibilities that may take place from time to time), d) descriptions of staff roles and responsibilities, e) succession planning for managerial staff, f) induction of new staff members, g) traini
49、ng approach, h) target setting, i) performance management policy, processes and procedures, and j) quality assessment criteria. 4.2.4 The operation shall demonstrate that it periodically (at least annually) reviews a) its stated focus on customer satisfaction, efficiency and quality, and b) the effectiveness of the integration of such focus in all its activities. 4.2.5 The operation shall demonstrate that its staff members a) are aware of and understand their individual role in embodying the operations stated focus on customer satisfaction, efficiency and quality in their
