COPC-2000 Customer Service Provider Standard

COPC-2000® Customer Service
Provider Standard
COPC–2000® CSP Standard

Release 4.3
Version 1.1
© 1996 – 2009 Customer Operations Performance Center Inc. (COPC Inc.) All Rights Reserved.
©1996-2009 Customer Operations Performance
Center Inc. (COPC Inc.) All rights reserved. The
reproduction or distribution of any portion or all of
these materials in any form or media without the
prior written agreement of COPC Inc. is strictly
prohibited.
COPC-2000® is a certification mark of COPC Inc.,

registered with the United States Patent and
Trademark Office and in other countries. COPC
and COPC with design are trademarks of COPC
Inc., registered with the United States Patent and
Trademark Office and in other countries.
.
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 Leadership and Planning ............................................................................... 23
1.1 Statement of Direction (60 points) .................................................................... 23

1.2 Management System Review (40 points).......................................................... 23
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
COPC-2000® CSP Standard Release 4.3 January 2009 i

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 COPC-2000® CSP Standard Release 4.3 January 2009

Introduction to the COPC® Performance
Management System
The COPC® Performance Management System is a set of management practices, key
metrics/measurements and training for customer-centric service operations designed to:
• Improve customer satisfaction through improved service and quality
• Increase revenue (for centers that are revenue driven)
• Reduce the cost of providing excellent service
Experience has demonstrated that centers that successfully implement the COPC®
Performance Management System can dramatically lower costs while maintaining or
improving service quality as well as client and end-user satisfaction.
Key Terms and Relationships

One of the advantages of a globally accepted Performance Management System and
related set of Standards is that they help to drive a consistent “industry vocabulary”.
The COPC® Performance Management System and COPC® Family of Standards are
based on the following terminology and relationships:
VMOs Organizations and individuals, typically

(Vendor within the client enterprise, responsible for
Management managing a portion of the Enterprise’s
Organizations) programs with CSPs.
CSPs
Clients
Provide services to end users End Users

Hire CSPs to provide services to on behalf of clients.
their end-user customers.
Customers of clients.
COPC-2000® CSP Standard Release 4.3 January 2009 3

Customer Service Providers (CSPs)
The COPC-2000® CSP Standards are designed for Service Environments. Customer
Service Providers, or CSPs, encompass most, if not all, types of service environments.
CSPs provide services to end users on behalf of clients. A representative, but incomplete,
list of the service environments where the COPC-2000® CSP Standards are used is
provided in the section entitled What Types of CSPs Use the COPC® Performance
Management System?
CSPs exploring using the COPC® CSP Standards in “unlisted” areas have experienced
success when they have focused on developing the KCRPs (defined in the Glossary) that
are relevant for their service environments. COPC Inc. professional staff are available to
assist you in determining how to best leverage the COPC® Family of Standards in your
business.
Clients
Clients are (a) the organizations that hire third-party CSPs to provide products and
services to their end users and (b) the groups within a company that obtain CSP services
from a “sister” group, division, department, or team within the same company.
End Users
End users are the customers of internal CSPs and the customers of the third-party CSP’s
clients. They may be consumers, businesses, field organizations, or the retailers,
distributors, and specialists that make up a distribution channel.
Vendor Management Organizations (VMOs)

VMOs are organizational units or groups of individuals, typically within the client
enterprise, responsible for managing at least a portion of the enterprise’s programs with
CSPs.
Additional terms used in the COPC® CSP Standards are defined in the COPC® Glossary.
Objectives and Uses of the COPC® Performance Management

System
The COPC® Performance Management System is currently used by over 200 companies
in 50 countries. The reasons for this high level of global adoption and use include:
• It works! Users of the COPC® CSP Standards have reduced cost, improved
revenue, increased service and quality, and increased customer satisfaction.
4 COPC-2000® CSP Standard Release 4.3 January 2009

• Customer Service Providers (CSPs) want a well-understood framework within
which they can define and implement improvement efforts. This framework
establishes a guideline for implementing high performance management techniques
and provides for a common language for managing relationships and
communications.
• Clients of third-party CSPs want to define the minimum management and

operational requirements CSPs need to have in place to ensure the services they
provide have a high probability of consistently meeting the demanding requirements
of their clients and end users.
Improving Service, Quality, Revenue, Customer Satisfaction,

and Profitability
Underlying the COPC® CSP Standards is demonstrated evidence that service and quality
can be improved and revenue can be increased while decreasing cost.
• Service is the speed in which things are done from the customer’s perspective. This
might be how long it takes to talk to a live agent or how long it takes to receive a
response to an 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).
• Revenue generation occurs in sales and collections centers.
• Cost typically focuses on efficiency and the cost per unit incurred by the CSP to
provide a product or service. Cost is different from price. Price represents what a

CSP might charge for its services or the cost burden transferred to the parent
corporation.
What Types of CSPs Use the COPC® Performance Management

System?
• Inbound and Outbound Customer Contact Centers: These operations are often
referred to as “call” centers; however, most of these centers interact with end users
via phone, electronic means (e.g., email, web, text messaging), or traditional mail or
fax. Typical services provided include customer service, technical support,
reservations, operator services, sales and others.
• Business Process Outsourcing Operations: These include a variety of service

functions including new account set-up and activation, records management, claims
processing, redemption, and other similar functions.
• Transaction Processing Centers: These operations typically process non-

electronic transactions such as mail.
• Fulfillment Centers: These operations perform warehousing, light assembly, and

pick, pack, and ship activities. Typically, this is done as a result of transactions
coming from one or more contact centers.
• Remittance Processing Centers: These operations process end-user payments (e.g.,

credit card payments).
• Field Service Operations: These include operations that dispatch service

technicians to end-user customer locations for repair or replacement of products
covered by warranty, service contracts, or on a time and materials basis.
• Returns Processing Centers: These operations receive and process returned

materials (e.g., computers, electronic goods, clothing, etc.).
• Collections/Recovery Services: These operations contact commercial and/or

consumer end users to recover funds owed.
The COPC® Performance Management System is used by internal CSPs (i.e., those that
interact with their companies’ own end users), third-party CSPs (i.e., those that interact
with the end users of their clients.), and buyers of third-party services.

The COPC® Family of Standards
Background
The original COPC-2000® CSP Standard was developed in 1996 by buyers, providers,
and senior managers responsible for operational management of customer-centric service
operations. Not satisfied with the performance of existing operations and with the lack of
commonly known and understood operational guidelines, these individuals worked
together to fill the void and move the industry forward. Among the development team
were:
• Leading technology companies that outsource and operate contact centers that
provide sales, customer service, order management, technical support, and other
functions (i.e.,Microsoft, Compaq, Intel, Novell, and Dell).
• Companies known for their excellent service provided by their own internally
managed centers in the areas of sales, customer service, distribution/fulfillment
operations, payment processing, and other services (i.e., American Express, L.L.
Bean, and Motorola).
• Individuals with extensive experience in operations management and performance

improvement. This experience included senior management from firms in both the
contact center and manufacturing industries who had achieved ISO certification for
their firms, and a Judge for the Malcolm Baldrige National Quality Award.
The development team used the criteria and framework of the United States’ Malcolm
Baldrige National Quality Award as the foundation for the COPC-2000® CSP Standard.
To meet the unique needs of the CSP industry, the team then adapted the Baldrige criteria
to accommodate the practical realities of the CSP industry by:
• Emphasizing or adding results, measures, and processes most important to CSPs and
their clients and end users.
• Excluding portions of the criteria that, based on CSP and client experience, did not
readily contribute to the goals of the COPC-2000® CSP Standard.
• Including from other worldwide standards those components that better addressed
practical performance improvement approaches.
As of June 1, 2005 three Standards Comprise the COPC® Family of Standards:
• The COPC-2000® CSP Standard reflects the minimum requirements a CSP must
meet to become certified. The 22 Items in the COPC-2000® CSP Standard reflect
those areas the COPC® Standards Committee (see The COPC® Standards
Committee) believes contribute most significantly to achieving high levels of
performance. While each of these Items is critical to achieving high performance,
they collectively do not represent a comprehensive performance management

system. Rather, they are intended to provide CSPs with a “short list” of Items to
focus on initially to improve service, quality, and cost competitiveness.
• The COPC-2000 CSP Gold Standard represents the comprehensive performance

management system endorsed by the COPC® Standards Committee for CSPs. In its
December 2002 meeting, the COPC® Standards Committee developed and approved
a COPC-2000 CSP Gold Standard. The objectives in introducing the COPC-2000
CSP Gold Standard were two-fold:
− Provide high-performing CSPs with a new level of recognition that will

distinguish them as among the best in the world.
− Provide the industry with a model to use to drive high performance.
In addition to including (and in some cases increasing) the requirements of the

COPC-2000® CSP Standard, the COPC-2000 CSP Gold Standard includes a
number of additional Items required to maintain and sustain high performance over
time.
• The COPC-2000 VMO Standard represents the comprehensive performance

management system endorsed by the COPC® Standards Committee for Vendor
Management Organizations (VMOs). As referenced earlier, VMOs are the client
groups responsible for managing the programs with CSPs. In 2002, the COPC®
Standards Committee determined that the ability of CSPs to achieve high levels of
performance was being limited by the performance of their (internal and external)
clients and VMOs on mission critical deliverables such as forecasts and
product/process-related training. To address this gap the COPC® Standards
Committee developed a COPC-2000 VMO Standard, which defines the key
processes a VMO must perform and the related metrics a VMO must measure and
manage to ensure high levels of VMO and CSP performance.
Copies of each of the COPC® Family of Standards are available on COPC Inc.’s web site
(www.copc.com).
Release 4.3 of the COPC® CSP Standards represents the continual evolution of the
COPC® criteria, and reflects the COPC® Standard Committee’s and the industry’s
continued commitment to the COPC® Family of Standards and their objectives. As has
been the practice since the COPC-2000® CSP Standard was developed, revisions to the
COPC® CSP Standards are only made by the COPC® Standards Committee.
The COPC® Standards Committee

The COPC® Family of Standards and related COPC® Certification Processes are
governed by the COPC® Standards Committee. This independent group is comprised of
individuals who have senior management responsibility at their firms and are also deeply

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.
• International representation will continue to be added to the Standards Committee.
• Users of the COPC-2000® CSP Standard provide input to the COPC® Standards
Committee. Changes to the Interpretations of the COPC® Family of Standards are
made once a year.
Why Get Certified to the COPC® CSP Standards?

Underlying the COPC® CSP Standards is the requirement that certified Customer Service
Providers (CSPs) have the operational and performance data that is required to
consistently perform well on measures of service, quality, revenue, cost and client and
end-user satisfaction. CSPs certified to the COPC-2000® CSP Standard have:
• Objective measures in place for all activities that directly impact end users and
clients.
• A demonstrated capability to achieve a majority of their performance targets.
• Performance improvement methodologies that have been demonstrated to produce

results.
• A system that allows clients and center management to verify that the center is
actively monitoring and managing the system over time to improve performance.
The COPC® CSP Standards describe performance management approaches that a CSP
must institute and defines the metrics a CSP must use to evaluate the effectiveness and
efficiency of its approaches. They are sustainable performance management
frameworks for CSPs. The COPC® CSP Standards link a CSP’s customer-centered
performance objectives with its operational processes and the people who manage and
maintain them. The objectives, processes, and people are in turn linked to the statement
of direction and plans that propel and sustain them. This integration ensures that
customer focus and efficiency drive performance, behavior, and direction. Client- and
end-user-driven excellence and efficiency are the desired end-states for all CSPs that
adopt the COPC® CSP Standards as a management system and improvement
framework.
Many CSPs seek to institute these practices and track these measures to become
compliant with the requirements of the COPC® CSP Standards. This compliance is
assessed and verified during the COPC® Certification Process, which requires the

submission of a written application, followed by an onsite audit by the Customer
Operations Performance Center Inc. (COPC Inc.) or its licensees or Implementation
Partners. Certified compliance with the COPC® CSP Standards is a major near-term
objective for many companies that use this document.
Overview of the COPC® CSP Standards

The COPC® CSP Standards are comprehensive and integrated systems for managing a
customer-centric service operation.
• The COPC® CSP Standards begin with the driver of customer-focused performance
management, embodied in the leadership characteristics and activities described in
Category 1.0 Leadership and Planning.
• Taken together, Category 2.0 Processes and Category 3.0 People represent the
organization’s enablers: a skilled and motivated work force using well-designed
processes and managing those processes with the appropriate information.
• The goal of the system is a balanced composite of client and end-user satisfaction,
product and service performance and productivity addressed in Category 4.0
Performance.
The Items in the COPC-2000® CSP Standard and COPC-2000 CSP Gold Standard are
listed in the graphic on the following page. It is important to note:
• The COPC-2000® CSP Standard contains 22 Items (shown in black and white).
• The COPC-2000 CSP Gold Standard also includes these 22 Items, although in a
number of cases the requirements for the similar Items in the COPC-2000 CSP
Gold Standard are significantly more demanding. For example, in 2.2 Process
Capability, the COPC-2000 CSP Gold Standard requires more rigorous and
quantitative methods for measuring and managing process capability.
• The COPC-2000 CSP Gold Standard also includes nine additional Items
(highlighted in yellow on the following page).

