Contact Centre
National Occupational Standards
May 2011
Skills CFA
6 Graphite Square, Vauxhall Walk,
London SE11 5EE
T: 0207 0919620
F: 0207 0917340
Info@skillscfa.org www.skillscfa.org
©2012 Skills CFA
Contents
No.
CFACC1
CFACC2
CFACC3
NOS Title
Improve your personal effectiveness at work in a contact centre
Seek opportunities to develop your own personal effectiveness at work
in a contact centre
Improve organisational effectiveness and personal development in a
contact centre
Page NO.
1
5
9
CFACC4
Comply with relevant health and safety procedures in a contact centre
14
CFACC5
Monitor health and safety procedures in a contact centre
18
CFACC6
CFACC7
Maintain and implement health and safety procedures in a contact
centre
Review and develop health and safety policy and procedures in a
contact centre
22
27
CFACC8
Use specific features of contact centre systems and technology
31
CFACC9
Use systems and technology during customer contact in a contact
centre
35
CFACC10
Support team use of contact centre systems and technology
39
CFACC11
Manage the use of contact centre systems and technology
44
CFACC12
Develop strategy for contact centre systems and technology
49
CFACC13
Contribute to customer service in a contact centre
53
CFACC14
Deliver customer service through a contact centre
57
CFACC15
Supervise customer service activities in a contact centre team
62
CFACC16
Manage customer service delivery in a contact centre
66
CFACC17
Review and develop customer service procedures for use in a contact
centre
71
CFACC18
Contribute to basic sales activities in a contact centre
76
CFACC19
Carry out direct sales activities in a contact centre
80
CFACC20
Lead direct sales activities in a contact centre team
85
CFACC21
Monitor and oversee direct sales activities in a contact centre
90
CFACC22
Manage direct sales operations in a contact centre
95
CFACC23
CFACC24
CFACC25
©2012 Skills CFA
Communicate information in customer contact through a contact
centre
Communicate information to customers in different but familiar
contexts through a contact centre
Communicate complex information to customers through a contact
centre
100
104
108
CFACC26
Coordinate customer communication processes in a contact centre
112
CFACC27
Contribute to performance management in a contact centre
116
CFACC28
Manage team and individual performance in contact centre operations
121
CFACC29
Develop and enhance performance management in a contact centre
126
CFACC30
Work with others to support customers in a contact centre
131
CFACC31
CFACC32
Provide support through a contact centre for specified services and/or
products
Support customers and collegues when providing contact centre
services
136
140
CFACC33
Review and maintain customer support operations in a contact centre
145
CFACC34
Manage the provision of customer support through a contact centre
149
CFACC35
Contribute to resource plan development in contact centre operations
154
CFACC36
Manage resource planning and improvement of resource allocation in
a contact centre
158
CFACC37
Coordinate resource planning strategy in a contact centre
162
CFACC38
Deal with incidents through a contact centre
166
CFACC39
Manage incidents referred to a contact centre
170
CFACC40
Manage Incident Management Systems in a contact centre
174
CFACC41
Coordinate and develop strategy for incident management by a
contact centre
179
©2012 Skills CFA
CFACC1
Improve your personal effectiveness at work in a
contact centre
Overview
What this unit is about
In contact centre work much learning and personal development results from on
the job learning activities. In many contact centres you will be helped to develop
and work with a personal development plan. You should also take some
personal responsibility for your own development and take the initiative to use
opportunities that arise to learn more about the job and the work involved. Some
learning activities are organised away from the job and clearly contribute to your
skills and understanding. Others involve new experiences within your work and
rely on feedback which helps you to understand what is expected of you in your
work. Teamwork is also a vital part of learning for you and your colleagues.
This standard is about the process of personal improvement while doing
contact centre work.
CFACC1 Improve your personal effectiveness at work in a contact centre
1
CFACC1
Improve your personal effectiveness at work in a contact centre
Participate in development activities to improve your personal
Performance
criteria
effectiveness at work
You must be able to:
P1
Identify development activities available to you to improve personal
performance
P2
Agree with a colleague who has responsibility for your development a
programme of learning activities to support your contact centre work
P3
Take part in agreed personal development activities
P4
Receive feedback after participating in learning activities
P5
Apply learning and feedback received in specific learning activities in
the workplace
Work with others in a contact centre team to improve your own
performance
You must be able to:
P6
Identify how everyday work in a team leads to learning and personal
development
P7
Participate in teamwork including new tasks that provide on-the-job
learning opportunities
P8
Work with colleagues to identify learning and personal development
resulting from on-the-job learning activities
P9
Receive feedback on your personal performance to plan further learning
steps
Assess your personal effectiveness and agree learning actions for
improvement
You must be able to:
P10
Review your own strengths and weaknesses in skills and knowledge for
contact centre work
P11
Identify strengths that you should build on and areas for development
where you need support and guidance
P12
Agree learning actions you can take to tackle your priority learning and
personal development activities in contact centre work
CFACC1 Improve your personal effectiveness at work in a contact centre
2
CFACC1
Improve your personal effectiveness at work in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
Organisational procedures and guidelines for basic contact centre tasks
K2
Basic information about services and products offered or supported by
the contact centre
K3
Outlines of regulations and legislation that impact on operations in the
contact centre
K4
What off-the-job development activities are available and where to find
them to improve your personal performance
K5
The importance of involving a colleague with authority when making
personal development plans
K6
The importance of feedback when deciding on your learning needs and
identifying progress in personal development
K7
Ways in which teamwork in your contact centre offers opportunities for
learning and personal development
K8
Techniques for reviewing your own strengths and weaknesses in contact
centre work
K9
How to establish priorities for your learning and personal development
K10 The reasons why actions on learning activities should be agreed with
somebody with appropriate authority
CFACC1 Improve your personal effectiveness at work in a contact centre
3
CFACC1
Improve your personal effectiveness at work in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
CC1
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, development activities, personal effectiveness, learning,
personal development, performance, feedback, working with colleagues
CFACC1 Improve your personal effectiveness at work in a contact centre
4
CFACC2
Seek opportunities to develop your own personal
effectiveness at work in a contact centre
Overview
What this standard is about
Skills and knowledge needed to work competently in different roles in a contact
centre are complex and are constantly changing. They cover a wide range of
areas. As your role develops you need to develop your own skills and
knowledge which involves a proactive approach in looking for opportunities to
take relevant and effective learning actions. Effective learning involves
obtaining feedback on your personal performance from a variety of sources and
interpreting what that feedback means for you. You need to make proper use
of the feedback to improve your own effectiveness.
This standard is about the process in which you take a lead on moving your
own personal and organisational effectiveness in contact centre work.
