SANS 990-3-2008 Business process outsourcing and offshoring operations Part 3 Back-office processing operations《外包及离岸作业业务流程 第3部分 办公室内处理作业》.pdf

《SANS 990-3-2008 Business process outsourcing and offshoring operations Part 3 Back-office processing operations《外包及离岸作业业务流程 第3部分 办公室内处理作业》.pdf》由会员分享，可在线阅读，更多相关《SANS 990-3-2008 Business process outsourcing and offshoring operations Part 3 Back-office processing operations《外包及离岸作业业务流程 第3部分 办公室内处理作业》.pdf（46页珍藏版）》请在麦多课文档分享上搜索。

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 978-0-626-21972-7 SANS 990-3:2008Edition 1SOUTH AFRICAN NATIONAL STANDARD Business process outsourcing and offshoring operations Part 3: Back-office

4、 processing 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 0-3:2008 SANS 99dition 1 ETable of changes Change No. Date Scope oreword FThis South African standard was approved by N

5、ational 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 099-3:2007 edition 1). (SANS 990 c

6、onsists 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. PA reference is made in 5.9.6, 5.11.2, 6.3.7 and 6.3.8 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 990-3:2008 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 990-3:2008 Edition 1 2 This page is intentionally left blan

13、k SANS 990-3:2008 Edition 1 3 Contents Page Foreword Introduction 1 Scope . 5 2 Normative references. 5 3 Definitions. 5 4 Leadership and customer-service management practices 14 4.1 General 14 4.2 Organizational focus on quality 14 4.3 Operational plans.15 4.4 Legislative requirements 16 4.5 Indust

14、ry sector requirements . 16 4.6 Root-cause analysis. 17 4.7 Client satisfaction. 17 4.8 Risk management 18 5 Human resource management practices . 18 5.1 General 18 5.2 Management structure . 19 5.3 Code of conduct.19 5.4 Staff management model. 19 5.5 Recruitment and selection of staff 19 5.6 Skill

15、s requirements.20 5.7 Skills evaluation . 21 5.8 Internal communication 22 5.9 Performance management 22 5.10 Training 22 5.11 Shift management 23 5.12 Health and environmental management 24 5.13 Safety and security procedures . 24 5.14 Reward and recognition programmes 25 5.15 Management of staffin

16、g agencies 25 5.16 Staff satisfaction. 25 5.17 Staff development 26 5.18 Attrition . 26 6 Operational management practices . 26 6.1 General 26 6.2 Capabilities. 26 6.3 Capacity planning.27 6.4 Transaction processing 28 6.5 Support processes . 29 6.6 Quality assessment 30 6.7 Performance reporting .

17、32 SANS 990-3:2008 Edition 1 4 7 Technical resource management practices . 32 7.1 General 32 7.2 Data security 32 7.3 Disaster recovery .33 7.4 Management of internal technical support. 34 7.5 Management of external technical suppliers . 35 7.6 Data management 35 7.7 Management information systems.

18、36 7.8 Fraud risk management . 36 7.9 Security procedures . 37 7.10 Transaction allocation 37 Annex A (normative) Capabilities and capacity 38 Annex B (normative) Customer-related processes 39 Annex C (normative) Operation and supplier management. 40 Bibliography. 43 SANS 990-3:2008 Edition 1 5 Busi

19、ness process outsourcing and offshoring operations Part 3: Back-office processing 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, finance and

20、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). 3.12 business unit entity responsible

21、 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 an organization that is not wholly verti

22、cally integrated. 3.13 campaign custom-designed initiative that targets prospective or existing customers (or both) for desired outcomes 3.14 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

23、3.15 capacity total number of agents, team leaders and supervisors who are available to be on the floor at any given time to meet targets 3.16 capacity forecasting practice of predicting how many agents are required to meet output targets over any specified period 3.17 capacity forecasting practice

24、of predicting how many agents are required daily to meet service level targets at set intervals SANS 990-3:2008 Edition 1 8 3.18 capacity forecasting practice of predicting how many agents are required to meet output targets over any given specified period 3.19 capacity planning planning of the tota

25、l number of agents, team leaders and supervisors required to be in the back-office transaction centre at any given time to meet targets 3.20 capacity planning planning of the total number of agents, team leaders and supervisors required to be on the floor at any given time to meet targets 3.21 capti

26、ve service clearly identifiable and standalone business unit that is owned and run by an organization that retains control over the functions of the business unit cf. business unit (3.12) 3.22 client organization that procures the services of an outsourced operation cf. customer (3.28) 3.23 competen