COPC® Framework
Release 4.3
Enablers
2.0 Processes
Driver Goal
2.1 Implementing New Products,
1.0 Leadership Services, Programs, Clients, 4.0 Performance
and Requirements
and Planning
2.2 Process Capability
2.3 Corrective Action and
1.1 Statement of Direction Continuous Improvement 4.1 Client Satisfaction and
1.2 Management System 2.4 Transaction Monitoring Dissatisfaction
Review 2.5 Forecasting, Staffing and 4.2 End-User Satisfaction
1.G.A Planning and Scheduling and Dissatisfaction
Reviewing Business 2.6 CUIKA 4.3 Service and Revenue
Performance 2.7 End-User Privacy Performance
4.4 Quality Performance
2.8 Data and Information
4.5 Cost and Efficiency
Availability and Update
Performance
2.G.A Technology
4.6 Staff Attrition and
2.G.B Key Supplier Management Absenteeism
2.G.C Data Security 4.7 Achieving Results
2.G.D Contingency Planning 4.G.A Asset Efficiency
4.G.B Cost of Poor Quality
(COPQ)
3.0 People
3.1 Defining Jobs, Recruiting and

Hiring
3.2 Training and Development
3.3 Verifying Skills and
Knowledge
3.4 Staff Performance
Management
3.5 Managing Staff Feedback

Assessing Compliance to the COPC® CSP
Standards
Evaluation Requirements
CSPs seeking certification to the COPC® CSP Standards must be compliant with the
following Evaluation Requirements as well as with the detailed requirements described in
Categories 1.0–4.0 and Exhibit 1.
Approach and Deployment

The first three categories of the COPC® CSP Standards describe the various types of
processes, practices, and procedures that CSPs must develop and implement in order to
meet the requirements of the CSP Standards. Approaches are the processes, practices,
and procedures used to meet the requirements of the COPC® CSP Standards.
Deployment refers to how extensively these approaches are used throughout the CSP
organization. Well-designed approaches that are pervasively deployed will lead to
sustained high levels of performance, which is the goal of the COPC® CSP Standards.
There are a number of CSP-specific factors (e.g., statement of direction, competitive

position, client and end-user requirements, and culture) that individual CSPs must
consider in designing the most appropriate approaches for their organizations.
Recognizing there is no single “best” design for each approach, the COPC® CSP
Standards do not require that CSPs use the same approaches or prescribe the specific
steps for each approach. There are, however, minimum requirements for both approach
and deployment.
• Approaches must include the key elements or components described in the Items in
Categories 1.0–3.0. 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.
• Approaches must be fact-based, meaning that data, information, and factual

evidence must be used to 1) perform the approaches, and 2) evaluate and improve
their effectiveness and efficiency.
• Deployment must be sufficiently broad meaning that the approach represents “the
way the entity (defined in the COPC® Glossary) works” in the application and use
of a process, practice, or procedure. In this context, effective deployment requires
that managers understand performance targets as well as the performance levels
actually attained.

• The combination of approaches and deployment must make it possible for the entity
to meet the other requirements of the COPC® CSP Standards.
Results
The COPC® CSP Standards represent an integrated performance management system.
Accordingly, Category 4.0 Performance requires the measuring and managing of the
metrics necessary for a CSP to assess its performance. Improvement in these
performance metrics should, in turn, be due to the pervasive deployment of effective
approaches.
The COPC® CSP Standards require that CSPs evaluate their performance across two
dimensions.
Levels reflect the CSP’s performance at specific times and are evaluated relative to the
performance achieved by appropriate comparisons. These comparisons typically include
one or more of the following:
• Benchmarks: Companies known to be excellent in a given area.
• Industry or cross-industry averages or norms.
• The CSP’s performance targets. These targets must be set based on client and end-
user requirements and appropriate comparisons.
Trends are used to evaluate how the CSP’s performance on a metric has changed over
time. Trends should demonstrate sustained improvement for metrics in which the
targeted performance levels are not being consistently met, and proper evaluation of
trends typically requires at least six months of data for KCRP and KSP (defined in the
COPC® Glossary) metrics.
To become certified to the COPC® CSP Standards, a CSP must (1) meet or exceed
targeted performance levels for a minimum of 50% (65% for Gold) of its required
Service, Quality, Revenue, Cost, and Client and End-user Satisfaction metrics, and (2)
meet/exceed targeted performance levels or exhibit sustained improvement in a total of
75% of its required Service, Quality, Revenue, Cost, and Client and End-user Satisfaction
metrics. Please refer to 4.7 Achieving Results for additional detail on the performance
requirements of the COPC® CSP Standards.
The COPC® CSP Standard Scoring System

One of the most significant changes introduced in Release 4.0 of the COPC® CSP
Standards and continued in this Release is the approach used to determine the score and
related compliance of CSPs to the COPC® CSP Standards. The COPC® Standards
Committee’s objectives in developing this new scoring system were to:

• Leverage a globally accepted model: While somewhat different, the new COPC®
CSP Standards Scoring System is based on the proven scoring system used as part of
the Malcolm Baldrige National Quality Award.
• Enable CSPs to get certified with less than a perfect score: As indicated below, to
become certified, CSPs must achieve a 100% score on Approach and Results, but
may be certified with less than a 100% score on Deployment.
• Promote the internal assessment and recognition of progress: The COPC®

Standards Committee anticipates that CSPs will want to periodically assess their
progress on the road to compliance to the COPC® CSP Standards. The COPC® CSP
Standards Scoring System enables CSPs to “internally score” their progress prior to
certification and, if appropriate and desired, establish internal recognition programs
based on achieving various levels of accomplishment.
The COPC® CSP Standards Scoring System involves the following components:
Item Point Values

• As shown on the following page, the scoring for the COPC-2000® CSP Standard
totals 2,000 points and the COPC-2000 CSP Gold Standard totals 3,000 points.
• The Category (e.g., 1.0 Leadership and Planning) and Item (e.g., 1.1 Statement of
Direction) point values are intended to provide direction and focus to those Items
that have the most significant impact on achieving high performance levels.

Item Point Values
Categories and Items COPC-2000® CSP COPC-2000 CSP
Standard Gold Standard
Point Values Point Values
1.0 Leadership and Planning 100 150
1.1 Statement of Direction 60 70
1.2 Management System Review 40 40
1.G.A Planning and Reviewing Business 40
Performance
2.0 Processes 600 900
2.1 Implementing New Products, Services, 60 60
Programs, Clients, and Requirements
2.2 Process Capability 100 120
2.3 Corrective Action and Continuous 80 100
Improvement
2.4 Transaction Monitoring 100 120
2.5 Forecasting, Staffing, and Scheduling 100 120
2.6 CUIKA 80 100
2.7 End-User Privacy 40 60
2.8 Data and Information Availability and Update 40 60
2.G.A Technology 40
2.G.B Key Supplier Management 40
2.G.C Data Security 40
2.G.D Contingency Planning 40
3.0 People 300 450
3.1 Defining Jobs, Recruiting and Hiring 70 100
3.2 Training and Development 70 100
3.3 Verifying Skills and Knowledge 80 130
3.4 Staff Performance Management 40 60
3.5 Managing Staff Feedback 40 60
4.0 Performance 1000 1500
4.1 Client Satisfaction and Dissatisfaction 100 100
4.2 End-User Satisfaction and Dissatisfaction 200 300
4.3 Service and Revenue Performance 150 200
4.4 Quality Performance 150 200
4.5 Cost and Efficiency Performance 150 200
4.6 Staff Attrition and Absenteeism 100 100
4.7 Achieving Results 150 200
4.G.A Asset Efficiency 50
4.G.B Cost of Poor Quality (COPQ) 150
Total Points 2000 3000

Scoring Guidelines for Individual Items
The COPC® CSP Standards Scoring System requires a separate scoring of the Category
1.0 – 3.0 Approach Items and the Category 4.0 Performance (Results) Items.
Items in Categories 1.0 – 3.0 are evaluated based on the Approach and the extent of
Deployment, according to the following scoring guidelines:
−
Scoring Approach for Items in Categories 1.0, 2.0 & 3.0
Scoring Approach Deployment

The approach is fully deployed in
The approach meets less
less than 25% of the
0% than 25% of the
Programs (or in less than 25%
requirements of the Item.
of the KCR jobs in Cat 3.0)
The approach meets at at least 25% and less than
least 25% and less than 50% of the
25%
50% of the requirements of Programs (or in at least 25%
the Item. and less than 50% of the KCR
jobs in Cat 3.0)
50%
jobs in Cat 3.0)
75%
jobs in Cat 3.0)
The approach meets all of at least 90% of the
100%
the requirements of the Item. 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%.

Example of Scoring for Approach and Deployment (i.e., Items in
Categories 1.0, 2.0 and 3.0)
The example below is for 1.2 Management System Review, which has three
requirements. In the example, the CSP has three programs and the scoring is shown
for a fully Compliant Approach and full Deployment in only two of the three
programs. This CSP would achieve:
• A score of 100% for Approach, as the Approach is compliant with all the
Requirements.
• A score of 50% for Deployment, as the Approach was deployed for greater than 50%
of the programs, but for less than 75% (i.e. two out of three, or 66%, of the programs
were fully deployed).
• An overall score of 50%, as the score for an individual Item is equal to the lowest
score of either Approach or Deployment (see Note #1 in the COPC® CSP Standards
Scoring System matrix).
The overall score of 50% would then be applied to the point value for Item 1.2 (40
points), yielding 20 points for this Item.
1.2 Management System Review % Score: 50%
Approach Deployment
1.2 Management System Review 100% 50%
1.2.1 Management System Compliant
At Least 50%
1.2.2 Review Compliant & Less Than
75%
1.2.3 Corrective Actions Compliant

Items in Category 4.0 Performance are evaluated based on Approach and the actual
Levels and Trends performance, according to the following scoring guidelines:
Scoring Approach for Each Item in Category 4.0

Results
Scoring Approach
Levels Tre nds
The approach meets less Less than 25% of the required

None of the required metrics
0% tha n 25% of the requirements metrics are achieving targeted
exhibit sustained improvement
of the Item. levels
The approach meets at least

25% 25% and less tha n 50% of
the requirements of the Item.
At least 25% but less than
The approach meets at least At le ast one of the required
50% (65% for Gold) of the
50% 50% and less tha n 75% of metrics exhibits susstained
required metrics are
the requirements of the Item. improvement
achieving targeted levels
The approach meets at least

75% 75% a nd less than 100% of
the requirements of the Item.
At lea st 50% (65% for the At le ast two of the required

The approach meets all of the
100% Gold) of the required metrics metrics exhibit sustained
requirements of the Item.
are achieving targeted levels improvement
Note #1: A metric cannot count for Levels (as achieving targeted levels) or Trends if it does not meet "CUI" of
CUIKA. Any requirement in Category 4.0 not done by the CSP would count as a "miss" on "C" of CUIKA.
Note #2: The scoring percentage for an individual Item will be equal to the average score on Approach, Levels,
and Trends. Example--if a CSP scores 75% on Approach, 50% on Levels and 100% on Trends, the Item score
would be 75% (calculated as [75%+50%+100%] or 225% divided by 3).
Note #3: For Items where at least 75% of the required metrics are achieving targeted levels, it is not necessary
to demonstrate evidence of a systematic approach to improve performance.
Note #4: The CSP will automatically be awarded 100% on Trends for Items 4.1-4.6 if it is compliant with Item
4.7 Achieving Results (COPC-2000® CSP Standard only) .

Example of Scoring for Results (i.e., Items in Category 4.0)
In the example below for 4.3 Service and Revenue Performance, which has eight
Requirements, the scoring for a CSP that is fully compliant on all the Requirements
and achieving targets for 45% of the metrics, with at least one metric demonstrating
sustained improvement, is depicted. This CSP would achieve:
• An overall score of 67% for the Item, as the Approach meets all the Requirements of
the Item, more than 25% but less than 50% of the metrics are achieving targeted
levels (i.e. 45%), and at least one key metric has had a systematic approach used to
improve performance.
• The overall score of 67% would then be applied to the point value for Item 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.
4.3 Service and Revenue Performance % Score: 67%
Levels Trends
Results 45% At Least 1
0.5
Approach
Requirements 100%
4.3.1 KCRP KSP Listed – Metrics Listed in
Compliant
Exhibit 1
4.3.2 KCRP not Listed Compliant
4.3.3 KSP not Listed Compliant
4.3.4 Client Service or Revenue Metrics Compliant
4.3.5 100% of the Data & Analyzed
Compliant
Monthly
4.3.6 Data Must be Maintained Compliant
4.3.7 Targets – Statement of Direction Compliant
4.3.8 Targets – High Performance Compliant

Scoring Required for COPC® Certification
To become certified, CSPs must achieve the following point levels:
• COPC-2000® CSP Standard: 1,900 out of a possible 2,000 points and 100% on
Approach across all four Categories.
• COPC-2000 CSP Gold Standard: 2,900 out of a possible 3,000 points across all
four Categories, with 100% on Approach in Categories 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.
Looking Forward: Strategic Direction for the

COPC® CSP Standards
At its December 2002 meeting, the COPC® Standards Committee developed the
following strategic policy statement for the ongoing evolution of the COPC® CSP
Standards:
• The COPC® CSP Standards will change periodically to reflect the evolution of
the industry. The customer contact center industry is evolving rapidly and the
COPC® CSP Standards will reflect these developments and maintain their status as
the global definition of “state of the art” practices and performance. Changes to the
COPC® CSP Standards will be announced by the COPC® Standards Committee as
the changes are approved and incorporated.
• Change types:
− Maintenance changes: These include interpretations and clarifications.
− Modifications to reflect changing conditions and industry needs. These changes

will continue to increase both the reach (e.g., adoption rate) and rigor (e.g.,
being a true operational and financial differentiator) of the COPC® CSP
Standards and keep the COPC® CSP Standards as the global definition of “state
of the art” practices and performance measures.
• Requirements will become more specific over time. As the industry evolves,
users should expect the COPC® CSP Standards to change. For example, originally
the COPC-2000® CSP Standard did not require process-level efficiency metrics

because these were not available or used in the industry. When 2.5 Cost and
Efficiency Performance was introduced, it required a single efficiency metric for
some KCRPs. Over the past few years, the Requirements of the Item have been
refined to:
− Require three efficiency metrics for Inbound phone
− Require that CSR Utilization, AHT, and Cost per Transaction be the three
required metrics.
− Clearly define the calculation of CSR Utilization
− Remove the requirement to track Cost per Transaction and introduce specific
criteria for metrics which may be used as the third required efficiency metric.
− Require five cost and efficiency metrics - CSR Utilization, Occupancy, AHT,
Productivity, and Cost per Unit in the Gold Standard.
• The COPC-2000 CSP Gold Standard will be used to introduce new

requirements. The COPC® Standards Committee will use the COPC-2000 CSP
Gold Standard to introduce and test new requirements and inform the global CSP
community of the approaches and performance levels that define a high-performing
CSP.
In addition, the COPC® Standards Committee is committed to ensuring the CSP and
Vendor Management Organization (VMO) members of the COPC® Family of
Standards will continue to be aligned.

1.0 Leadership and Planning
The long-term success of an organization depends on its leaders’
ability to set direction and ensure the operational practices support
effective performance. Category 1.0 focuses on how the CSP provides
appropriate leadership and how doing so helps the CSP achieve its
objectives.
1.1 Statement of Direction (60 points)
The CSP must have a documented statement of overall direction (e.g.,

vision, mission, or purpose) that clarifies its commitment to clients and
end-users.
1. The CSP’s statement of direction must address one or more of the following:
a) Client Satisfaction
b) End User Satisfaction
c) Service
d) Quality
e) Cost
2. The CSP must ensure management and employee behavior are aligned with the
statement of direction.
1.2 Management System Review (40 points)
The CSP must perform a comprehensive review of its management

system at least annually, and must take actions to address deficiencies
and gaps identified in this review.
1. The management system can be
a) The COPC-2000® CSP Standard;
b) Another international, national, or industry-specific standard; or
c) An internally developed system of processes and procedures
2. At a minimum, the management system review must:
a) Be conducted annually.

b) Assess compliance to all requirements of the COPC-2000® CSP Standard.
c) Yield findings that include documented evidence of “compliance” and “non-

compliance” to the COPC-2000® CSP Standard.
3. The CSP must implement corrective actions for areas of non-compliance which
represent deficiencies and gaps in meeting the requirements of the COPC-2000® CSP
Standard.