CFACC2 Seek opportunities to develop your own personal effectiveness at work in a contact centre
5
CFACC2
Seek opportunities to develop your own personal effectiveness at work
in a contact centre
Performance
criteria
Identify and participate in relevant development activities
P1
Assess your personal strengths and weaknesses in the skills and
knowledge you need for your role in the contact centre
You must be able to:
P2
Identify and prioritise areas for personal development in order to seek
relevant development activities
P3
Participate in development activities to develop your skills and
knowledge for your contact centre role
P4
Identify and implement action for using your learning in your job role in
the contact centre
Seek opportunities to obtain feedback on your performance at work in
the contact centre
P5
Identify different sources of feedback that will help you to develop your
own and organisational effectiveness
P6
Select ways to obtain feedback from different sources about your own
and organisational effectiveness
P7
Collect feedback from different sources about your own and
organisational effectiveness
P8
Analyse feedback about your own and organisational effectiveness
Use feedback to improve your own and organisational effectiveness in
the contact centre
P9
Use analysis of feedback to identify areas for improvement in your own
and organisational effectiveness in contact centre work
P10
Agree with colleagues actions you will take resulting from your use of
feedback
P11
Take actions based on feedback you have obtained to improve your
own and organisational performance
CFACC2 Seek opportunities to develop your own personal effectiveness at work in a contact centre
6
CFACC2
Seek opportunities to develop your own personal effectiveness at work
in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The services and products offered or supported by the contact centre
K2
Organisational procedures and guidelines for contact centre operations
K3
Organisational requirements and external regulation and legislation that
impact on contact centre operations
K4
The importance of taking personal responsibility for your own
development
K5
Techniques for self-assessment to identify personal strengths and
weaknesses in a job role
K6
Ways to prioritise actions that develop your personal and organisational
effectiveness
K7
Ways to transfer your learning in development activities into your job
role in the contact centre
K8
Different sources of feedback that will help you to develop your
personal and organisational effectiveness
K9
Ways to access feedback from different sources
K10
Methods for analysing feedback about personal and organisational
effectiveness
K11
The importance of agreeing with colleagues actions that result from
analysis of feedback
K12
Techniques for setting and regular collection of feedback from different
sources
CFACC2 Seek opportunities to develop your own personal effectiveness at work in a contact centre
7
CFACC2
Seek opportunities to develop your own personal effectiveness at work
in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
CC2
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, development activities, personal effectiveness, learning,
personal development, performance, feedback
CFACC2 Seek opportunities to develop your own personal effectiveness at work in a contact centre
8
CFACC3
Improve organisational effectiveness and personal
development in a contact centre
Overview
What this standard is about
Personal development and your contribution to organisational effectiveness are
important components of organisational performance and improvement. This
involves taking learning opportunities and obtaining and using feedback. More
senior colleagues such as team leaders are expected to take ownership of their
own learning and development. They may also be expected to contribute to
buddying and coaching of less experienced colleagues. Those less
experienced staff are expected to participate in learning activities and to use
feedback in their own way. The overall pattern of personal development and
contribution to organisational effectiveness must be organised as must formal
feedback and development of procedures to encourage development.
CFACC3 Improve organisational effectiveness and personal development in a contact centre
9
CFACC3
Improve organisational effectiveness and personal development in a
contact centre
Performance
criteria
Organise individual and team development activities in a contact centre
P1
Assess individual and team personal development needs in a contact
centre
You must be able to:
P2
Collate information on individual and team personal development needs
to identify common themes
P3
Identify existing development activities that might meet the personal
development needs revealed by your assessment of needs
P4
Identify options for other activities that will meet development needs
revealed by your assessment of needs
P5
Oversee the preparation of individual and team development plans for
work in a contact centre
Organise feedback collection to support personal development and
organisational effectiveness in a contact centre
P6
Identify opportunities to obtain feedback for individuals and teams in a
contact centre
P7
Organise opportunities for individuals and teams to obtain feedback
without interruption to service in a contact centre
P8
Monitor feedback collection to ensure that contact centre colleagues
have access to information about their personal development and
organisational effectiveness needs
P9
Work with colleagues to identify opportunities for personal development
and improvements in organisational effectiveness based on feedback
P10 Oversee use of feedback by colleagues and teams to ensure that it is
active and relevant to the contact centre
Promote and support actions to improve organisational effectiveness in
contact centre operations
P11 Update and maintain procedures to encourage suggestions for
improvements
P12 Ensure that colleagues are aware of procedures to make suggestions for
improvements in contact centre operations
CFACC3 Improve organisational effectiveness and personal development in a contact centre
10
CFACC3
Improve organisational effectiveness and personal development in a
contact centre
P13 Work with colleagues to establish priorities in suggestions for
improvements in contact centre operations
P14 Make recommendations to those with appropriate authority regarding
suggestions for improvements in contact centre operations
CFACC3 Improve organisational effectiveness and personal development in a contact centre
11
CFACC3
Improve organisational effectiveness and personal development in a
contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The services and products offered or supported by the contact centre
K2
Organisational procedures and guidelines for contact centre operations
K3
Organisational requirements and external regulation and legislation that
impact on contact centre operations
K4
Techniques for assessment of team and individual personal development
needs
K5
Ways to identify common themes in personal development needs
K6
Sources of information about available development activities that are
relevant to contact centre operations
K7
Techniques for preparing personal development plans relevant to contact
centre operations
K8
Techniques for developing team development plans relevant to contact
centre operations
K9
Sources of feedback for contact centre staff including feedback from
customers and feedback from colleagues
K10 The importance of combining routine feedback with occasional feedback
to identify improvement opportunities
K11 Techniques for encouraging suggestions for improvements in contact
centre operations
K12 Techniques for prioritising actions which encourage suggestions for
improvements in contact centre operations
K13 The importance of presenting suggestions for improvements to contact
centre operations to the right people and persuasively
CFACC3 Improve organisational effectiveness and personal development in a contact centre
12
CFACC3
Improve organisational effectiveness and personal development in a
contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Orginal
Originating
organisation
Skills CFA
Original URN
CC3
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre
Key words
Contact Centre, development activities, personal effectiveness, organisational
effectiveness, learning, personal development, team development,
performance, feedback
CFACC3 Improve organisational effectiveness and personal development in a contact centre
13
CFACC4
Comply with relevant health and safety procedures
in a contact centre
Overview
What this standard is about
Work in a contact centre is subject to relevant health and safety regulation and
legislation. The Health and Safety at Work Act sets out the general duties of
employers and employees for protecting and promoting the health and safety of
workers, customers and the public.
This standard is about what you must do to ensure that you always comply with
the legal requirements of health and safety when working in a contact centre.