27、cy ability to do work efficiently 3.24 contact centre central point from which an organizations contacts with customers are managed, and that comprises one or more telephone call centres, collection centres, telemarketing centres and response centres that handle a variety of customer contacts and in

28、teractions through inbound and outbound telephone calls, faxes, postal mails, e-mails, web-based and other electronic communications 3.25 contact-centre manager staff member who usually translates organizational plans into contact centre functional plans, co-ordinates and allocates resources, and op

29、timizes the functional system to achieve operational effectiveness and to ensure that best operational practices are implemented NOTE Staff 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. 3.26 critical err

30、or incorrect action that could, or does, result in the loss of a customer or revenue (or both) to the operation SANS 990-3:2008 Edition 1 9 3.27 critical service service that is provided for customers to address emergency situations, that typically operates on a 24-hour basis, and that is usually de

31、termined by the operation in a service level agreement with each client NOTE Examples of critical services include (but are not limited to) emergency medical assistance, assistance in fire and utility emergencies, and assistance in incidences of fraud, theft, violence, car breakdowns and loss of pro

32、perty. 3.28 customer end user of products or services (or both) who is directly serviced by the operation cf. client (3.22) 3.29 customer-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

33、 These processes include all aspects of customer-interaction processes and escalation processes. 3.30 customer-relationship management CRM collective means by which an operation manages relationships with its customers in an organized way NOTE This type of management includes methodologies, software

34、, internet capabilities and personal interactions. 3.31 cycle set of actions needed for transaction processing to take place successfully 3.32 cycle set of actions needed for any customer interaction to be completed or any customer query to be resolved (or both) 3.33 cycle time stipulated period wit

35、hin which a cycle is completed cf. cycle (3.31, 3.32) 3.34 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 an objective, unbiased ba

36、sis NOTE Performance measurement is an example of one of the purposes of data integrity. 3.35 disaster event such that the operations ongoing ability to function effectively is severely compromised SANS 990-3:2008 Edition 1 10 3.36 disaster recovery plan formally documented plan that addresses the a

37、bility of the operation to resume operations after a disaster 3.37 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 operation 3.38 forecasted v

38、olume projection of the volume of operational activity by type, so as to ensure sufficient capacity to meet service delivery requirements efficiently 3.39 inbound initiated by a customer with the operation 3.40 login time time during which an agent is logged in to the automatic call distributor 3.41

39、 management information system MIS system specifically used by the operation to gather and report data on its performance in accordance with predetermined metrics 3.42 non-critical error incorrect action that does not threaten to result in the loss of a customer or revenue (or both) to the operation

40、 3.43 occupancy time actively spent dealing with a customer interaction 3.44 offshoring process of conducting outsourced work for international organizations to international markets by an offshore organization 3.45 on-time metric used to determine the total number of electronic transactions by type

41、 completed within any given cycle time cf. cycle time (3.33) SANS 990-3:2008 Edition 1 11 3.46 on-time metric used to determine the total number of electronic customer interactions completed by type within any given cycle time cf. cycle time (3.33) NOTE 1 On-time is expressed as a percentage of the

42、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 calculation. 3.47 operation inbound or outbound contact centre or back-office process that adh

43、eres to this standard 3.48 outbound initiated by the operation with a customer 3.49 output transactions that are successfully completed during any specified period 3.50 output calls that are answered and e-mails and faxes that are handled successfully 3.51 output customer interactions that are compl

44、eted successfully 3.52 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 3.53 outsourced operation third party service provider retained by an organization to perform business functions on t

45、he organizations behalf 3.54 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 satisfaction, efficiency and quality in the workplace in a form clearly visible to all staf

46、f, 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 SANS 990-3:2008 Edition 1 15 a) stated values, b) code of conduct, c) organizational structure and reporting lines (including an

47、y 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) training approach, h) target setting, i) performance management p

48、olicy, 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 activ

49、ities. 4.2.5 The operation shall demonstrate that its staff members a) are aware of and understand their individual roles in embodying the operations stated focus on customer satisfaction, efficiency and quality in their day-to-day customer interactions, and b) demonstrate such awareness and understanding in their day-to-day customer interactions. 4.2.6 The operation shall demonstrate that any changes made in its operational environment a) are reflective of, and aligned with, its stated focus on customer satisfaction, efficiency and quality, and b) address any potential i