2.0 Processes
Superior performance derives from the CSP’s ability to efficiently
provide clients and end-users with products and services that meet
their expectations. Category 2.0 Processes focuses on the Key
Customer-Related Processes (KCRPs) and Key Support Processes
(KSPs) CSPs use to develop and deliver their products and services
and the management of the Category 4.0 Performance results. It also
focuses on the mechanisms the CSP uses to quantitatively evaluate,
maintain, and improve these processes to ensure they are effective and
efficient.
2.1 Implementing New Products, Services, Programs, Clients,

and 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. The approach must:
a) Define new and changed client requirements and targets.
b) Identify the relevant KCRPs, KSPs, and associated metrics required by the client
and the COPC-2000® CSP Standard, as well as KCR jobs and their associated
minimum skills.
c) Ensure that processes are designed to meet client requirements and targets.
d) Create a timeline for implementing requirements (e.g., installing infrastructure,
developing software and data links, and hiring and training staff).
e) Conduct an audit early in the implementation to ensure processes are properly
controlled and to verify that the new product, service, or program is meeting
client and all pertinent COPC-2000® CSP Standard requirements.
2. The CSP must track the timeliness of the implementation and demonstrate
implementation milestones have been met.
During implementation the CSP must:
a) Track the on-time setup of program components
i. For third-party CSPs, the appropriate reporting metric is On-time delivery

of agreed-upon program components.
1
Note: Requirements may include new or changed client or internal (CSP) requirements.

ii. For internal CSPs, the appropriate reporting metric is On-time delivery of
defined program components.
b) Track actual performance and compare results to performance targets.
c) For both internal and third-party CSPs, controllable and uncontrollable causes
must be identified when performance targets are not met. Actions must be taken
to address controllable causes.
d) A target must be established for timeliness that is consistent with the CSP’s
statement of direction.
2.2 Process Capability (100 points)
The CSP must ensure its KCRPs are defined and operating to
consistently achieving targets.
1. Each KCRP must include clear procedures that have a high probability of achieving:
a) Client, end-user, and CSP requirements, and
b) Targets or specification limits.
2. The CSP must have an approach that ensures the procedures for each KCRP are
performed:
a) As intended.
b) In a consistent manner across all shifts and work teams, i.e., the CSP must
minimize variation.
3. Each KCRP must undergo a detailed end to end evaluation at least annually.
4. KCRPs that exhibit wide variations in performance must be evaluated and corrected
using the continuous improvement process described in 2.3 Corrective Action and
Continuous Improvement.
2.3 Corrective Action and Continuous Improvement (80 points)
The CSP must use a structured approach to identify and resolve the root
cause(s) of poor performance for those Category 4.0 Performance
metrics not consistently meeting requirements and targets.
1. The CSP must use a structured problem solving approach to process improvement
that:
a) Defines the problem
b) Analyzes data to determine causes
c) Develops and implements solutions

d) Monitors and evaluates results
2. The CSP must be able to demonstrate performance has improved as a result of its
process improvement efforts. The CSP must have a minimum of three examples of
improved performance using the process improvement methodology if the CSP is not
meeting targeted performance levels for 75% or more of its required Service,
Quality, Revenue, Cost, Client Satisfaction, and End-User Satisfaction metrics (4.7
Achieving Results).
2.4 Transaction Monitoring (100 points)
The CSP must have an approach for monitoring transactions that is

designed to meet CSP, client, and end-user requirements and targets.
This approach must focus on two levels:
(1) At the process level to identify and correct program-level issues that
cut across multiple CSRs, and
(2) At the CSR level to assess and improve the performance of individual
CSRs.
1. The CSP’s transaction monitoring approach at both the program and CSR levels
must ensure:
a) All types of end-user transactions (e.g., calls, faxes, mail, web-based, e-mail,
etc.) are monitored.
b) Both side-by-side and remote monitoring are performed on an on-going basis.

Screen capture and voice recording applications cannot be substituted for side-
by-side monitoring.
c) The methodology used to select the sample of transactions to be monitored is
unbiased.
d) All information given and received by CSRs (e.g., information entered by CSRs
into information systems) is included in monitoring.
e) End-User Critical Error Accuracy and Business Critical Error Accuracy are
measured and managed. Non-Critical Error Accuracy must be managed and
coached. End-User Critical Error Accuracy and Business Critical Error
Accuracy must be monitored and assessed as distinct components. Non-Critical
Error Accuracy (defined in the COPC® Glossary) and other attributes (e.g.
professionalism, etc.) may be assessed separately or as one combined
component. For example: End-User Critical Error Accuracy and Business
Critical Error Accuracy are two components, Professionalism is a third
component.

f) There must be a clear performance threshold, e.g., pass/fail, which must, at a
minimum, be based on the CSR’s End-User Critical Error Accuracy and
Business Critical Error Accuracy score. A CSR cannot pass monitoring if
he/she makes Critical Errors.
g) Individuals performing monitoring are trained and calibrated quarterly using a

quantitative approach that measures calibration at the attribute level in
comparison to a reference or gauge. Calibration must ensure both:
i) Reference or gauge scores that are reflective of the end-user experience

(i.e., the scores given by monitors for End-User Critical Error Accuracy
should not be significantly different from those received in 4.2 End-User
Satisfaction and Dissatisfaction) and those provided by the client.
ii) Consistency of evaluation among the monitors.

2. The CSP must analyze monitoring results and take action at the program level.
a) The CSP must establish a monitoring frequency based on an understanding of
the statistical implications of its sample size.
b) The CSP must identify program-level issues impacting performance.
c) Action must be taken at the program level to improve performance.
3. The CSP must analyze monitoring results and take action at the individual CSR
level.
a) Each CSR must be monitored on an on-going basis at least monthly.
b) New CSRs must be monitored at least once per week for at least their first
month on the job.
c) There must be a plan for communicating the findings of all transactions
monitored to CSRs, including both negative and positive feedback. The plan
must specify the time frame and the format for delivering this feedback.
d) CSRs who pass transaction monitoring must receive the results of all of their
monitorings and must be individually (one-on-one) coached on at least a sample
of transactions that do meet target.
e) CSRs who fail a transaction monitoring must be:
i) Individually (one-on-one) coached on all transactions that do not meet
target.
ii) Monitored more frequently in order to determine if the failure is an isolated
case or symptomatic of poor performance.
f) For CSRs who repeatedly fail transaction monitorings, corrective actions must
be implemented. The CSP’s approach for corrective action must provide for
removing CSRs who repeatedly perform critical errors from handling end-user
transactions until effective corrective action is taken.

2.5 Forecasting, Staffing, and Scheduling (100 points)
The CSP must forecast and schedule staffing requirements to meet

transaction volume demands.
1. Forecasting - The CSP must understand its historical volume, AHT or transaction
handle time, and shrinkage, and must forecast future volume, for each type of
transaction (e.g., calls, e-mails, web, faxes, mail) at a frequency that is appropriate
based on the model used to establish demand requirements (2.5.2).
a) Forecast Accuracy of transactional volume must be measured and managed
using CUIKA (see 2.6 CUIKA) for two forecasts:
i) Staffing Forecast – Must account for the operational lag time for both hiring
and training. At a minimum, staffing forecast accuracy must be calculated
at the weekly level.
ii) Scheduling Forecast – Must account for the operational lag time for
scheduling (i.e., how far in advance schedules are established). At a
minimum, scheduling forecast accuracy must be calculated at the daily
level.
2. Demand Requirements - The CSP must use two quantitative models.

a) The CSP must use a quantitative model to determine the number of staff
required (this is often called a capacity plan model).
b) The CSP must use a quantitative model to create schedules for the staff required
(often called a work force management [WFM] scheduling model).
c) Both models must incorporate forecasts from 2.5.1 for:
i) Average Handle Time or Transaction Handle Time
ii) Volume
iii) Shrinkage
iv) Targeted Service Level or Cycle Time
3. Scheduling
a) Schedules that minimize the variation between demand requirements (from
2.5.2) and staff capacity must be established and implemented for the following
intervals:
i) Phone and chat: 30 minute intervals
ii) Non-phone: Appropriate intervals for the targeted cycle time
b) The CSP’s scheduling approach must clearly describe the “rules” for minimizing
interval-level over- and understaffing. These rules must be consistent with the
CSP’s statement of direction and implemented as designed.
c) The CSP must periodically (at least semi-annually):

i) Evaluate its scheduling and work practices to identify those that are limiting
its ability to staff to forecasted demand requirements.
ii) Change the scheduling and work practices to minimize the variation
between forecasted demand requirements and staff capacity.
d) Resulting schedules must be implemented as designed.

4. Real Time Management – The CSP must use a structured approach for:
a) Planning the staffing and scheduling for the near-term (e.g., current day and/or
week) when the plan for the current day and /or week is inconsistent with the
inputs used to create the original (locked) schedule, (e.g., if absenteeism, AHT,
training, or volume, etc. is expected to be higher than originally forecast).
b) Taking action during the day when actual performance is significantly different
than assumptions used to create the forecast and/or the schedule (e.g.,
transaction volumes or Average Handle Time [Demand] are significantly above
or below forecasted levels).
c) Taking action when abnormal conditions arise (e.g., telecommunications or
system reduced availability/slowness or outage).
d) Measuring and managing Adherence (Supply) at the interval level.
5. Managing the IVR - The CSP must use a structured approach to ensure the IVR is
working as intended (e.g., calls are routed correctly, customers understand options so
they select correctly, etc.).
2.6 CUIKA (80 points)
The CSP must CUIKA all of the required Category 4.0 Performance
data.
The CSP must collect, analyze, and use performance data to enable the CSP to achieve its
end-user satisfaction, client satisfaction, service, quality, cost, and employee performance
targets. For all performance metrics required in Category 4.0 Performance, the CSP
must ensure that the data:
1. Are Collected.
2. Are Useable; in particular, targets must be clearly identified and enough data must
be provided to discern trends. Targets must be set with respect to high performing
benchmarks where appropriate.
3. Have Integrity. All data must be:

a) Relevant: reflect what the requirement intended to be measured.
b) Objective: the methodology used to gather the data is unbiased.
c) Accurate: numerically correct and not misleading.

d) Representative: reflect the underlying population.
4. 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 End-User Privacy (40 points)
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. Any violations of this privacy policy must be considered a critical error.
2.8 Data and Information Availability and Update (40 points)
The CSP must make relevant and up-to-date data and information
accessible by all staff who need the data and information to do their jobs
effectively.
1. The processes used by the CSP to manage data and information must include
mechanisms for:
a) Providing relevant data and information to all appropriate staff.
b) Making changes (whether required by clients or end users or internally
generated) to the data and information.
c) Communicating these changes to all relevant staff in a timely manner and
verifying that they understand and use the new data and information.
d) Preventing unauthorized revisions.
e) Removing obsolete data and information.

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) Ability to use the phone system
ii) Ability to use the desktop computer system
iii) Keyboarding skills
iv) Customer service skills
v) Knowledge of product
vi) Knowledge of procedures
b) Minimum skills for e-mail and written correspondence CSRs must include but
may not be limited to writing skills.
c) 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 CSP’s recruiting and hiring approaches must identify and successfully recruit
individuals with these minimum requirements.
2
KCR jobs include those that deliver CSR training and perform transaction monitoring.

5. Those recruited with these minimum hiring requirements must have a high probability
of successfully performing their KCR jobs.
3.2 Training and Development (70 points)
The CSP must provide the training and development required of all staff
performing KCR jobs3, to acquire and maintain the skills and knowledge
required for their positions.
1. 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 CSP’s approach to training and development must be formally defined for all KCR
jobs.
The CSP’s approach must :
a) Identify the setting or methodology (e.g., classroom, in-queue, on-the-job (OJT),
or computer-based).
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) Identify the personnel authorized to provide the training.
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.
3.3 Verifying Skills and Knowledge (80 points)
The CSP must verify that all staff (including indefinite and temporary
staff) in KCR jobs4 have the skills and knowledge required for their jobs.
1. 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:
3

a) Objective performance thresholds that are linked to the minimum requirements
(including all minimum skills and knowledge) of the position.
b) Staff that pass the minimum performance thresholds, must be able to perform
satisfactorily on the job (e.g., pass transaction monitoring).
c) Documentation (e.g., tests, scores, dates) that can be audited.
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) Annual re-verification of skills and knowledge.
g) Re-verification of skills and knowledge following changes in program, procedures,
systems, etc.
h) 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 skills and knowledge verification.
3. 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.
b) Annual Re-verification: There must be at least one observation by a lead,

supervisor, manager, or trainer.
3.4 Staff Performance Management (40 points)
The CSP’s approach to evaluating individual CSR performance should

support and must not work at cross purposes with the CSP’s statement of
direction and business performance targets.
1. For indefinite staff and for temporary staff in CSR jobs with end dates of more than
one year, the CSP must review each individual’s 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 CSP’s
statement of direction and business performance targets.
4

3.5 Managing Staff Feedback (40 points)
The CSP must use a structured approach for proactively soliciting,

evaluating, and taking appropriate action on feedback obtained from
CSRs and Supervisors.
1. The approach must include proactively soliciting feedback from CSRs and Supervisors
at least quarterly on a broad range of topics including:
a. Process improvement opportunities and recommendations.
b. The attributes (drivers) of staff attrition, absenteeism, and satisfaction and the
CSP’s 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.