CFACC4 Comply with relevant health and safety procedures in a contact centre
14
CFACC4
Comply with relevant health and safety procedures in a contact centre
Performance
criteria
Comply with your organisation’s health and safety procedures
P1
Identify your organisation’s health and safety procedures relevant to your
job role
You must be able to:
P2
Follow your organisation’s health and safety procedures for the use of
computer equipment
P3
Use equipment required by your organisation when you carry out health
and safety procedures
P4
Follow your organisation’s procedures to avoid electrical hazards
P5
Follow organisational and manufacturer instructions for the use of
equipment and tools
Minimise health and safety risks related to your job role
P6
Identify the key health and safety risks identified with your job
P7
List your duties and responsibilities for minimising the health and safety
risks in your job
P8
Check organisational procedures to ensure that you are fulfilling your
responsibilities for health and safety
P9
Keep your work area clean and tidy to minimise health and safety risks
P10 dentify actions you should take if health and safety risks are not being
minimised in your organisation
P11 Take action to deal with actions you have identified
CFACC4 Comply with relevant health and safety procedures in a contact centre
15
CFACC4
Comply with relevant health and safety procedures in a contact centre
Knowledge and
understanding
K1
Your organisation’s health and safety procedures that are relevant to
You need to know and
understand:
K2
How to use computer equipment needed for your job safety
K3
The purpose of equipment and how to use it for your personal safety
K4
Electrical hazards that may be associated with your job
K5
Lifting and handling techniques that may be needed in your job
K6
Organisational and manufacturer instructions for using tools and
your job role
equipment needed in your job
K7
The key health and safety hazards associated with your job
K8
Your duties and responsibilities for minimising health and safety risks in
your job
K9
Common health and safety standards in the workplace including
excessive noise, prolonged use of display screens and hazardous
substances
K10 The importance of keeping your work area clean and tidy in order to
minimise health and safety risks
K11 What action to take if health and safety risks are not minimised in your
work area
K12 The difference between hazards and risks in your work area
CFACC4 Comply with relevant health and safety procedures in a contact centre
16
CFACC4
Comply with relevant health and safety procedures in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, health and safety procedures, health and safety risks and
hazards, regulatory requirements
CFACC4 Comply with relevant health and safety procedures in a contact centre
17
CFACC5
Monitor health and safety procedures in a contact
centre
Overview
What this standard is about
Work in a contact centre is subject to relevant health and safety regulation and
legislation. Everybody has individual responsibility to protect the health and
safety of colleagues, customers, the public and themselves. Health and safety
systems and activities must be monitored to ensure that all appropriate actions
are being taken.
Monitoring must include checks that the organisation is complying with
regulations and organisational procedures to meet specific health and safety
needs. Monitoring activities must include guidance for colleagues on the steps
that need to be taken to meet health and safety requirements.
CFACC5 Monitor health and safety procedures in a contact centre
18
CFACC5
Monitor health and safety procedures in a contact centre
Performance
criteria
Carry out health and safety risk assessments
P1
Identify work activities that should be subjected to a risk assessment
You must be able to:
P2
Follow your organisation’s procedures for risk assessment
P3
Assess the probability and consequences of specific risks you have
identified
P4
Make recommendations for actions resulting from your risk assessment
P5
Communicate the findings and recommendations of your risk
assessment to all who need to know
Monitor compliance with health and safety procedures
P6
Identify health and safety procedures relevant to your area of
responsibility
P7
Make a plan to carry out checks on compliance with health and safety
procedures
P8
Carry out routine checks on compliance with health and safety
procedures
P9
Carry out spot checks on compliance with health and safety procedures
P10 Communicate the results of your findings regarding health and safety
requirements to appropriate colleagues
Provide guidance to colleagues on health and safety
P11 Identify colleagues who need information and advice on health and
safety
P12 Identify the requirements in health and safety procedures that are
specific to the contact centre jobs of your colleagues
P13 Summarise the key messages and information your colleagues need
about health and safety requirements
P14 Choose an appropriate method for communicating information about
health and safety to colleagues
P15 Communicate appropriate guidance and information about health and
safety to colleagues
CFACC5 Monitor health and safety procedures in a contact centre
19
CFACC5
Monitor health and safety procedures in a contact centre
Knowledge and
understanding
K1
You need to know and
understand:
K2
How to find the appropriate detail of regulation and legislation in a
contact centre
Health and safety regulations and legislation that are specific to contact
centres and how they apply to work in the area you are responsible for
K3
How to identify activities and events in contact centres that require risk
assessment
K4
Your organisation’s procedures for health and safety risk assessment of
activities and events in contact centres
K5
How to identify hazards and estimate probability during risk assessment
and how to present the consequences of the risks identified
K6
Different options for actions to mitigate health and safety risks in contact
centres
K7
Ways to communicate findings and recommendations on risk
assessments to colleagues
K8
Your organisation’s procedures for health and safety risk assessment
K9
How to carry out routine and spot checks on health and safety
procedures
K10 How to summarise key points and messages for guidance to colleagues
on health and safety
K11 The place of health and safety risk assessments within general health
and safety audits
CFACC5 Monitor health and safety procedures in a contact centre
20
CFACC5
Monitor health and safety procedures in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, health and safety procedures, health and safety risk
assessments, monitoring, guidance, regulatory requirements
CFACC5 Monitor health and safety procedures in a contact centre
21
CFACC6
Maintain and implement health and safety
procedures in a contact centre
Overview
What this standard is about
Contact centres have systems and procedures to ensure that they comply with
health and safety regulation and legislation. Those systems and procedures
must be managed and maintained. Health and safety systems and procedures
are put in place to protect employees, customers and members of the public so
the management of those systems is extremely important to the organisation
overall.
CFACC6 Maintain and implement health and safety procedures in a contact centre
22
CFACC6
Maintain and implement health and safety procedures in a contact
centre
Performance
criteria
Review and update health and safety procedures
P1
Schedule health and safety risk assessments and audits to ensure
compliance with regulation and legislation
You must be able to:
P2
Review results of risk assessments and health and safety audits to
assess the effectiveness of your organisation’s procedures
P3
Review contact centre operations and operational needs that may be
affected by health and safety requirements
P4
Analyse your observations of health and safety procedures and contact
centre operational needs to identify options for updating procedures
P5
Identify options for improving health and safety procedures
P6
Analyse the benefits and drawbacks of each option for contact centre
operations to improve health and safety procedures
Recommend actions to improve health and safety procedures while
complying with health and safety requirements
P7
Evaluate each option for actions to update and improve health and safety
procedures to meet contact centre operational needs
P8
Check health and safety requirements for a contact centre environment
P9
Check compliance with health and safety procedures
P10 Select actions to improve health and safety procedures and the contact
centre business case for doing so
P11 Present your recommendations for actions to improve health and safety
procedures
Implement actions to improve health and safety procedures
P12 Develop a detailed plan for implementing the recommended actions to
improve health and safety procedures
P13 Brief colleagues responsible for implementation and consult them on the
likely effects for contact centre operations
P14 Communicate plans for changes to health and safety procedures to all
involved in their implementation
P15 Monitor contact centre operational effects of changes in health and
CFACC6 Maintain and implement health and safety procedures in a contact centre
23
CFACC6
Maintain and implement health and safety procedures in a contact
centre
safety procedures
P16 Review contact centre operational effects of changes in health and
safety procedures
P17 Make any appropriate adjustments to changed health and safety
procedures following review of contact centre operational effects
CFACC6 Maintain and implement health and safety procedures in a contact centre
24
CFACC6
Maintain and implement health and safety procedures in a contact
centre
Knowledge and
understanding
You need to know and
understand:
K1
Your organisation’s health and safety systems and procedures
K2
Contact centre operational requirements that are influenced by health
and safety procedures
K3
Health and safety regulations and legislation relevant to contact centres
K4
How to schedule risk assessments and health and safety audits
following organisational procedures
K5
The importance of matching operational needs of a contact centre with
health and safety requirements when reviewing health and safety
procedures
K6
Methods of identifying benefits and drawbacks of proposed actions to
improve health and safety procedures
K7
Ways to check for health and safety compliance in contact centres
K8
Techniques for presenting management recommendations for
improvements in systems and procedures
K9
What to include in a detailed plan for implementation of changes in
health and safety systems and procedures
K10
Techniques for briefing colleagues about changes in procedures
K11
Methods for monitoring the effects of changes in health and safety
procedures
CFACC6 Maintain and implement health and safety procedures in a contact centre
25
CFACC6
Maintain and implement health and safety procedures in a contact
centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, health and safety procedures, health and safety systems,
regulatory requirements
CFACC6 Maintain and implement health and safety procedures in a contact centre
26
CFACC7
Review and develop health and safety policy and
procedures in a contact centre
Overview
What this standard is about
Contact centres have systems and procedures to ensure that they comply with
health and safety regulation and legislation. Those systems and procedures
are guided by policies that seek to balance the business needs of the contact
centre with the requirements of health and safety legislation. Policies and
procedures must be reviewed and developed from time to time and, if
appropriate, adjusted to reflect changes in regulatory and legal requirements
while meeting operational needs in a contact centre.