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) Overall client satisfaction.
b) Client satisfaction with specific attributes (e.g., responsiveness, accuracy, report
timeliness).
2. Satisfaction must be measured and analyzed at least annually.
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 CSP’s 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. A client complaint is broadly defined as any negative comment (received in person or
by phone, mail, fax, e-mail, etc.) about any aspect of the CSP’s products, services,
staff, or agents.
7. The CSP must manage complaints and other key indicators of client dissatisfaction.

a) The CSP must collect client dissatisfaction data from 100% of the clients and
programs.
b) The CSP must take action on all client complaints.
i) There must be a process for responding to each client complaint.
ii) This process must include the tracking of either “On-time to Respond” or
“On-time to Resolve” metrics.
4.2 End-User Satisfaction and Dissatisfaction (200 points)
The CSP must measure and manage end-user satisfaction and

dissatisfaction.
1. 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) Overall end-user satisfaction and dissatisfaction.
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. Samples must be representative.
6. Data must be obtained from 80% of the CSP’s 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 CSP’s volumes as defined by transaction volume or
revenue.
8. This requirement to collect end-user satisfaction and dissatisfaction data may be
waived if a client refuses to allow the CSP to contact end-users and will not provide
end-user satisfaction and dissatisfaction data to the CSP in a manner that is compliant
to the requirements of the COPC-2000® CSP Standard. In this case, the CSP must:
a) Prove it has used every effort to obtain end-user satisfaction data. Effort needs to
be made on an ongoing basis at least annually.

b) Ensure one of the following:
i) Data is obtained from a majority of the CSP’s programs as defined by
transactions or revenue OR
ii) The CSP has an effective complaint management system. “Effective” is
defined as:
(1) Complaints are defined broadly as any negative comment (received in
person or by phone, mail, fax, e-mail, etc.) about any aspect of the CSP’s
or client’s products, services, staff, or agents.
(2) The CSP must measure and manage end-user complaints at the program
level, across multiple programs for a client, and at the entity level across
clients.
(3) End-user complaints must be:
(a) Collected on an ongoing basis.
(b) Tracked and recorded by cause or symptom.
(c) Analyzed quarterly.
(4) The CSP must be able to demonstrate that its approach results in the
collection of complaints from 80% of the CSP’s programs, clients or end-
users as defined by transaction volume or revenue, and includes a
representative sample, if a sample approach is used.
(5) Action must be taken on end-user complaints that are controllable by the
CSP.
4.3 Service and Revenue Performance (150 points)
The CSP must measure and manage the service and revenue 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 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.
5
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.

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 CSP’s statement of direction.
8. The CSP must establish targets for each service metric based on comparative high-
performing 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 Quality Performance (150 points)
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. These data must be analyzed at least monthly.
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
CSP’s statement of direction.

8. The CSP must establish targets for each quality metric based on comparative high-
performing 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.
4.5 Cost and Efficiency Performance (150 points)
The CSP must measure and manage its process-level efficiency.

1. 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 non-
electronic transactions) to process transactions.
9. The CSP must establish targets for each cost and efficiency metric that are consistent
with the CSP’s statement of direction.
4.6 Staff Attrition and Absenteeism (100 points)
The CSP must measure and manage staff attrition for CSRs and
Supervisors and absenteeism for staff in CSR jobs.
1. The CSP’s measurement of staff attrition must:

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.”
b) Be reported as an annualized percentage.
c) Include both voluntary and involuntary departures.
d) Be defined as voluntary or involuntary staff departure before the position’s end
date for temporary positions.
e) Be tracked whether the position is filled with a CSP employee or with an
employee of a staffing/recruiting firm.
2. The CSP’s measurement of staff absenteeism (unscheduled shift absences) must
a) 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) Be tracked whether staff are employed by the CSP or a staffing/recruiting firm.
The CSP is responsible for understanding statistics tracked by its
staffing/recruiting firms.
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.
4.7 Achieving Results (150 points)
The CSP must achieve targeted levels and exhibit sustained improvement
in a majority of its required Service, Quality, Revenue, Cost, and Client
and End-User Satisfaction metrics.
1. 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. The CSP must:
a) Meet or exceed targeted performance levels for a minimum of 50% of these

performance metrics and

b) Meet or exceed targeted performance levels or exhibit sustained improvement in a
total of 75% of these performance metrics.
3. “Meeting targeted performance levels” is defined as meeting targeted performance

levels in at least three-quarters (3/4ths) of the time periods for each metric.
a) For initial certifications, “meeting targeted performance levels” will be calculated

based on a minimum of six consecutive months of data for a minimum of 90% of
the required performance metrics. However, only three consecutive months of
data are required for newly implemented metrics.
b) For re-certifications to the COPC-2000® CSP Standard, “achieving targeted

levels” will be calculated based on 12 months of data for each metric.
c) “Meeting targeted performance levels” is based by metric. As an example, for a

CSP with 100 metrics, to be certified, the CSP would have to achieve its target at
least three-fourths (3/4ths) of the time in 50 of the 100 metrics.
4. Definitions:
a) “Sustained improvement” is defined as 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.
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) Location in the Entity.
b) Service (e.g., customer service, tech support, outbound, fulfillment, e-commerce,

collections, healthcare insurance, business process outsourcing).
c) Major sub-group in the Entity.
8. 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:
Metrics included in calculations for Item 4.7

Item (by level)
Client Program
4.1 Client Satisfaction Overall Client
and Dissatisfaction Satisfaction
4.2 End-User Overall End-User
Satisfaction and Satisfaction
Overall End-User
Dissatisfaction Dissatisfaction
4.3 Service and All KCRP metrics except:
Revenue Performance Those managed at the
entity or client levels and
which have the same
targets
4.4 Quality All KCRP metrics except:
Performance Those managed at the
which have the same
targets
4.5 Cost and All KCRP metrics except:
Efficiency Those managed at the
Performance which have the same
targets

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 e-
commerce 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 on-
time, 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
On Time and Cycle Time

1. 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. On-time shipping (fulfillment) requires a clear definition of cutoff times.
4. On time for phone and chat transactions:
a) 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
These requirements are enumerated in 4.3.2, 4.4.2, and 4.5.4.
7
These requirements are enumerated in 4.3.2 and 4.4.2.
8
These requirements are enumerated in 4.3.3 and 4.4.3.

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 “0–8 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. The appropriate metric for accuracy is “percent correct,” “percent defective,” or
“defective parts per million (dppm)”.
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.
Processing Transactions Direct from Clients

1. 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. Controllable and uncontrollable causes must be identified when performance targets

are not met. Actions must be taken to address controllable causes.

Processing Exceptions
1. The requirements for Processing Exceptions apply to exceptions experienced in the
following KCRPs: Processing end-user calls, processing non-electronic transactions,
processing electronic transactions, processing transactions direct from outsourcers,
processing end-user payments, and a number of business process outsourcing (BPO)
KCRPs.
Managing the IVR

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) Self Service Rate
b) Assisted Transfers
c) Abandonment Rate
d) Opt-Out Rate
e) Routing Accuracy
Telecommunications: Blocked Transactions

1. A minimum of one blocked transaction metric (e.g., network, trunk, and PBX busy)
must be tracked at least quarterly.
a) Blocked transactions may be measured as the amount of time the network(s),

trunk(s), or PBX are at capacity.
b) This frequency must be increased if end-user satisfaction and dissatisfaction data

indicates an issue with customer access.
Forecasting Volume Accuracy

1. Forecast Accuracy for volume must be CUIKA’d 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.

EXHIBIT 1A: Inbound Customer Contact Center Services
Highlighted metrics are required only in the COPC® CSP Standard or the COPC CSP Gold Standard.
Metrics not highlighted are required by both COPC® CSP Standards.
Satisfaction and Description Required Internal Metrics Item

Dissatisfaction
Client Satisfaction Assessing how 1 Overall Client Satisfaction - Must track overall Client 4.1
and Dissatisfaction satisfied/dissatisfied Clients are Satisfaction, at the program level, at the client level, and at the
with the service(s) provided by entity level
the CSP. (Only client level metrics are included in the calculation of Levels
and Trends and 4.7 Achieving Results)
2 On Time Complaint Handling – Must track either on time to 4.1

resolve or on time to respond to client complaints
End-User Assessing how 3 Overall End-User Satisfaction – Must track overall end-user 4.2
Satisfaction and satisfied/dissatisfied End-Users satisfaction at the program level, at the client level, and at the
Dissatisfaction are with the service(s) provided entity level.
by the CSP. (Only program level metrics are included in the calculation of
Levels and Trends and 4.7 Achieving Results)
4 Overall End-User Dissatisfaction – Must track overall end-user 4.2

dissatisfaction at the program level, at the client level, and at the
entity level
(Only program level metrics are included in the calculation of
Attrition and Description Required Internal Metrics Item

Absenteeism
Attrition Assessing the rate of staff 5 CSR Attrition - Annualized attrition of CSR staff calculated at 4.6
departures for Agents and Team both the program and entity level
Leaders. (Both entity and program level metrics are included in the
calculation of Levels and Trends)
6 Team Leader Attrition - Annualized attrition of Team Leader 4.6

staff calculated at both the program and entity level
(Both entity and program level metrics are included in the
Absenteeism Calculating the amount of time 7 CSR Absenteeism (e.g., % of hours lost through absenteeism) 4.6
that is lost due to unscheduled Must be measured at the program and entity levels
absenteeism. (Only program level metrics are included in the calculation of
Levels and Trends)

KCRP Description Required Internal Metrics Item

Processing Answering end-user pre-sale and 8 On Time- Must track Service Level (i.e., percent of calls answered 4.3
inbound end-user post-sale inquiries and processing within target time period), Average Speed of Answer (ASA), or
calls end-user orders received by Schedule Attainment (programs in which clients determine staffing
phone. levels)
9 Abandonment Rate (e.g., % of transactions abandoned before 4.3

being answered by a live CSR)
10 Schedule Adherence (e.g., actual work time to scheduled work 2.5/4.3
time based on time of day and type of work)
11 End-User Critical Error Accuracy (e.g., accuracy rate of end- 2.4/4.4
user affecting critical errors of calls monitored)
12 Business Critical Error Accuracy (e.g., accuracy rate of business 2.4/4.4
affecting critical errors of calls monitored)
13 Compliance Critical Error Accuracy (e.g., accuracy rate of 2.4/4.4
compliance critical errors of calls monitored)
14 Non-Critical Error Accuracy (e.g., accuracy rate of attributes 2.4/4.4
that do not make the entire call defective, including soft skills,
professionalism, and many data input errors)
15 Contact Resolution - Must track Issue Resolution, First Contact 4.4
Resolution, or First Call Resolution
16 Revenue Generation - Must track conversion rate (e.g., percent of 4.3
calls with a sale) or conversion volume (e.g., dollars sold)
17 Volume (e.g., number of calls received per period)
18 CSR Utilization - Must be calculated as (transaction handle time 4.5
+ available time)/(paid time)
19 AHT- Must be calculated as (transaction handle time)/(number of 4.5
transactions processed)
20 Cost per Unit or Occupancy - Must track cost per unit (e.g., cost 4.5
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)]
21 Cost per Unit (e.g., cost per unit sold, cost per transaction, cost 4.5
per delivered revenue, cost per sale or cost per subscriber)
22 Occupancy - Must be calculated as (transaction handle 4.5
time)/(transaction handle time + available time)
23 Productivity - Must be calculated as (transaction handle 4.5
time)/(paid time)


Processing web Processing or hosting web chat 24 On Time- Must track Service Level (i.e., percent of chats 4.3
chat contacts lines (e.g., technical support, on- answered within target time period), Average Speed of Answer
line Q&A). (ASA), or Schedule Attainment (programs in which clients
determine staffing levels)
27 End-User Critical Error Accuracy (e.g., accuracy rate of 2.4/4.4
end-user affecting critical errors of transactions monitored)
affecting critical errors of transactions monitored)
compliance critical errors of transactions monitored)
that do not make the entire transaction defective, including soft
skills, professionalism, and many data input errors)
33 Volume (e.g., number of chat sessions received per period)

time)/(paid time)


Processing Processing faxes, mail, and other 40 On Time- Must track Service Level (i.e., percent of transactions 4.3
inbound non- non-electronic transactions. processed within target time period) or Schedule Attainment
electronic (programs in which clients determine staffing levels)
transactions
41 Backlog (e.g., average time late of transactions not processed on 4.3
time)
user affecting critical errors of transactions monitored)
47 Volume (e.g., number of faxes received per period)
48 Efficiency (e.g., average processing time per transaction, 4.5
transactions processed per hour, cost per transaction)
Processing Processing e-mail, web-based, or 49 On Time- Must track Service Level (i.e., percent of transactions 4.3
inbound electronic other electronic transactions. processed within target time period) or Schedule Attainment
transactions This does not include bulk (programs in which clients determine staffing levels)
transactions provided direct from
clients (see below). 50 Backlog (e.g., average time late of transactions not processed on 4.3
time)
57 Volume (e.g., number of transactions received per period)


Processing Outbound calls to end users with 59 On Time- Must track Service Level (i.e., percent of transactions 4.3
callbacks solutions that could not be processed within target time period) or Schedule Attainment
resolved on the end-user’s first (programs in which clients determine staffing levels)
call, but do not require escalation.
60 Backlog (e.g., average time late of callbacks not made on time) 4.3
65 Volume (e.g., number of callbacks required per period)
66 Efficiency (e.g., average handle time, CSR utilization, or cost per 4.5
call)
Processing Responding to inquiries that have 67 On Time- Must track On Time (e.g., On Time response) or 4.3
escalations been escalated from one level to Schedule Attainment (programs in which clients determine staffing
(internal) another (e.g., Level 1 to Level 2). levels)
68 Backlog (e.g., average time late of escalations not responded to on 4.3
time)
73 Volume (e.g., number of escalations per period by level)
escalation)
Processing Inquiries that cannot be resolved 75 Rate (e.g., percent of calls requiring escalation to the client) 4.4
escalations (to by the CSP and must be
76 Volume (e.g., number of escalations per period to client)
client) forwarded to the client.


Processing Processing transactions that are 77 On Time- Must track On Time (e.g., On Time application 4.3
transactions direct received in bulk from clients. processing) or Schedule Attainment (programs in which clients
from clients These can be received either determine staffing levels)
electronically or manually.
time)
Processing end- Processing cash, check, credit 86 On Time- Must track On Time (e.g., On Time credit card 4.3
user payments card, and other monetary processing) or Schedule Attainment (programs in which clients
transactions for end users on determine staffing levels)
behalf of clients. Might also
include invoicing end users. 87 Backlog (e.g., average time late of payments not processed on 4.3
time)
92 Volume (e.g., number of checks received per period)


Processing Processing what is typically 94 On Time- Must track On Time (e.g., On Time processing) or 4.3
exceptions referred to as “non-compliant” Schedule Attainment (programs in which clients determine
transactions (e.g., checks staffing levels)
over/short, incomplete
applications, and incomplete 95 Backlog (e.g., average time late of exceptions not processed on 4.3
orders). time)
98 Business Critical Error Accuracy (e.g., accuracy rate of 2.4/4.4
business affecting critical errors of transactions monitored)
101 Volume (e.g., number of exceptions received per period)
Managing the IVR Providing and maintaining IVR IVR Effectiveness – Must track at least one of the most 2.5
hardware and software used to appropriate of the following metrics:
route an end user to automated Self Service Rate (e.g., total interactions completed using self- 2.G.A/4.3
102
information or to the appropriate service functionality divided by the total number of offered
CSR queue. transactions eligible for self service)
103 Assisted Transfers (e.g., % of transactions that complete ‘partial 2.G.A/4.3
self-service’ and result in reduced processing time for the portion
of the call processed by a CSR)
104 Abandonment Rate (e.g., % of callers who contact the IVR, 2.G.A/4.3
perform no meaningful task, and abandon)
105 Opt-Out Rate (e.g., % of callers who contact the IVR, may or 2.G.A/4.4
may not perform some meaningful activity, but opt out to a CSR)
106 Routing Accuracy (e.g., % of transactions that do not require a 2.G.A/4.4

transfer after processing/routing by the IVR)

Case Management
Case Management: Closing Cases that have been 154 On Time Closure of Resolved Cases (e.g., On Time processing 4.3
Closing Cases resolved or when the business of case closure)
rules for number of attempts to Case Backlog - Average Time Late for cases unclosed but 4.3
155
reach a customer to confirm resolved
resolution has been exceeded.
160 Volume (e.g., number of cases received per period)
KSP Description Required Internal Metrics Item

Reporting Reporting information as 161 On Time (e.g., percent reports sent On Time) 4.3
performance to required by clients. Commonly
162 Backlog (e.g., average time late of reports not sent on time) 4.3
clients referred to as daily, weekly, or
monthly reports. 163 Critical Error Accuracy (e.g., report accuracy rate) 4.4
Invoicing clients Invoicing clients for services 164 On Time (e.g., On Time invoicing) 4.3
rendered.
165 Backlog (e.g., average time late of invoices that are not 4.3
processed on time)
166 External Accuracy (e.g., value of credits as percent of value 4.4
invoiced)
167 Internal Accuracy (e.g., error rate found by internal review of 4.4
invoices)
Telecommunications Providing and maintaining 168 Uptime/Accessibility (e.g., % of time the system is fully 4.3
(Technology ) telecommunications hardware, functional, % of time lines are fully available)
software and services (e.g., long Blocked Transactions (e.g., the number of calls not received 4.3
169
distance service, local line due to network, trunk, or PBX limitations and /or settings)
service, telecommunication
switch, CSR phones, and call
management software).
Managing Providing and maintaining 170 Uptime/Accessibility (e.g., % of time the system is fully 4.3
information systems hardware and software functional)
(Technology ) supporting the information 171 System Latency - There is no convincing measure for system 4.3
systems (e.g., order management latency, however where there is evidence of business impact due
system, knowledge base, CSR to system latency, it should be assessed by a sampling approach
terminals or personal computers). through side by side monitoring.


Providing internal Responding to staff requests to 172 On Time (e.g., on time by severity level) 4.3
helpdesk fix (or add/move/change)
173 Quality (e.g., accuracy of solution/fix) 4.4
(Technology ) telecommunications or
information systems equipment.
Managing the Keeping the knowledgebases up 174 On Time (e.g., On Time processing of information updates 4.3
Knowledgebase to date and accurate. within targeted cycle times)
(Technology ) 175 Knowledgebase Accuracy (e.g., Accuracy rate of searches 4.4
where information was correct)
176 Knowledgebase Satisfaction (e.g., % of users that agree 4.4
knowledgebase article was helpful)
Forecasting Projecting transaction volume in 177 Staffing Forecast Accuracy (e.g., actual vs. forecasted 2.5/4.4
volume and AHT order to ensure sufficient capacity transaction volume for the forecast developed to identify required
exists to meet service staffing levels to recruit/hire and train staff)
requirements at an optimal
efficiency. 178 Scheduling Forecast Accuracy (e.g., actual vs. forecasted 2.5/4.4
transaction volume at the interval level for the forecast developed
to create schedules for existing staff)
179 AHT Forecast Accuracy (e.g., actual vs. forecasted AHT at the 2.5/4.4
daily level for the forecast developed to create schedules for
existing staff)
Recruiting/Hiring Acquiring the necessary human 180 On Time (e.g., percent of staffing requests filled by the targeted 3.1/4.3
resources to meet the staffing date)
needs of the operation. Quality (e.g., percent of staff which successfully complete new- 3.1/4.4
181
hire training program)
Training Training staff to minimum skill 182 Quality (e.g., percent of staff passing transaction monitoring 30 3.2/4.4
and knowledge requirements. days after completing training)
Implementing New The timeliness of meeting 183 On Time (e.g., percent of program components delivered on 2.1/4.3
Programs implementation milestones. time)

EXHIBIT 1B: Fulfillment (Bulk and Direct to End Users)

Dissatisfaction


entity level

Absenteeism

Levels and Trends)


Pick/pack/ship Picking orders, packing them, and 8 On Time- Must be a measure of On Time order fulfillment to time 4.3
preparing them for shipment to frame committed to clients and end users (e.g., percent of orders
end users. shipped from the fulfillment center on time)
9 Backlog (e.g., average time late of orders that are not processed on
time)
14 Volume (e.g., orders shipped per period)
15 Efficiency (e.g., labor hours per unit shipped, lines picked per 4.5
hour, cost per unit shipped)
End- to- end order Receiving and processing orders 16 On Time (e.g., percent of orders shipped within 1 day of receipt of 4.3
processing for shipment. This includes from order from customer)
receipt of a customer order in the
contact center to shipment in the
fulfillment center.
Processing returns Issuing returned material 17 On Time (e.g., percent of returns processed On Time) 4.3
authorizations, receiving returned
18 Backlog (e.g., average time late of returns that are not processed 4.3
goods, issuing credits or
on time)
replacement goods, and disposing
of returned goods as prescribed 19 End-User Critical Error Accuracy (e.g., accuracy rate of end- 2.4/4.4
by the client. user affecting critical errors of transactions monitored)
22 Volume (e.g., returns received per period)


Reporting Reporting information as required 23 On Time (e.g., percent reports sent On Time) 4.3
performance to by clients. Commonly referred to
clients as daily, weekly, or monthly
reports. 25 Critical Error Accuracy (e.g., report accuracy rate) 4.4
rendered.
27 Backlog (e.g., average time late of invoices that are not processed 4.3
on time)
invoiced)
invoices)
Providing product Ordering product from product 30 On Time (e.g., percent of product orders delivered On Time) 4.3
suppliers in order to maintain
31 Backorder (e.g., aging of SKUs that have been ordered but have 4.3
sufficient inventory, and
not yet been received)
providing the product necessary
to either assemble kits or ship 32 Accuracy (e.g., percent of correct or undamaged SKUs delivered) 4.4
product to end users.
Controlling Maintaining accurate inventory 33 Cycle Count Accuracy (e.g., SKU accuracy) 4.4
inventory whether it is client or CSP
owned.
Material receipt and Receiving material and putting 34 On Time (e.g., On Time to receipt in the computer) 4.3
put-away material away in both primary
35 Backlog (e.g., average time late of product that has been received 4.3
and secondary bin locations.
on the dock but has not yet been put on the CSP’s system or has
not yet been put away)
software and services (e.g., long 37 Blocked Transactions (e.g., the number of calls not received due 4.3
distance service, local line to network, trunk, or PBX limitations and /or settings)
information systems hardware and software supporting functional)
(Technology ) the information systems (e.g., System Latency - There is no convincing measure for system 4.3
39
order management system, latency, however where there is evidence of business impact due
knowledge base, CSR terminals to system latency, it should be assessed by a sampling approach
or personal computers). through side by side monitoring.


Managing the Keeping the Knowledgebases up 42 On Time (e.g., On Time processing of information updates within 4.3
Knowledgebase to date and accurate. targeted cycle times)
(Technology ) 43 Knowledgebase Accuracy (e.g., Accuracy rate of searches where 4.4
information was correct)
44 Knowledgebase Satisfaction (e.g., % of users that agree KB 4.4
article was helpful)
Forecasting Projecting transaction volume in 45 Staffing Forecast Accuracy (e.g., actual vs. forecasted transaction 2.5/4.4
volume and AHT order to ensure sufficient capacity volume for the forecast developed to identify required staffing
exists to meet service levels to recruit/hire and train staff)
existing staff)
needs of the operation. 49 Quality (e.g., percent of staff which successfully complete new- 3.1/4.4
Implementing New The timeliness of meeting 51 On Time - (e.g., percent of program components delivered on 2.1/4.3

Exhibit 1C: Technical Support/Help-line/Help Desk

Dissatisfaction


entity level

Absenteeism

Levels and Trends)


phone. levels)

time)/(paid time)



time)/(paid time)


transactions
time)
time)


call)
Service Dispatch Queries resulting in on-site 67 On Time (e.g., On Time ordering from service facility) 4.3
service requirements.
68 Backlog (e.g., average time late of orders that have not yet been 4.3
dispatched)
73 Volume (e.g., number of service dispatches received per period)


route an end user to automated 76 Self Service Rate (e.g., total interactions completed using self- 2.G.A/4.3

Case Management
82


rendered.
processed on time)
93 External Accuracy (e.g., value of credits as percent of 4.4
value invoiced)
94 Internal Accuracy (e.g., error rate found by internal 4.4
review of invoices)
software and services (e.g., Blocked Transactions (e.g., the number of calls not 4.3
96
long distance service, local received due to network, trunk, or PBX limitations and /or
line service, settings)
telecommunication switch,
CSR phones, and call
Managing information Providing and maintaining 97 Uptime/Accessibility (e.g., % of time the system is fully 4.3
systems hardware and software functional)
(Technology ) supporting the information System Latency - There is no convincing measure for 4.3
98
systems (e.g., order system latency, however where there is evidence of
management system, business impact due to system latency, it should be
knowledge base, CSR assessed by a sampling approach through side by side
terminals or personal monitoring.
computers).
Providing internal helpdesk Responding to staff requests to 99 On Time (e.g., on time by severity level) 4.3
(Technology ) fix (or add/move/change)
telecommunications or
information systems
equipment.
Managing the Knowledgebase Keeping the knowledgebases 101 On Time (e.g., On Time processing of information 4.3
(Technology ) up to date and accurate. updates within targeted cycle times)
102 Knowledgebase Accuracy (e.g., Accuracy rate of 4.4
searches where information was correct)
Forecasting volume and AHT Projecting transaction volume 104 Staffing Forecast Accuracy (e.g., actual vs. forecasted 2.5/4.4
in order to ensure sufficient transaction volume for the forecast developed to identify
capacity exists to meet service required staffing levels to recruit/hire and train staff)
efficiency. 105 Scheduling Forecast Accuracy (e.g., actual vs. 2.5/4.4
forecasted transaction volume at the interval level for the
forecast developed to create schedules for existing staff)
106 AHT Forecast Accuracy (e.g., actual vs. forecasted 2.5/4.4
AHT at the daily level for the forecast developed to create
schedules for existing staff)


108

Exhibit 1D: Outbound Contact Management

Dissatisfaction


entity level

Absenteeism

Levels and Trends)

Closing outbound Obtaining end-user commitment 8 Completion Success - Must track at two levels: at the individual 4.3
contacts (e.g., sales, leads, product CSR level and at the appropriate aggregate level (e.g., client,
references, membership pledges, center, product type, portfolio) (e.g., sales dollars, number of leads
etc.) on behalf of internal (e.g., generated, total pledge value, product value)
marketing department) or external
clients. 9 Closure Rate - Must track at least one metric to measure closure 4.3
effectiveness (e.g., percent sales closed, leads to sales ratio,
percent pledges redeemed)


Activating Includes loading new business 10 On Time (e.g., from account receipt to first end-user contact) 4.3
Accounts (e.g., sales campaign or lead
11 Backlog (e.g., average time late of accounts not activated on time) 4.3
generation file transfer from client
to CSP) and activation. This
KCRP only applies if the client 12 Critical Error Accuracy (e.g., percent of accounts that were 4.4
formally transfers activation correctly activated in a timely manner)
file(s) to the CSP for CSP action.
Processing Printing and mailing appropriate 13 On Time (e.g., percent letters issued in required cycle time, 4.3
campaign campaign materials to end user percent promotions mailed in required cycle time)
literature prospects (e.g., promotion Backlog (e.g., average time late of letters not processed on time) 4.3
14
notices, product/service letters) at
the appropriate time. This
includes telemarketing or Do Not 15 Critical Error Accuracy (e.g., percent of letters sent that were the 4.4
Contact (DNC) verification correct letter)
notifications required by federal
or state/provincial laws.
Prospect Tracing Locating potential prospects with 16 Success Rate (e.g., percent prospects that are located) 4.4
unknown phone numbers and/or
addresses.
Processing Attempting to contact end users 17 Right Party Connect (RPC) Rate (e.g., RPCs per attempt) 4.3
outbound end-user either using automated (dialer) or
calls manual dialing methods. 18 List Backlog (e.g., average time late of list not yet contacted or 4.3
not attempted outside time required)
23 Cost per Unit (e.g., cost per RPC, cost per sale, cost per call, cost 4.5
per account, cost per hour))
24 RPC (e.g., RPCs per labor hour) 4.5
25 Yield (e.g., sales per hour, contacts per hour, pledges per hour) 4.5
26 Completion Rate (if CSP uses an automated dialer) (e.g., actual
attempts/total records)


Processing Answering end-user return 29 On Time- Must track Service Level (i.e., percent of calls answered 4.3
inbound end-user (inbound) calls within target time period), Average Speed of Answer (ASA), or
calls Schedule Attainment (programs in which clients determine staffing
levels)
time)/(paid time)
Processing Do Not Deleting contact information for 44 On Time (e.g., On Time scrubbing of DNC list) 4.3
Contacts end users who have requested not
45 Backlog (e.g., average time late of DNCs not processed on time) 4.3
to receive outbound contacts.
46 Compliance Critical Error Accuracy (e.g., accuracy rate of 4.4

47 Critical Error Accuracy (e.g., percent of DNC requests that were 4.4
completed correctly or in a timely manner)


Processing client Processing entire account files 48 On Time (e.g., On Time processing) 4.3
files to/from clients. Includes database
49 Backlog (e.g., average time late of files not processed on time) 4.3
updates made by the CSP to
provide data in the correct format 50 Critical Error Accuracy (e.g., percent of files with no errors that 4.4
to clients. would cause the client to contact the CSP)
51 Volume (e.g., files sent/received per period)
transactions
time)
clients (see below).
time)


Processing end- Collecting funds from end users 70 On Time- Must track On Time (e.g., On Time credit card 4.3
user payments and transferring to clients. processing) or Schedule Attainment (programs in which clients
71 Backlog (e.g., average time late of payments not processed on 4.3
time)
exceptions referred to as “non-compliant” Schedule Attainment (programs in which clients determine staffing
transactions (e.g., checks levels)
orders). time)