CFACC7 Review and develop health and safety policy and procedures in a contact centre
27
CFACC7
Review and develop health and safety policy and procedures in a
contact centre
Performance
criteria
Review health and safety compliance actions in a contact centre
P1
Oversee formal health and safety risk assessments to formulate a
strategic view of the organisation’s risks
You must be able to:
P2
Define requirements for formal risk assessments and health and safety
audits which comply with regulations and meet operational needs
P3
Define and implement procedures for monitoring risk assessments and
health and safety audits
P4
Analyse results of health and safety compliance monitoring balancing
compliance with Contact centre business needs
P5
Identify observations from monitoring health and safety compliance
which indicate the need for changes
Support the development of health and safety policy
P6
Match current health and safety policy with contact centre business
strategy to identify potential benefits and drawbacks of changes
P7
Consult appropriate colleagues to establish their view of current policy
and the implications of any changes
P8
Review current health and safety procedures to assess their match with
business and compliance requirements
P9
Construct a business case for policy changes or for no change
P10 Negotiate appropriate changes or the case for no change in health and
safety policy with stakeholders
Review and update health and safety procedures to meet business needs
in a Contact centre
P11 Identify key business needs that must be served by health and safety
procedures
P12 Identify key health and safety regulation and legislation that relates
particularly to contact centres
P13 Analyse agreed organisational policies on health and safety to assess
implications for health and safety procedures
P14 Contribute to the development of health and safety procedures that
match policies and meet business needs
CFACC7 Review and develop health and safety policy and procedures in a contact centre
28
CFACC7
Review and develop health and safety policy and procedures in a
contact centre
Knowledge and
understanding
K1
Health and safety regulation and legislation with particular reference to
You need to know and
understand:
K2
Your organisation’s health and safety policies and procedures
K3
Your organisation’s business aims and needs that may be affected by
contact centres
health and safety policies and procedures
K4
How to review health and safety risk assessments
K5
The components of a health and safety audit and what makes an audit
effective
K6
How health and safety procedures are defined and implemented in
contact centres
K7
The importance of balancing health and safety requirements with contact
centre business requirements
K8
How to identify potential benefits and drawbacks of changes to health
and safety policies
K9
Methods of consulting manager colleagues about policy changes
K10 The key components of a business case for change or no change
K11 Techniques for negotiating policy changes with senior colleagues
CFACC7 Review and develop health and safety policy and procedures in a contact centre
29
CFACC7
Review and develop health and safety policy and procedures in a
contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, health and safety procedures, health and safety compliance
actions, health and safety policy, regulatory requirements
CFACC7 Review and develop health and safety policy and procedures in a contact centre
30
CFACC8
Use specific features of contact centre systems and
technology
Overview
What this standard is about
Contact centres use a variety of technology systems when dealing with
customers. Computing, telephony and information management all play a part.
To deal with simple customer contacts or to access simple information you are
likely to have limited access to those systems and need to be familiar with their
use for very specific purposes.
CFACC8 Use specific features of contact centre systems and technology
31
CFACC8
Use specific features of contact centre systems and technology
Performance
criteria
Recognise the basic customer contacts handled by the contact centre
P1
Identify the categories of contact that you are authorised to handle and
who to pass other contacts on to
You must be able to:
P2
Identify what you need to do if contact with the customer becomes too
complex or difficult to respond to
P3
Describe the steps in organisational procedures and guidelines needed
to complete each type of contact
P4
Identify the organisational systems and technology that support your
handling of contacts
Use contact centre systems and technology to carry out basic customer
contact tasks
P5
Log into the appropriate technology system to deal with basic customer
contacts
P6
Follow defined pathways through the technology system to complete
basic customer contact tasks
P7
Use features of the telephony contact handling system to control basic
customer contacts
P8
Locate information on the system needed to complete a customer
contact
P9
Identify who you would need to refer to if you cannot complete the
customer contact
P10 Input information to the system following organisational procedures
P11 Establish customer identity from information they give and validate it
using information from the system
P12 Identify who you would need to refer to if the information given cannot be
validated
CFACC8 Use specific features of contact centre systems and technology
32
CFACC8
Use specific features of contact centre systems and technology
Knowledge and
understanding
K1
You need to know and
understand:
K2
Basic information about the services and/or products offered or
supported by the contact centre
Regulation and legislation relevant to the contact centre’s work with
customers
K3
Organisational procedures and guidelines for handling basic customer
contacts
K4
Which contacts you are authorised to handle
K5
Who to pass contacts on to if they are outside of your authority limits
K6
Procedures for logging on to the technology systems that you use
K7
How to respond to prompts from the system indicating the pathway to be
followed
K8
Techniques for locating information on the contact centre system
K9
Procedures for identification and validation of customer identity
K10 Use of telephone equipment to handle contacts
CFACC8 Use specific features of contact centre systems and technology
33
CFACC8
Use specific features of contact centre systems and technology
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer contact, contact centre systems, contact centre
technology
CFACC8 Use specific features of contact centre systems and technology
34
CFACC9
Use systems and technology during customer
contact in a contact centre
Overview
What this standard is about
Contact centres use a variety of systems and technology to handle contacts
with customers. Using that technology is one of the main skills for handling a
full range of routine customer contacts. You need to use many features of the
systems and technology. You also need to draw down information from the
system to generate simple and defined reports. As an agent in a contact centre
use of the technology is a key part of the job.