Case Management
92
rendered.
on time)
invoiced)
invoices)


106
Managing dialer Providing and maintaining 107 Uptime/Accessibility (e.g., % of time the dialer is fully 4.3
hardware and software to support functional)
the CSP's automated dialing
function.
(Technology ) supporting the information System Latency - There is no convincing measure for system 4.3
109
Forecasting volume Projecting transaction volume in 115 Staffing Forecast Accuracy (e.g., actual vs. forecasted 2.5/4.4
and AHT order to ensure sufficient transaction volume for the forecast developed to identify
capacity exists to meet service required staffing levels to recruit/hire and train staff)
transaction volume at the interval level for the forecast
developed to create schedules for existing staff)
existing staff)
119

Exhibit 1E: Electronic Commerce

Dissatisfaction


entity level

Absenteeism

Levels and Trends)


time)




time)/(paid time)


Processing Processing automated transactions 34 On Time (e.g., On Time processing) 4.3
automated (e.g., electronic payment
transactions processing, EFT, electronic Pos,
time)
IVR, EDI, debit cards, credit
cards). 36 Schedule Adherence (e.g., actual work time to scheduled work 2.5/4.3
transactions
time)


Processing Answering incoming voice-over- 52 On Time- Must track Service Level (i.e., percent of calls answered 4.3
inbound end-user data calls via the Internet. within target time period), Average Speed of Answer (ASA), or
calls Schedule Attainment (programs in which clients determine staffing
levels)

time)/(paid time)


call)
Processing Processing software-based 77 Uptime/Accessibility (e.g., percent of time the system is fully 4.3
software-based account management (e.g., functional)
account automated status update messages Critical Error Accuracy (e.g., percent of messages with no 4.4
78
management on orders, automated reminders). errors)
79 Volume (e.g., number processed per period)
Processing Processing electronic scheduled 80 On Time (e.g., On Time to schedule) 4.3
electronic uploads of information (e.g.,
81 Backlog (e.g., average time late of uploads of information not 4.3
subscription software revisions/fixes/updates).
processed on time)
fulfillment
82 Efficiency (e.g., processing time per transmitted unit, units 4.4
processed per hour, cost per unit transmitted)
Processing Processing end-user requests to 83 On Time (e.g., On Time processing) 4.3
electronic automatically download
84 Backlog (e.g., average time late of requests not processed on time) 4.3
downloads information from a website or
fax-back.
85 Critical Error Accuracy (e.g., accuracy rate of information 4.4
responses sent)


time)
time)


orders). time)


Case Management
rules for number of attempts to 118 Case Backlog - Average Time Late for cases unclosed but 4.3
rendered.
processed on time)
invoiced)
invoices)
software and services (e.g., long 132 Blocked Transactions (e.g., the number of calls not received 4.3
134


existing staff)
144

Exhibit 1F: Collections

Dissatisfaction


entity level

Absenteeism

Levels and Trends)

Collecting debt Collecting outstanding debt from 8 Amount (e.g., Dollars) Collected - Must track at two levels: at the 4.3
end users on behalf of either an individual collector level and at the appropriate aggregate level
internal or external debt issuer. (e.g., issuer, center, product type, portfolio)
9 Recovery Rate - Must track at least one metric to measure impact 4.3
on debt reduction (e.g., percent net bad debt, roll rate, cure rate,
liquidation percentage)
10 NSF (Non-Sufficient Funds) Rate (e.g., dollars NSF as percent of 4.3
dollars collected
11 Promise to Pay - Must track at least one metric (e.g., kept 4.3
promises rate, percent promises kept, percent promises made)


Activating Includes loading new business 12 On Time (e.g., from account receipt to first notice sent or first 4.3
Accounts (i.e., account transfer from issuer attempt by collector to contact end user)
to agency) and activation. This 13 Backlog (e.g., average time late of accounts not activated on time) 4.3
KCRP only applies if the debt
issuer formally transfers debt
activation file(s) to the CSP for 14 Critical Error Accuracy (e.g., percent of accounts that were 4.4
CSP action. correctly activated in a timely manner)
Processing letters Printing and mailing appropriate 15 On Time (e.g., percent letters issued in required cycle time, 4.3
letter to the end user at the percent promotions mailed in required cycle time)
appropriate time. This includes Backlog (e.g., average time late of letters not processed on time) 4.3
16
notifications required by federal
or state/provincial laws and 17 Critical Error Accuracy (e.g., percent of letters sent that were the 4.4
dunning notices. correct letter)
Skip Tracing Locating debtors with unknown 18 Success Rate (e.g., percent skips that are located) 4.4
phone numbers and/or addresses.
Processing Attempting to contact end users 19 Right Party Connect (RPC) Rate (e.g., RPCs per attempt) 4.3
outbound end-user either using automated (dialer) or
20 List Backlog (e.g., average time late of list not yet contacted or 4.3
collection calls manual dialing methods.
25 Cost per Unit (e.g., cost per RPC, cost per dollar collected, cost 4.5
per call, cost per account, cost per hour))
27 Yield (e.g., dollars collected per hour) 4.5
28 Completion Rate (if CSP uses an automated dialer) (e.g., actual
attempts/total records)


Processing Answering end-user return 31 On Time- Must track Service Level (i.e., percent of calls answered 4.3
inbound end-user (inbound) calls. within target time period), Average Speed of Answer (ASA), or
collection calls Schedule Attainment (programs in which clients determine staffing
levels)
per dollar collected, cost per account) or occupancy [(transaction
handle time)/(transaction handle time + available time)]
44 Cost per Unit (e.g., cost per dollar collected, cost per account) 4.5
time)/(paid time)
Processing client Processing entire account files 47 On Time (e.g., On Time processing) 4.3
files to/from debt issuing clients.
48 Backlog (e.g., average time late of files not processed on time) 4.3
49 Critical Error Accuracy (e.g., percent of files with no errors that 4.4
would cause the client to contact the CSP)
50 Volume (e.g., files sent/received per period)


Processing non- Includes processes transactions 51 On Time (e.g., On Time processing) 4.3
phone transactions required to correctly work
accounts (e.g., deceased,
time)
bankruptcy, CCCS, unidentified
funds, returned mail, etc.). 53 Schedule Adherence (e.g., actual work time to scheduled work 2.5/4.3
58 Volume (e.g., number received per period)
59 Efficiency (e.g., transactions processed per hour) 4.5
Processing end- Collecting funds from end users 60 On Time- Must track On Time (e.g., On Time credit card 4.3
user payments and transferring to debt issuers. processing) or Schedule Attainment (programs in which clients
61 Backlog (e.g., average time late of payments not processed on 4.3
time)


orders). time)


Case Management
82
rendered.
on time)
invoiced)
invoices)
software and services (e.g., long Blocked Transactions (e.g., the number of calls not received due 4.3
96
distance service, local line to network, trunk, or PBX limitations and /or settings)
Managing dialer Providing and maintaining 97 Uptime/Accessibility (e.g., % of time the dialer is fully 4.3
hardware and software to support functional)
the CSP's automated dialing
function.


information hardware and software supporting functional)
systems the information systems (e.g., System Latency - There is no convincing measure for system 4.3
99
(Technology ) order management system, latency, however where there is evidence of business impact due
knowledge base, CSR terminals to system latency, it should be assessed by a sampling approach
or personal computers). through side by side monitoring.
existing staff)

Exhibit 1G: Healthcare Insurance

Dissatisfaction


entity level

Absenteeism

Levels and Trends)


phone. levels)

time)/(paid time)


transactions
time)
transactions (programs in which clients determine staffing levels)

time)


Processing claims Processing claims on initial 43 On Time- Must track Service Level (i.e., percent of transactions 4.3
submission. processed within target time period) or Schedule Attainment
(programs in which clients determine staffing levels)
44 Backlog (e.g., average time late of claims not made on time) 4.3
50 Volume (e.g., number of claims received per period)
51 Efficiency (e.g., average processing time per claim, claims 4.5
processed per hour, cost per claim)
Processing Processing adjustments to correct 52 On Time- Must track Service Level (i.e., percent of transactions 4.3
adjustments transactions for customers (e.g., processed within target time period) or Schedule Attainment
over/under payments, billing (programs in which clients determine staffing levels)
issues).
53 Backlog (e.g., average time late of adjustments not made on time) 4.3
58 Volume (e.g., number of adjustments received per period)
59 Efficiency (e.g., average processing time per adjustment, 4.5
adjustments processed per hour, cost per adjustment)


Processing appeals The reevaluation of claims 60 On Time- Must track Service Level (i.e., percent of transactions 4.3
previously rejected that have been processed within target time period) or Schedule Attainment
submitted for reconsideration. (programs in which clients determine staffing levels)
61 Backlog (e.g., average time late of appeals not made on time) 4.3
66 Volume (e.g., number of appeals received per period)
67 Efficiency (e.g., average processing time per appeal, appeals 4.5
processed per hour, cost per appeal)
Processing member Processing and authorizing 68 On Time- Must track Service Level (i.e., percent of transactions 4.3
referrals member referrals. processed within target time period) or Schedule Attainment
69 Backlog (e.g., average time late of referrals not made on time) 4.3
74 Volume (e.g., number of referrals received per period)
75 Efficiency (e.g., average processing time per referral, referrals 4.5
processed per hour, cost per referral)


Processing pre- Processing approval requests for 76 On Time- Must track Service Level (i.e., percent of transactions 4.3
certification non-emergency medical care and processed within target time period) or Schedule Attainment
procedures (including appeals). (programs in which clients determine staffing levels)
77 Backlog (e.g., average time late of pre-certifications not made on 4.3

time)
82 Volume (e.g., number of pre-certifications received per period)
83 Efficiency (e.g., average processing time per pre-certification, pre- 4.5
certifications processed per hour, cost per pre-certification)
Processing Processing enrollment 84 On Time- Must track Service Level (i.e., percent of transactions 4.3
enrollment applications for new and existing processed within target time period) or Schedule Attainment
applications members and subscribers. (programs in which clients determine staffing levels)
85 Backlog (e.g., average time late of applications not made on time) 4.3

90 Volume (e.g., number of applications received per period)
91 Efficiency (e.g., average processing time per application, 4.5
applications processed per hour, cost per application)


Processing Processing and distribution of 92 On Time- Must track Service Level (i.e., percent of transactions 4.3
literature requests requests for literature (e.g., processed within target time period) or Schedule Attainment
programs, benefits) and forms (programs in which clients determine staffing levels)
(e.g., applications for enrollment,
claims, special programs). 93 Backlog (e.g., average time late of requests not made on time) 4.3
98 Volume (e.g., number of requests received per period)
99 Efficiency (e.g., average processing time per request, requests 4.5
processed per hour, cost per request)


Case Management
rendered.
processed on time)
invoiced)
invoices)
120
122


volume and AHT order to ensure sufficient transaction volume for the forecast developed to identify required
capacity exists to meet service staffing levels to recruit/hire and train staff)
existing staff)

Exhibit 1H: All Business Processing Outsourcing (BPO) Services

Dissatisfaction


entity level

Absenteeism

Levels and Trends)


Receiving and Receiving transactions (in bulk or 8 On Time- Must track Service Level (i.e., percent of transactions 4.3
preparing batch form) and preparing (e.g., processed within target time period) or Schedule Attainment
transactions sorting, "scrubbing", grading, (programs in which clients determine staffing levels)
segmenting/stratifying, etc.) for
subsequent processing. 9 Backlog (e.g., average time late of transactions not processed on 4.3
time)


Processing Processing transactions including: 17 On Time- Must track Service Level (i.e., percent of transactions 4.3
transactions Data entry, record validation and processed within target time period) or Schedule Attainment
correction, update, applying (programs in which clients determine staffing levels)
defined ‘rules’, reconciliation,
computation, analysis and 18 Backlog (e.g., average time late of transactions not processed on 4.3
research of transactions for: time)
HR services: recruitment, 19 Schedule Adherence (e.g., actual work time to scheduled work 2.5/4.3
training, payroll, benefits, taxes, time based on time of day and type of work)
claims, etc.
Accounting services: payables, 20 End-User Critical Error Accuracy (e.g., accuracy rate of end- 2.4/4.4
receivables, billing, cheques, asset user affecting critical errors of transactions monitored)
management, journal/ledger 21 Business Critical Error Accuracy (e.g., accuracy rate of business 2.4/4.4
management, etc. affecting critical errors of transactions monitored)
Sales and Marketing services:
loyalty issuance and redemption, 22 Compliance Critical Error Accuracy (e.g., accuracy rate of 2.4/4.4
order processing, quotations, compliance critical errors of transactions monitored)
dealer management, warranty 23 Non-Critical Error Accuracy (e.g., accuracy rate of attributes 2.4/4.4
claims, complaint/response that do not make the entire transaction defective, including soft
processing, etc. skills, professionalism, and many data input errors)
Medical and Legal services:
transcriptions, client research, 24 Contact Resolution - Must track Issue Resolution, First Contact 4.4
patient history, laboratory records Resolution, or First Call Resolution
management, claim investigation, 24 Volume (e.g., number of faxes received per period)
legal notification, title/deed
search, etc.
Financial services: loans,
securities, remittances, credit
cards, analysis, risk management,
funds transfer and management
Insurance services: applications,
claims, renewals, adjustments,
appeals, referrals, surrenders,
policy change, actuarial,
underwriting, premium
processing, agent commissions,
maturity
Technology services: application
management, network
management, maintenance
Logistics services: fleet
management, procurement,
inventory management, real
estate/property management, etc.


Internal transfers Transfer of processed transactions 26 On Time- Must track Service Level (i.e., percent of transactions 4.3
within the entity which require processed within target time period) or Schedule Attainment
subsequent processing by other (programs in which clients determine staffing levels)
staff.
time)
29 Critical Error Accuracy (e.g., accuracy rate of transactions 2.4/4.4
monitored)
Database updates Record changes, file updates, 33 On Time (e.g., On Time database updating) 4.3
record/file reconciliation, data
34 Backlog (e.g., average time late of data not updated on time) 4.3
conversion and transfer to
originator 35 Critical Error Accuracy (e.g., database update accuracy rate) 4.4
Returning Returning processed transactions 36 On Time (e.g., On Time processing of transactions) 4.3
processed to the originator which do not 37 Backlog (e.g., average time late of transactions not processed on 4.3
transactions require any additional processing time)
by the entity (i.e., completed
transactions). 38 Critical Error Accuracy (e.g., accuracy rate of transactions 2.4/4.4
monitored)


Processing Reworking transactions found 42 On Time (e.g., On Time processing of transactions) 4.3
Defective defective by the originator
Transactions 43 Backlog (e.g., average time late of transactions not processed on 4.3
time)
Returning non- Returning transactions which 50 On Time (e.g., On Time processing of transactions) 4.3
processable cannot be processed in the normal
transactions manner because they depend upon
time)
additional information and/or
approval from an external agency. 52 Critical Error Accuracy (e.g., accuracy rate of transactions 2.4/4.4
Examples: batch files with monitored)
missing and/or incomplete 53 Non-Critical Error Accuracy (e.g., accuracy rate of attributes 2.4/4.4
records, records with missing that do not make the entire transaction defective, including soft
and/or incomplete data, illegible skills, professionalism, and many data input errors)
information in either records or
batches. 54 Volume (e.g., number of transactions received per period)
Processing Processing transactions which 56 On Time (e.g., On Time processing of transactions) 4.3
deferred have been returned from the
transactions originator or any external agency
time)
with additional data and/or
corrections - previously processed 58 End-User Critical Error Accuracy (e.g., accuracy rate of end- 2.4/4.4
as "Returning Non-processable user affecting critical errors of transactions monitored)
Transactions". 59 Business Critical Error Accuracy (e.g., accuracy rate of business 2.4/4.4


Processing Processing transactions within the 64 On Time- Must track On Time (e.g., On Time response) or 4.3
escalations entity which require escalation. Schedule Attainment (programs in which clients determine staffing
(internal) levels)
time)
escalation)
time)


literature requests requests for literature. processed within target time period) or Schedule Attainment
81 Backlog (e.g., average time late of requests not made on time) 4.3
Processing reports Creating and transmitting 88 On Time (e.g., On Time processing of transactions) 4.3
summary information to the
originator or external agencies.
time)
monitored)


Processing Initiating outbound contacts to 94 Right Party Connect (RPC) Rate (e.g., RPCs per attempt) 4.3
outbound end-user inform end users, gather
95 List Backlog (e.g., average time late of list not yet contacted or 4.3
calls information, or process
transactions.
business affecting critical errors of calls monitored)
100 Cost per Unit (e.g., cost per RPC, cost per sale, cost per call, cost 4.5
per account, cost per hour))
102 Yield (e.g., sales per hour, contacts per hour, pledges per hour) 4.5
103 Completion Rate (if CSP uses an automated dialer) (e.g.,
actual attempts/total records)
Storing Storing and retaining originator's 106 On Time (e.g., On Time processing of transactions) 4.3
transactions processed transactions.
time)
monitored)
Retrieving Retrieving previously stored or 110 On Time (e.g., On Time processing of transactions) 4.3
transactions retained transactions.
time)
monitored)

Case Management
rendered.
processed on time)
invoiced)
invoices)
software and services (e.g., long 130 Blocked Transactions (e.g., the number of calls not received 4.3
132


existing staff)
142

Exhibit 1I: Face to Face Services

Dissatisfaction


entity level

Absenteeism

Levels and Trends)


Processing person Answering end-user pre-sale and 8 On Time- Must track Service Level (e.g., percent of end users 4.3
to person end-user post-sale inquiries from attended to within the target cycle time)
services customers that visit the 9 Average Wait Time - Must track average time end users have to 4.3
brand/retail store and processing wait before being attended to
end-user orders received in
person. Selling products to end 10 Abandonment Rate - Must track percentage of end users 4.3
users. registered that leave before they have been attended to
17 Repairs Accuracy (e.g., percentage of repairs that do not require a 4.4
revisit due to the same fault)
20 Efficiency - Must track an efficiency metric (e.g., average handle 4.5
time, cost per visit, end-user visits per agent hour)


Processing person Answering end-user pre-sale and 8 On Time- Must track Service Level (e.g., percent of end users 4.3
to person end-user post-sale inquiries from attended to within the target cycle time)
services customers that visit the 9 Average Wait Time - Must track average time end users have to 4.3
brand/retail store and processing wait before being attended to
end-user orders received in
person. Selling products to end 10 Abandonment Rate - Must track percentage of end users 4.3
users. registered that leave before they have been attended to
17 Repairs Accuracy (e.g., percentage of repairs that do not require a 4.4
revisit due to the same fault)
20 Efficiency - Must track an efficiency metric (e.g., average handle 4.5
time, cost per visit, end-user visits per agent hour)


literature requests requests for literature. processed within target time period) or Schedule Attainment
40 Backlog (e.g., average time late of requests not made on time) 4.3
transactions
time)


Processing returns Issuing returned material 56 On Time (e.g., percent of returns processed On Time) 4.3
authorizations, receiving returned
57 Backlog (e.g., average time late of returns that are not processed 4.3
goods, issuing credits or
on time)
replacement goods, and disposing
of returned goods as prescribed 58 End-User Critical Error Accuracy (e.g., accuracy rate of end- 2.4/4.4
by the client. user affecting critical errors of transactions monitored)
61 Volume (e.g., returns received per period)
call or visit, but do not required
escalation. Callbacks may be 63 Backlog (e.g., average time late of callbacks not made on time) 4.3
performed by another center
outside the branch. 64 Schedule Adherence (e.g., actual work time to scheduled work 2.5/4.3
call)


Processing Responding to inquiries that have 71 On Time- Must track On Time (e.g., On Time response) or 4.3
escalations been escalated from one level to Schedule Attainment (programs in which clients determine staffing
(internal) another (e.g., Level 1 to Level 2). levels)
time)
escalation)
time)


time)
orders). time)



Case Management
Providing product Ordering product from product 118 On Time (e.g., percent of product orders delivered On Time) 4.3
suppliers in order to maintain
119 Backlog (e.g., average time late of marketing materials that have 4.3
sufficient inventory, and
been ordered but have not yet been received)
providing the product necessary
to either assemble kits or ship 120 Accuracy (e.g., percent of correct or undamaged marketing 4.4
product to end users. materials delivered)


Re-supplying Ensuring marketing materials are 121 On Time (e.g., percent of marketing materials re-supplied On 4.3
marketing materials always up to date. Time)
122 Backorder (e.g., aging of SKUs that have been ordered but have 4.3
not yet been received)
123 Accuracy (e.g., percent of correct or undamaged SKUs 4.4
delivered)
Controlling Maintaining accurate inventory 121 Cycle Count Accuracy (e.g., SKU accuracy) 4.4
inventory whether it is client or CSP
owned.
Material receipt and Receiving material and putting 122 On Time (e.g., On Time to receipt in the computer) 4.3
put-away material away in both primary
123 Backlog (e.g., average time late of product that has been 4.3
and secondary bin locations.
received on the dock but has not yet been put on the CSP’s
system or has not yet been put away)
rendered.
processed on time)
invoiced)
invoices)
132
(Technology ) supporting the information 134 System Latency - There is no convincing measure for system 4.3


existing staff)
144

Applying the COPC-2000® CSP Standard
to Internal Customer Service Providers
Overall Approach
All Items of the COPC-2000® CSP Standard apply to Internal Customer Service Providers. In addition, the
following key terms and relationships are defined as they relate to Internal CSPs:
Internal Customer Service Provider (CSP)
The Internal CSP is the contact center that is used by customers, field organizations, retail arms and other
distribution channels of the same enterprise.
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.
Interpretations Specific to Internal Customer Service Providers
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.

to Fulfillment Operations
Overall Approach
Only one Item of the COPC-2000® CSP Standard, 2.4 Transaction Monitoring, is not applicable to
Fulfillment.
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.
Interpretations Specific to Fulfillment
2.4 Transaction Monitoring: Not Applicable to Fulfillment.

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.

to Outbound Contact Management
Overall Approach
All Items of the COPC-2000® CSP Standard apply to Outbound Contact Management.
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 COPC-
2000® 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 9 – Closure Rate: 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).

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.
Interpretations Specific to Outbound Contact Management

2.4 Transaction Monitoring: “Transactions” in 2.4.1 refers to both outbound and inbound transactions.
Must include observations of the individual CSR’s 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).
2.7 End-User Privacy:
Must comply with all relevant laws and regulations related to Outbound telemarketing including
DNCs and non-rebuttal states (US).
Must be able to demonstrate that procedures are in place to ensure compliance.
3.1 Defining Jobs, Recruiting and Hiring:
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.
4.2 End-User Satisfaction and Dissatisfaction:
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.

4.3 Service and Revenue Performance and 4.4 Quality Performance:
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.
KCRPs Processing non-electronic and Processing electronic transactions may be combined
provided the volume is not significant in either KCRP
Must CUIKA all Exhibit 1D metrics.
There is no need to track forecast accuracy unless there is a significant volume of inbound calls.

to Electronic Commerce
Overall Approach
All Items of the COPC-2000® CSP Standard apply to Electronic Commerce.
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.
Interpretations Specific to Electronic Commerce
There are none.

to Collections
Overall Approach
All Items of the COPC-2000® CSP Standard apply to Collections.
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 8 – Amount (e.g., Dollars) Collected: This is a revenue metric.

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.

Interpretations Specific to Collections
2.4 Transaction Monitoring: Must include observations of the individual collector’s performance in
terms of any federal (e.g., FDCPA in the U.S.) or state/provincial collection law compliance.
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.
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.
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.
The definition of what is included in Processing Non-Phone Transactions is unique 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).

to Healthcare Insurance
Overall Approach
The rationale for applying the COPC-2000® CSP Standard to Healthcare Insurance is that the COPC®
Framework defines the criteria for customer service excellence and hence is adaptable to the requirements of
all organizations, including healthcare organizations.
Employers, Group Purchasing Organizations and other Healthcare Insurance purchasers can also benefit from
the COPC-2000® CSP Standard by:
Requiring that the healthcare plans, third party administrators (TPAs), network managers and others with
whom they have an existing relationship meet the requirements of the COPC-2000® CSP Standard (or
develop a plan for doing so).
Using the COPC-2000® CSP Standard to support selecting new healthcare plans, TPAs and network
managers and managing ongoing relationships with existing contracts.
All Items of the COPC-2000® CSP Standard apply to Healthcare Insurance. The following key terms and
relationships are defined as they relate to healthcare:
Customer Service Provider (CSP)
Sources of customer contact for customer service including phone, mail, fax, e-mail, and walk-in. The CSP
may be an internal department of a larger organization (e.g., Blue Plan, Managed Care Organization, Third
Party Administrator, and Network Manager) or a third-party in an outsourcing relationship.
End Users
Refers to those receiving services through a customer contact center (e.g., subscribers, members, and
providers).
Clients
Refers to the companies or organizations that typically contract with the Insurance Plan or the Benefits
Administrator that manages the relationship.
Exhibit 1G
Exhibit 1G contains typical KCRPs and KSPs and corresponding required metrics.
Interpretations Specific to Healthcare Insurance

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.

to All Business Process Outsourcing (BPO) Services
Overall Approach
All Items of the COPC-2000® CSP Standard apply to all BPO services.
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.
Interpretations Specific to all BPO Services
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 CSP’s 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:
There is direct contact between the CSP and end users, or

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 CSP’s location, remotely, or at client locations.
Transfer of end-user information to/from the client or directly from end users (whichever is
applicable).
Activities performed by third-party suppliers (if applicable).
Tracking of On Time based on transactions processed.
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.

Applying the COPC-2000® CSP Standard to
Face to Face Services
Overall Approach
All Items of the COPC-2000® CSP Standard apply to Face to Face services.
Most companies face the challenge of aligning their processes between what is delivered in their central
contact centers and what is delivered in their Face to Face regional centers.
In addition, processes are often designed so that a customer who contacts the contact center has to finish the
process at a Face to Face center or vice versa. If the Face to Face part of the process is not effective, the end to
end customer experience will be poor, regardless of the experience the customer had with the rest of the
process.
The Face to Face centers pursuing certification under this Exhibit must have a queuing system in place that
allows tracking of at least Service Level, Abandonment Rate, Average Waiting Time, Average Handle Time
and Staffed Time.
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.
Interpretations Specific to Face to Face Services

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.
2.4 Transaction Monitoring: At a minimum, side-by-side monitoring must be performed.
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.
3.1 Defining Jobs, Recruiting and Hiring:
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.

COPC® Glossary of Terms
Abandoned Calls 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)”.
After Call Work A component of Average Handle Time (AHT). An ACD work-state that tracks how long a
(ACW) 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.
Agent Utilization See CSR Utilization
Aging Categorization of the age of items in backlog that have not been processed. It must be
calculated as: “Average Time Late” (ATL).
Application 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.
Applied A designation from COPC Inc. identifying entities that have formally committed to pursue
certification to the COPC-2000® CSP Standard.
Approach 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.
®
Applying the COPC A defined set of restrictions, rules or exceptions to the Requirements of the COPC-2000®
CSP Standards CSP Standard or COPC-2000 CSP Gold Standard, which must be applied for each service
type (as applicable).
Asset Efficiency 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.
Attrition Voluntary and involuntary staff separations (see 4.6 Staff Attrition and Absenteeism).

Attrition Costs Typically include most or all of the following:
Compensation of new hires for non-productive period (training time)
Agency fees
Cost of “lost” production opportunity (pay per call x number of calls/day x period new
hire is not “on the job”
Cost of recruitment – internal and external (newspaper ads, job fairs, and CSP
personnel time)
Cost of training – the allocated costs per student for the training program
Ramp up costs – efficiency of new hires vs. experienced agents commonly referred to
as “learning curve” costs. Typically these costs include reduced production, accuracy
(fixing errors made by new staff), and the resulting adverse impact on client and end-
user satisfaction.
Overtime incurred due to reduced staff size
Automatic Call The system used by inbound call centers to answer and distribute calls on a first-come/first-
Distributor served basis amongst the available CSRs. These systems can be standalone or part of larger
(ACD) telecommunications systems. They usually have the capability to hold callers in queue, play
announcements, and store data about the calls for report purposes.
Auxiliary Time (Aux) Non-telephone time in a CSR’s 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 The time between transactions in which a CSR is ready to accept the next transaction.
Average Time Late A weighted average calculation used to monitor late backlog (see Exhibit 1 Requirements
(ATL) section).
Average Handle Time The average amount of time a CSR spends processing a transaction. This includes time
(AHT) 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.
Average Speed of The average amount of time all end users wait in queue before their calls or chat requests
Answer are answered by a CSR. For comparison purposes, COPC Inc. would also suggest this
(ASA) 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.
Average Talk Time The average length of time a CSR is on the telephone with a caller. (Ideally, the time the
(ATT) 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.

Backlog 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 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.
Benchmark Review 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 Staff processing a mix of call, electronic and non-electronic transactions.
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.
Business Critical Errors 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 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.
Callback 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.