CFACC9 Use systems and technology during customer contact in a contact centre
35
CFACC9
Use systems and technology during customer contact in a contact
centre
Use features of systems and technology to handle customer contacts
Performance
criteria
with a contact centre
You must be able to:
P1
Handle contacts identified by the contact distribution system
P2
Access customer information through the system in accordance with
organisational procedures
P3
Use available contact handling systems to deal with customers efficiently
and effectively
P4
Make adjustment to individual system settings for communication with
customers through telephony, web technology, radio or other interactive
functionality
P5
Use available technology appropriately by making choices between
different functionality to enhance customer service
P6
Explain the benefits of different technology systems for customers in
order to communicate clearly why you are taking various actions
Report on customer and contact handling information using pre-defined
formats
P7
Identify customer and contact handling information that is needed for
personal work planning or organisational reporting
P8
Agree organisational report needs with a team leader or other person
with appropriate authority
P9
Make appropriate adjustments to pre-defined report formats to ensure
that outputs are as required
P10 Use available software functionality to produce pre-defined customer
information and contact handling reports
P11 Check report results for general sense before making full use of them
CFACC9 Use systems and technology during customer contact in a contact centre
36
CFACC9
Use systems and technology during customer contact in a contact
centre
Knowledge and
understanding
K1
Organisational requirements and external regulation or legislation that
You need to know and
understand:
K2
Organisational procedures and guidelines for customer contact handling
K3
Organisational procedures for customer identification and identity
impact on contact centre operations
validation
K4
The purpose of contact distribution systems and how your own
organisation’s system works
K5
Features of your organisation’s customer information systems that
enable you to deal with customers effectively and efficiently
K6
System settings that enable you to access different interactive
functionality
K7
How to make choices between different interactive functionality to
optimise customer service
K8
The benefits of different technology for customers
K9
Ways to identify information that is needed in reports for personal
planning or organisational feedback
K10 The importance of agreeing report content with an appropriate person
K11 The importance of checking report output for general overall sense
before use
CFACC9 Use systems and technology during customer contact in a contact centre
37
CFACC9
Use systems and technology during customer contact in a contact
centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer contact, contact centre systems, contact centre
technology, customer contact reports
CFACC9 Use systems and technology during customer contact in a contact centre
38
CFACC10
Support team use of contact centre systems and
technology
Overview
What this standard is about
Contact centres use a variety of systems and technology to handle contacts
with customers. Agents and trainees make use of the basic features of those
systems sometimes with some simple variations and adjustments. They need
support to have access to the more complex features and systems use by the
contact centre. They also need somebody within the team who can make
longer term modifications to system configuration and can carry forward
suggestions for potential system enhancements.
CFACC10 Support team use of contact centre systems and technology
39
CFACC10
Support team use of contact centre systems and technology
Use and provide guidance for colleagues on contact centre systems and
Performance
criteria
technology
You must be able to:
P1
Carry out all standard contact handling tasks making efficient and
effective use of systems and technology
P2
Access complex customer information through the customer relationship
management (CRM) system
P3
Respond to colleagues’ queries about problems with contact handling or
CRM information
P4
Carry out buddying or coaching activities with colleagues to develop their
understanding of contact centre systems and technology
P5
Support colleagues to develop their understanding of customer benefits
from different system functions
Produce new and pre-defined reports
P6
Identify and agree with colleagues customer and contact information that
is needed as report output from the system
P7
Support colleagues by developing their understanding of checks and
adjustments needed for pre-defined reports
P8
Identify contact metrics to be included in reports that will contribute to
organisational understanding of contact patterns and significance
P9
Design new reports for production on the system
P10 Manipulate data to make for the most effective presentation in reports
Adjust system parameters to optimise performance
P11 Change routing rules to adjust contact priorities subject to resource
availability and customer expectations
P12 Predict the effects of alterations to applications and systems
P13 Identify data flow changes resulting from adjustments and alterations to
the systems
P14 Identify the benefits and drawbacks of changes to different routing
parameters
P15 Use predictive contact queuing to manage contacts efficiently and
effectively
CFACC10 Support team use of contact centre systems and technology
40
CFACC10
Support team use of contact centre systems and technology
Identify and report potential systems enhancements
P16 Work with colleagues to identify areas where a system may benefit from
modification or enhancement
P17 Evaluate the potential benefits from system modifications or
enhancements against the resource cost of implementation
P18 Make recommendations for further investigation into possible system
modifications or enhancements
CFACC10 Support team use of contact centre systems and technology
41
CFACC10
Support team use of contact centre systems and technology
Knowledge and
understanding
You need to know and
understand:
K1
The services and/or products offered or supported by the contact centre
K2
Organisational requirements and external regulation or legislation that
impact on contact agent work
K3
Organisational procedures and guidelines for contact agent work and the
configuration of system parameters
K4
The range of contact information available through the CRM system
K5
Buddying and coaching techniques for helping colleagues to develop
their contact centre knowledge and skills
K6
Benefits of different system functions
K7
The importance of contact centre metrics in the reporting of contact
centre activities
K8
The importance of overall checking of report output for general sense
before use
K9
Techniques for new report design as output from a contact centre system
K10 Options for data manipulation during the production of contact centre
system reports
K11 Routing rule options including predictive wait time, agent skills base,
workload, time of day, day of the week and contact location
K12 The benefits and drawbacks of different routing parameters
K13 Options for predictive contact queuing to manage contact distribution
K14 How to identify areas where a system may benefit from modification or
enhancement
K15 The importance of presenting recommendations for modifications or
enhancements with evidence of potential benefits and resource
implications
CFACC10 Support team use of contact centre systems and technology
42
CFACC10
Support team use of contact centre systems and technology
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer contact, contact centre systems, contact centre
technology, system guidance, reporting, system parameters, system
enhancements, supporting colleagues
CFACC10 Support team use of contact centre systems and technology
43
CFACC11
Manage the use of contact centre systems and
technology
Overview
What this standard is about
Contact centres use a variety of systems and technology to handle contacts
with customers. Operational use of the systems and technology is carried out
by agents and team leaders. Some have authority to adjust parameters and
make decisions about routing to ensure that service is effective and efficient.
They may also make recommendations about more fundamental modifications
and enhancements which are considered by those with authority in that area.
Overall systems and technology must be managed by coordinating output,
supporting staff, monitoring report output, considering enhancements and
managing system development.