®
COPC Certification A comprehensive review of all Items of either the COPC-2000® CSP Standard or COPC-
Audit 2000 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).
®
COPC Auditor 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.
Client 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.
Complaint Any negative comment (received in person or by phone, mail, fax, e-mail, etc.) about any
aspect of the CSP’s products, services, staff, or agents or its clients’ products, services, staff,
or agents.
Compliance Audit See COPC® Certification Audit
Compliance Critical Inaccuracies that cause an entire transaction to be deemed defective from a legal or
Error Accuracy regulatory point of view. These errors are typically based on international, national, or local
legal or regulatory requirements.
Compliant Meeting the detailed, individual Item requirements of the COPC-2000® CSP Standard or
COPC-2000 CSP Gold Standard (as appropriate).
Confidence Interval Based on a given set of sample data, a confidence interval gives an estimated range of
(Precision) 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%).
®
COPC Registered The person from the entity responsible for coordinating all activities for compliance to the
Coordinator 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.
Cost 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.

Cost of Poor Quality A calculation which measures the financial impact of a CSP’s poor performance. It must be
(COPQ) 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
CSP’s transaction volume as specified in the COPC-2000 CSP Gold Standard.
Cpk 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 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 Customer is used to refer to the CSP’s clients and end users.
Customer Contact Call center, customer service centers, technical support centers, help desks, collection
Center centers, telemarketing centers, electronic response centers, sales support centers,
(CCC) 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 Customer Service Providers, or CSPs, provide services to end users on behalf of clients.
Provider CSPs encompass most if not all, types of service environments.
(CSP)
Customer Service Customer Service Representative, or CSR, is a term that is used in the family of COPC®
Representative CSP Standards to refer to staff in a customer-contact center that process end-user
(CSR) 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.

Cycle Time 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-user’s perspective (e.g., when the product or e-mail is actually
received).
Defect An error or an undesired result that is different from the planned or expected outcome.
Demand A calculation which identifies the expected CSR resource needs, based on the forecasted
(Demand Requirement) 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
entity’s organization structure. The department may be comprised of the operation’s service
delivery customer contact component or a support service (e.g., human resources,
information technology).
Department Business The annual plan, prepared at the departmental level, which must contain quantified financial
Plan 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.
• Milestones for implementing these actions.
• The manager(s) who will be responsible for implementation.
The approach for reviewing each departmental plan must include:
• Formal monthly analysis of performance to the plan.
• Development of corrective actions when performance does not meet target.
• Ensuring that corrective actions result in performance improvement.
Deployment The extent to which Approaches are used throughout the organization.
Download Usually refers to data being sent between clients and the CSP. See ‘Electronic Download’
also.
DMAIC See Statistical Process Control (SPC)
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 Electronic computer-to-computer data exchange, such as invoices or orders. Typically, this
Interchange (EDI) is between clients and the CSP.
Electronic Download 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.
Electronic Funds A form of bill payment from one account to another.

Transfer (EFT)

Electronic Purchase Purchase orders generated electronically and sent over the network to the CSP.
Orders (EPO)
E-mail Electronic memos and letters sent over an internal or external network. These can be free-
form 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
customer’s 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.
End-User Critical Errors Inaccuracies that cause an entire transaction to be deemed defective from the end user’s
point of view. These errors will have a direct impact on End User Satisfaction/
Dissatisfaction
End State Objectives 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 San Jose Customer Service Center of 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.
Entity Business Plan 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.
• Milestones for implementing these actions.
• The manager(s) who will be responsible for implementation.
The approach for reviewing the plan must include:
• Formal monthly analysis of performance to the plan.
• Development of corrective actions when performance does not meet target.
• Ensuring that corrective actions result in performance improvement.

Exceptions Non-compliant transactions (e.g., incomplete applications, checks that are over or short
paid, incomplete orders).
Fax Back or Fax-on- Two different names for the same service. This service allows an end user with a touch-
Demand tone 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-user’s fax machine.
First Call Resolution 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’.
First Contact Resolution 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 Forecast accuracy is defined and must be measured at two levels:
• 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).
Forecasting Analysis of historical transaction volume and AHT arrival patterns and shrinkage to
determine future patterns and demand requirements
Full Time Equivalent Usually defined by the entity. It requires standardizing full-time and part-time employees to
(FTE) a full-time equivalent. For example, two part time CSRs who each work half time would be
considered one FTE.
High-Performing Companies and entities that are generally recognized as having achieved high levels of
Organizations service, quality, revenue, cost, and client and end-user satisfaction.
Indefinite Staff Staff occupying positions with no known end date.

Intelligent Voice There are several interpretations for the acronym IVR, Intelligent Voice Response,
Response/Interactive Interactive Voice Response and Voice Response Units (VRU). It is an electronic (e.g.,
Voice Response touchtone, voicemail or speech recognition) decision tree used to route an end user to
(IVR)/Voice Response automated information or to the appropriate CSR queue.
Units (VRU)
Issue Resolution The percentage of processed transactions in which the end users’ requests were successfully
resolved.
Key Business KBPs are those processes that are critical to a VMO’s ability to deliver high levels of
Processes performance to end users and clients for the products and services it offers.
(KBPs)

Key Customer-Related KCR (key customer-related) jobs are those positions that either perform or directly manage
Jobs staff performing KCRPs (see definition below).
(KCR Jobs) • 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 fulfillment operations, KCR jobs include assemblers, pick-pack-shippers, and
material handlers, as well as the staff who direct, manage, and evaluate their
performance (often referred to in the industry as line 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.
Key Customer-Related KCRPs (key customer-related processes) are those processes that are critical to the CSP’s
Processes ability to deliver high levels of performance to end users for the products and services it
(KCRP) 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 Key support processes are those necessary to enable or perform KCRPs to meet targeted
(KSPs) levels. These almost always include reporting performance to clients, invoicing clients,
information systems, forecasting, hiring and recruiting, training, and telecom (for customer-
contact 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).
Lead or Lead CSR 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.

Line Staff 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 See Transaction Monitoring
Net Promoter Score The difference between the percentage of customers who are promoters and the percentage
of customers who are detractors.
Non-critical Errors Inaccuracies that do not cause an entire transaction to be deemed defective. Examples
include errors in professionalism, soft skills, and some data input errors.
Occupancy 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-the-job training.
On Time The percentage of transactions processed within the targeted cycle time.
Paid 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 The organizational structure, procedures, processes and resources needed to ensure overall
Management System service, quality, revenue, and cost performance, particularly with regard to consistently
meeting customer requirements.
Precision See Confidence Interval
Previous Performance The average of the previous three data points (or the average of the previous data points if
Level fewer than three data points are available).
Process Audits, Audits of KCRPs that follow the process from the first process step through the output of
End-to-End the process. These audits often cross multiple departments within the CSP, including those
outside the entity, as well as key suppliers.
Process Capability The measure of how capable a process is of consistently meeting target, specification limits
or End User requirements. A capable process will show little variation and will be achieving
targets.

Process Centering 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.
Process Sigma See Statistical Process Control
Productivity An efficiency metric calculated as:

(transaction handle time)/(paid time)
Program 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
client’s and the CSP’s 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.
Quality 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).
®
COPC Re-certification Entities certified to the COPC-2000® CSP Standard must be re-certified on an annual basis.
Audit The COPC® Re-certification Audit is an abbreviated version of a COPC® Certification
Audit. See COPC® Certification Process for more detailed requirements (separate
document).
®
COPC Registered Someone who has successfully completed the COPC® Registered Coordinator Training and
Coordinator passed the exam by scoring 90% or higher.
Request for… A term created by COPC Inc. for any Requests made by VMOs to potential CSPs for
(RFX) Information (RFI), Proposal (RFP), or Quote (RFQ).
Request for Proposal A document normally prepared by a client and sent to CSPs asking them to present a
(RFP) 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.

Schedule Adherence 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 CSR’s 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 30-
minute 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(Actual FTE ‐ Required FTE)/Required FTE)
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 Assigning CSR resources (planned ‘roster’) by period to meet the estimated loaded demand.
See Demand/Demand Requirement.
Scope of Work A definition of requirements created by a client and a CSP that clearly delineates the work
(SOW) product to be delivered by the CSP.
Service 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 customer’s perspective. This might be
how long it takes to talk to a live agent or how long it takes to receive a response to an
email.
2. A specific function that the CSP or VMO has to provide, e.g., Inbound Customer
Service, Technical Support, Collections, etc.

Service Level A measurement expressing the percentage of transactions that are responded to in a
specified timeframe. For example, 80/30 for a call center means that 80% of the offered
calls are or will be answered within 30 seconds. Service level can be a target or a
measurement of actual performance.
Service Level Written contracts or agreements with suppliers of products or services. These usually
Agreements consist of agreed upon performance levels and targets.
(SLA)
Shrinkage (Lost Time) 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.
Skill-based Routing 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.).
SKU Stock Keeper’s Unit
Specific Attribute 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 three-
month “temps” is de facto an indefinite position for the purposes of the COPC® Family
of Standards.
• Temporary staff occupy positions for which there is a known end date, such as for a
holiday rush.
Staff, Contract Full- and part-time staff on the payroll of a staffing/recruiting agency.
Staff Utilization See CSR Utilization
Staffing Calculating the estimated number of CSR resources by period (regardless of who will
actually be assigned) that are required to handle the forecast transaction load (loaded
demand).
See Demand/Demand Requirement.
Standard Operating The sequential steps to be followed for a particular process. The COPC® Family of
Procedure Standards does not require these to be written documents, although they often are
(SOP) documented.

Statement of Direction A documented statement of the CSP’s overall direction (e.g., vision, mission, or purpose)
(SOD) 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.
Statistical Process A structured approach, using statistical tools, to minimize process variation and improve
Control (SPC) process performance (when targets are not achieved). Typically SPC tools include Six
Sigma, DMAIC, Cpk, etc.)
Supervisor The managerial position within a CSP to which a CSR reports (also referred to as a first line
management).
Support Staff 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 COPC Inc. uses this term interchangeable with CSR, agent, representative, rep or other
Representative (TSR) terms used to refer to the line staff that handle end-user contacts.
Temporary Staff Staff occupying positions for which there is no known end date.
Time on Phone 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 The transaction volume arriving in specific time intervals.

Patterns
Transaction Handle The total time spent handling transactions including talk time (inbound and outbound calls),
Time non-phone (e-mail, correspondence) time, and any after call work.
Transaction Monitoring Reviewing the style, format, professionalism, knowledge, and accuracy of information as it
is provided by CSRs to end users (see 2.4 Transaction Monitoring). For calls, this is usually
performed by remote or side-by-side observation of actual calls. For e-mails or
correspondence, this is usually performed by reviewing the CSR’s written responses to end-
user inquiries.
Trends Evaluation of how performance has changed over time.

Unscheduled-time The number of hours a CSR (or a group of CSRs) is scheduled to work but does not because
Hours 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 See CSR Utilization.
Vendor COPC Inc. uses this term interchangeable with “supplier”.
Vendor Management An organizational unit or group of individuals, typically within the client enterprise,
Organization responsible for managing at least a portion of the enterprise’s programs with CSPs.
(VMO)
Voice-Over-Data Incoming calls to agents direct from end users that are using the client’s website. The
Internet circuit is shared between the audio for the call and the data for the screen(s).
Requires speakers (or headset) and a receiver associated with the user’s terminal.
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 On a network, real-time exchange of written communication between customers and a CSR.
Usually used for technical support, product queries, idea generation or customer satisfaction
discussions. Typically a CSR chats concurrently with two or more end users.

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COPC-2000® Customer Service

COPC–2000® CSP Standard

COPC-2000® is a certification mark of COPC Inc.,

Introduction to the COPC® Performance Management System .................................. 3

Key Terms and Relationships ..................................................................................... 3

The COPC® Family of Standards .................................................................................... 7

Overview of the COPC® CSP Standards ...................................................................... 10

Assessing Compliance to the COPC® CSP Standards ................................................. 12

Evaluation Requirements ......................................................................................... 12

1.0 Leadership and Planning ............................................................................... 23

1.1 Statement of Direction (60 points) .................................................................... 23

2.0 Processes .......................................................................................................... 25

2.1 Implementing New Products, Services, Programs, Clients, and Requirements

COPC-2000® CSP Standard Release 4.3 January 2009 i

3.1 Defining Jobs, Recruiting and Hiring (70 points).............................................. 32

4.0 Performance .................................................................................................... 36

4.1 Client Satisfaction and Dissatisfaction (100 points) ......................................... 36

Exhibits ............................................................................................................................ 45

Exhibit 1 Requirements ............................................................................................ 45

Applying the COPC-2000® CSP Standard to Internal Customer Service Providers

Applying the COPC-2000® CSP Standard to Fulfillment Operations ..................... 124

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

COPC® Glossary of Terms .......................................................................................... 137

ii COPC-2000® CSP Standard Release 4.3 January 2009

• Improve customer satisfaction through improved service and quality

• Increase revenue (for centers that are revenue driven)

• Reduce the cost of providing excellent service

Key Terms and Relationships

VMOs Organizations and individuals, typically

Provide services to end users End Users

COPC-2000® CSP Standard Release 4.3 January 2009 3

Vendor Management Organizations (VMOs)

Objectives and Uses of the COPC® Performance Management

4 COPC-2000® CSP Standard Release 4.3 January 2009

• Clients of third-party CSPs want to define the minimum management and

Improving Service, Quality, Revenue, Customer Satisfaction,

• Revenue generation occurs in sales and collections centers.

COPC-2000® CSP Standard Release 4.3 January 2009 5

What Types of CSPs Use the COPC® Performance Management

• Business Process Outsourcing Operations: These include a variety of service

• Transaction Processing Centers: These operations typically process non-

• Fulfillment Centers: These operations perform warehousing, light assembly, and

• Remittance Processing Centers: These operations process end-user payments (e.g.,

• Field Service Operations: These include operations that dispatch service

• Returns Processing Centers: These operations receive and process returned

• Collections/Recovery Services: These operations contact commercial and/or

6 COPC-2000® CSP Standard Release 4.3 January 2009

• Individuals with extensive experience in operations management and performance

As of June 1, 2005 three Standards Comprise the COPC® Family of Standards:

COPC-2000® CSP Standard Release 4.3 January 2009 7

• The COPC-2000 CSP Gold Standard represents the comprehensive performance

− Provide high-performing CSPs with a new level of recognition that will

− Provide the industry with a model to use to drive high performance.

In addition to including (and in some cases increasing) the requirements of the

• The COPC-2000 VMO Standard represents the comprehensive performance

The COPC® Standards Committee