CFACC11 Manage the use of contact centre systems and technology
44
CFACC11
Manage the use of contact centre systems and technology
Performance
criteria
Control contact centre systems and technology operations
P1
Monitor effectiveness of use of systems through performance metrics
You must be able to:
P2
Monitor production of routine and specialist reports
P3
Assess individual and team support needed for effective use of systems
and technology
P4
Organise activities to develop individual and team skills in use of
systems and technology
Update and define system configuration parameters to optimise
performance
P5
Review monitoring reports and metrics to identify opportunities to
improve system performance
P6
Review current configuration parameters against performance metrics
P7
Identify options for changes to system configuration to improve
performance
P8
Work with colleagues to identify practical opportunities for system
improvement through configuration parameter changes
P9
Select and implement configuration parameter changes to improve
performance
Define system parameters to optimise performance
P10 Set routing rules to establish contact priorities which meet customer
expectations with normal resource availability
P11 Analyse the effects of alterations to applications and systems
P12 Identify data flows between one system and another
P13 Identify the benefits and drawbacks of different routing parameters
P14 Establish predictive contact queuing rules to manage contacts efficiently
and effectively
Develop policy for continuity and on-going development of systems
P15 Identify and agree organisational policy for operational continuity of
systems
P16 Review systems and technology to identify opportunities for system
CFACC11 Manage the use of contact centre systems and technology
45
CFACC11
Manage the use of contact centre systems and technology
enhancements
P17 Use review information to devise detailed operational continuity plans for
systems
P18 Contribute to the development of organisational policy for operational
continuity of systems
CFACC11 Manage the use of contact centre systems and technology
46
CFACC11
Manage the use of contact centre systems and technology
Knowledge and
understanding
You need to know and
understand:
K1
The services and/or products offered or supported by the contact centre
K2
Organisational procedures and guidelines for front line delivery of contact
centre service
K3
The service offer of the contact centre and the boundaries placed on that
offer
K4
External regulation and legislation that impact on the operations of the
contact centre and its systems
K5
Options for routing rules and other system configurations that can be
used to improve service
K6
Techniques for assessing individual and team needs for support in the
delivery of contact centre services
K7
Options for activities to develop team and individual skills
K8
Performance metrics that are clear indicators of efficiency and
effectiveness in contact centre operations
K9
System configuration parameters and how they can be used to improve
efficiency and effectiveness
K10 The importance of clear organisational policies on continuity and ongoing
development of systems
K11 Risk assessment techniques that can be applied to systems and
technology
K12 The importance of effective decision pathway analysis in contact centre
system design
CFACC11 Manage the use of contact centre systems and technology
47
CFACC11
Manage the use of contact centre systems and technology
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, contact centre systems operations, contact centre technology,
system configuration, system enhancements, system policy, system
performance
CFACC11 Manage the use of contact centre systems and technology
48
CFACC12
Develop strategy for contact centre systems and
technology
Overview
What this standard is about
All contact centres place a heavy reliance on systems and technology.
Operational use, monitoring and operational management of those systems
ensure that day-to-day service can be delivered efficiently and effectively.
However, systems cannot maintain efficiency and effectiveness in the face of
new technology development and the activities of perceived competitors.
Strategy and policy on use of systems and technology must reflect overall
business and must translate into practical actions for development and
improvement where opportunities exist.
This standard is about the strategic coordination of systems and technology
throughout a contact centre.
CFACC12 Develop strategy for contact centre systems and technology
49
CFACC12
Develop strategy for contact centre systems and technology
Performance
criteria
Review, define and agree strategy for contact centre systems
P1
Identify organisational strategy for contact centre systems and
technology
You must be able to:
P2
Review contact centre systems and technology against current and
anticipated business requirements
P3
Define strategy for contact centre systems and technology
P4
Consult with appropriate colleagues to agree a strategy for a contact
centre’s systems and technology
Define organisational policy to ensure operational continuity for contact
centre systems and technology
P5
Identify key policy drivers that result from systems and technology
strategy and operational requirements
P6
Assess risks associated with breach of operational continuity resulting
from systems or technology failure
P7
Identify positive steps to mitigate risks associated with systems or
technology failure
P8
Consult and agree with appropriate colleagues practical policies to
ensure operational continuity of systems and technology
Contribute to overall business strategy through effective use of systems
and technology
P9
Identify key aspects of overall business strategy that are influenced by
systems and technology
P10 Analyse features of systems and technology that provide most
opportunities to contribute to overall business strategy
P11 Work with colleagues to ensure that systems and technology strategy
complements overall business strategy
CFACC12 Develop strategy for contact centre systems and technology
50
CFACC12
Develop strategy for contact centre systems and technology
Knowledge and
understanding
K1
You need to know and
understand:
K2
The services and/or products offered or supported by contact centre
operation
Organisational procedures and guidelines and the structure of contact
centre tasks that are affected by operational continuity issues and overall
business strategy
K3
External regulation and legislation that impact on the options available
for contact centre strategy and policies
K4
Techniques for developing and presenting business strategies and
policies that adapt readily to practical system and technology situations
in a contact centre
K5
Organisational business strategies that may impact on systems and
technology strategies in a contact centre
K6
The importance of involving colleagues in agreement of strategy and
policies for contact centre systems and technology
K7
Why performance optimisation is a central requirement for any proposed
strategy and how it can be measured
K8
Types of policy driver that may result from system and technology policy
K9
Risk assessment techniques that adapt well to use with contact centre
systems and technology
K10 Options for mitigating risks associated with system and technology
failure in a contact centre
K11 The importance of agreeing policies and strategies with appropriate
colleagues
K12 The importance of making appropriate links between overall business
strategy and systems and technology strategy in a contact centre
CFACC12 Develop strategy for contact centre systems and technology
51
CFACC12
Develop strategy for contact centre systems and technology
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, contact centre systems, contact centre technology,
organisational policy, business strategy, operational continuity
CFACC12 Develop strategy for contact centre systems and technology
52
CFACC13
Contribute to customer service in a contact centre
Overview
What this standard is about
Contact centres by definition have customer contact at the core of their work.
Whatever services and/or products are being provided by a contact centre,
there will be a wish to make the contact as positive and respectful as possible.
Customer service will be built into policies and procedures and provide
guidelines and pointers for how you can make the best out of the customer
contact. In many contact centres customer focus is a key part of the culture
whilst ensuring that the service is efficient.
This standard is about the customer service actions you need to take when
carrying out basic contact centre activities.
CFACC13 Contribute to customer service in a contact centre
53
CFACC13
Contribute to customer service in a contact centre
Performance
criteria
Communicate clearly to meet customer expectations
P1
Greet a customer following organisational guidelines
You must be able to:
P2
Provide your customer with basic information about services and/or
products
P3
Respond to simple questions from your customer about services and/or
products
P4
Check your customer’s understanding of the information you have given
P5
Close the customer contact following organisational guidelines
Meet organisational and regulatory requirements during customer
contact
P6
Describe the organisational and regulatory restrictions on how you deal
with customers
P7
Deal with customers within organisational and regulatory restrictions
P8
Provide customers with information within your job restrictions
P9
Explain to customers why you are limited in the information you can give
P10 Meet customer expectations of respect and politeness when delivering
service within defined limits
Gather specified customer satisfaction information
P11 Check during a customer contact that your customer is satisfied with the
information you have given
P12 Identify customer satisfaction questions that you are required to ask
P13 Ask customers specified questions about their level of satisfaction with
service through the contact centre
P14 Record responses to customer satisfaction questions following
organisational guidelines
P15 Identify customer problems or negative comments and refer to a
colleague with appropriate authority where necessary
CFACC13 Contribute to customer service in a contact centre
54
CFACC13
Contribute to customer service in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The services and/or products offered by your contact centre
K2
How customer satisfaction can be influenced by your behaviour towards
the customer
K3
Organisational and external regulations that place limits on the customer
service you can provide
K4
The importance of showing respect and politeness when dealing with
customer contacts through a contact centre
K5
Organisational guidelines on how to address customers from a contact
centre
K6
Procedures for making a routine check of customer satisfaction during a
customer contact
K7
Questions to ask a customer to check their level of customer satisfaction
K8
How to record customer responses to questions about customer
satisfaction
K9
Who to refer customer problems to if they are revealed during a check of
customer satisfaction or during regular customer contact
CFACC13 Contribute to customer service in a contact centre
55
CFACC13
Contribute to customer service in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, communication,
customer expectation, customer satisfaction, organisational requirements,
regulatory requirements
CFACC13 Contribute to customer service in a contact centre
56
CFACC14
Deliver customer service through a contact centre
Overview
What this standard is about
Whatever aims and objectives a contact centre is pursuing; individual customer
contacts are expected to provide professional customer service. Customer
satisfaction can be met through both the services and/or products they receive
if their experience during their contact with the centre is carried out with
respect. Communication is at the heart of customer experience so agents must
create professional interpersonal contact with their customers. This also
involves active listening skills to identify formal and informal feedback on
customer experiences. All customer service delivered by a contact centre is
subject to organisational and external requirements and constraints.
CFACC14 Deliver customer service through a contact centre
57
CFACC14
Deliver customer service through a contact centre
Communicate and establish rapport with customers using a contact
Performance
criteria
centre
You must be able to:
P1
Follow organisational guidelines for greeting and identifying customers of
a contact centre
P2
Use opening exchanges to establish a shared understanding with a
customer
P3
Explain features and/or benefits of services and/or products to customers
P4
Provide information in response to customer enquiries and requests
P5
Check customer understanding of the information you have given
through questions
P6
Discuss issues or queries with customers to identify options to resolve
them
P7
Reinforce the communication with your customer by closing the contact
with an appropriate exchange
Follow organisational procedures and requirements to deliver customer
service in a contact centre
P8
Establish the precise limits of your authority when dealing with customers
P9
Explain to customers when you must pass on a contact because you do
not have appropriate authority
P10 Comply with regulatory requirements during customer contact
P11 Explain regulatory constraints to customers when they affect the
customer service you can offer to them
P12 Use different sources of information to check and update your knowledge
and understanding of organisational and regulatory requirements
Obtain and use information from customers to support customer service
delivery through a contact centre
P13 Question customers to obtain information that supports your customer
service delivery
P14 Use active listening to identify precisely your customer’s queries or
requests
P15 Check what you have understood from your customer by summarising
CFACC14 Deliver customer service through a contact centre
58
CFACC14
Deliver customer service through a contact centre
their queries or requests
P16 Keep records of customer queries or requests following organisational
procedures
P17 Use information collected from customers to adapt and improve your
customer service delivery
CFACC14 Deliver customer service through a contact centre
59
CFACC14
Deliver customer service through a contact centre
Knowledge and
understanding
K1
You need to know and
understand:
K2
Features and/or benefits of the services and/or products offered or
supported by the contact centre
Organisational limits to offers you can make to customers regarding
services and/or products, packages and proposals
K3
The limits of your personal authority when dealing with customers
K4
Who you can refer to if your personal authority is exceeded during
customer contact
K5
Organisational guidelines for addressing and identifying customers
K6
Interpersonal conversation techniques that form a shared understanding
with a customer
K7
The importance of checking customer understanding of information you
have given them
K8
Types of issue or problem that you are able to deal with directly
K9
The importance of closing a customer contact in a professional way
K10 Sources of information to check and update your knowledge and
understanding of organisational and regulatory requirements
K11 The meaning and importance of active listening when interacting with
customers
K12 Organisational requirements for record-keeping on customer contacts
and customer feedback
CFACC14 Deliver customer service through a contact centre
60
CFACC14
Deliver customer service through a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, communication,
organisational procedures, customer information
CFACC14 Deliver customer service through a contact centre
61
CFACC15
Supervise customer service activities in a contact
centre team
Overview
What this standard is about
Customer service is at the heart of each contact centre’s business. Whether
the centre is providing information and support, is involved in sales or is dealing
with emergency service support, customer satisfaction with the service is
extremely important. Effective customer service and effective delivery of
contact centre service both involve teamwork. Each team role involves
customer service responsibilities. Dealing with complex customer service
issues, monitoring customer service compliance and performance, analysing
and reporting on customer service all require leadership and coordination.
CFACC15 Supervise customer service activities in a contact centre team
62
CFACC15
Supervise customer service activities in a contact centre team
Performance
criteria
Take a lead on complex customer contacts
P1
Communicate with customers to resolve difficulties relating to customer
identification and validation
You must be able to:
P2
Deal with complex customer contacts referred from colleagues without
appropriate authority
P3
Engage with customers who make complex enquires about services
and/or products
P4
Follow organisational procedures to support colleagues in customer
service delivery
P5
Deal with customer problems and complaints within your own authority
level
P6
Deal with customer interaction that requires repeated contact
P7
Identify and report customer issues that might impact on overall
customer service delivery
Monitor customer service performance and compliance with
organisational and regulatory requirements
P8
Identify key performance indicators for customer service through a
contact centre
P9
Implement monitoring activities to test customer service performance
through key performance indicators
P10 Validate monitoring data of customer service performance against other
available evidence
P11 Identify key organisational and regulatory compliance requirements for
customer service
P12 Check customer service delivery through monitoring data for
organisational and regulatory compliance
P13 Inform colleagues of monitoring results in order to identify actions for
improvement
CFACC15 Supervise customer service activities in a contact centre team
63
CFACC15
Supervise customer service activities in a contact centre team
Knowledge and
understanding
K1
You need to know and
understand:
K2
Details of the services and/or products offered or supported by the
contact centre
Details of the organisational and regulatory requirements on customer
service delivery in the contact centre
K3
Organisational customer service aims and objectives and the service
offer of the contact centre
K4
Organisational customer service procedures for customer contacts
through the contact centre
K5
Organisational procedures and requirements for identification and
validation of customers
K6
The importance of supporting colleagues by dealing with customer
queries and issues that are outside the limits of their authority
K7
Limits of personal authority for dealing with customer problems and
complaints
K8
How to identify individual customer issues that may impact on overall
customer service
K9
The design of key performance indicators (KPIs) and how to monitor
them
K10 The importance of informing colleagues of service monitoring results
K11 Methods of collecting structured feedback from customers
CFACC15 Supervise customer service activities in a contact centre team
64
CFACC15
Supervise customer service activities in a contact centre team
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, communication,
organisational procedures, customer service performance
CFACC15 Supervise customer service activities in a contact centre team
65
CFACC16
Manage customer service delivery in a contact
centre
Overview
What this standard is about
Customer service is at the heart of each contact centre’s business. Whether
the centre is providing information and support, is involved in sales or is dealing
with emergency service support, customer satisfaction with the service is
extremely important. Effective customer service is delivered through teamwork
with agents and team leaders both having a part to play. There must also be
overall management of the customer service activity. This involves managing
escalation procedures for all difficult customer issues, monitoring and analysing
customer service performance and customer feedback, reviewing and updating
customer service procedures and compliance requirements.
CFACC16 Manage customer service delivery in a contact centre
66
CFACC16
Manage customer service delivery in a contact centre
Manage escalation processes for difficult customer service issues in a
Performance
criteria
contact centre
You must be able to:
P1
Identify and agree authority boundaries for staff dealing with complex
customer issues, concerns or complaints
P2
Confirm boundaries of authority with colleagues at all levels
P3
Deal with complex or difficult customer issues referred by a colleague
who does not have the appropriate authority
P4
Deal with customer issues that may be high risk or high profile
P5
Identify ways to prevent recurrence of customer service issues
P6
Support team leaders and managers in reinforcing the escalation and
complaints procedures
Manage monitoring of customer service performance and customer
feedback
P7
Devise and agree key performance indicators for customer service
through a contact centre
P8
Coordinate monitoring activities to test customer service performance
through key performance indicators
P9
Collate and analyse results from monitoring of customer service
P10 Check results of customer service monitoring for compliance with
organisational and regulatory requirements
P11 Work with team leaders and other colleagues to develop and improve
monitoring procedures for customer service performance
Review and update organisational and regulatory requirements for
customer service delivery
P12 Identify existing organisational and regulatory requirements that impact
on customer service delivery in the contact centre
P13 Review organisational strategies and policies that may involve changed
requirements for customer service delivery
P14 Review external regulation or legislation that may involve changed
requirements for customer service delivery
P15 Consult team leaders and front line delivery colleagues on the
CFACC16 Manage customer service delivery in a contact centre
67
CFACC16
Manage customer service delivery in a contact centre
implications of changes in organisational or regulatory requirements
P16 Agree and implement changes in organisational or regulatory
requirements in customer service procedures for contact centre activities
CFACC16 Manage customer service delivery in a contact centre
68
CFACC16
Manage customer service delivery in a contact centre
Knowledge and
understanding
K1
You need to know and
understand:
K2
Details of the services and/or products offered or supported by the
contact centre
Details of the organisational and regulatory requirements on customer
service delivery in the contact centre
K3
Organisational customer service aims and objectives and the service
offer of the contact centre
K4
Organisational customer service procedures for customer contacts
through the contact centre
K5
Ways of defining authority boundaries for people dealing with customer
service issues and complaints
K6
Techniques for dealing with complex or difficult customer issues
K7
Types of customer service or problems that may become high risk or
high profile
K8
Techniques for devising key performance indicators (KPIs)
K9
Ways to analyse customer service monitoring results
K10 Sources of information about current regulations or legislation that
impact on customer service delivery
K11 Sources of information about organisational aims or strategies that may
impact on customer service delivery
CFACC16 Manage customer service delivery in a contact centre
69
CFACC16
Manage customer service delivery in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, management, customer contact,
communication, escalation processes, customer service performance,
customer feedback, organisational requirements
CFACC16 Manage customer service delivery in a contact centre
70
CFACC17
Review and develop customer service procedures
for use in a contact centre
Overview
What this standard is about
Customer service is at the heart of each contact centre’s business. Whether
the centre is providing information and support, is involved in sales or is dealing
with emergency service support, customer satisfaction with the service is
extremely important. Effective customer service relies on clear procedures and
guidelines so that those delivering the service know what is expected and can
deliver consistent service. Procedures and guidelines must be based on
customer satisfaction while taking into account organisational aims and costs.
Procedures must cover all routine customer contact but they also need to cover
common but more exceptional and non-routine situations.
This standard is about the process of reviewing customer satisfaction and any
existing customer service systems and designing comprehensive procedures
and guidelines.
CFACC17 Review and develop customer service procedures for use in a contact centre
71
CFACC17
Review and develop customer service procedures for use in a contact
centre
Identify and agree organisational aims and objectives that impact on
Performance
criteria
customer service delivery in a contact centre
You must be able to:
P1
Identify organisational business objectives and the contribution made to
them by contact centre operations
P2
Define the service offer of the contact centre and the limits of the
services that can be offered
P3
Classify the types of routine contacts dealt with by the contact centre
P4
Define the customer service objectives of each type of routine contact
P5
Classify the most common non-routine contacts handled by the contact
centre
P6
Define the customer service objectives of the main types of exception
handled by the contact centre
Design procedures for routine contacts through a contact centre
P7
Define the boundaries of each type of routine customer contact
P8
Plot process charts showing the steps involved in dealing with each type
of routine customer contact
P9
Consult front line staff to identify details of how each step in a routine
customer contact should be handled
P10 Prepare guidelines that set out the organisation’s preferred approach to
each step in routine customer contacts
P11 Test and trial procedures and guidelines with stakeholders to ensure that
final edited versions are practical and fit for purpose
Design procedures for non-routine contacts through a contact centre
P12 Identify the main types of non-routine customer contacts that are
common enough or of sufficiently high risk to merit the preparation of
guidelines
P13 Plot the process for each common type of non-routine contact including
referral and responsibility points when contacts must be handled by more
than one person
P14 Consult front line staff, relationship managers and others with
CFACC17 Review and develop customer service procedures for use in a contact centre
72
CFACC17
Review and develop customer service procedures for use in a contact
centre
responsibility for dealing with exceptional contacts to agree details of
how each step should be handled
P15 Prepare guidelines that set out the organisation’s preferred way of
handling each step in non- routine customer contacts
P16 Identify authority levels and limits of discretion for each for each person
involved in dealing with non-routine customer contacts
P17 Test and trial procedures and guidelines to ensure that final edited
versions are practical and fit for purposes
CFACC17 Review and develop customer service procedures for use in a contact centre
73
CFACC17
Review and develop customer service procedures for use in a contact
centre
Knowledge and
understanding
K1
Details of the services and/or products offered or supported by the
You need to know and
understand:
K2
Customer aims and objectives when dealing with the contact centre
K3
Organisational requirements and regulation or legislation that impact on
contact centre
the way contacts can be handled
K4
Organisational customer service aims and objectives and the service
offer of the contact centre
K5
Definition and presentation methods used for customer service
procedures and guidelines within the organisation
K6
Ways of defining authority boundaries for people dealing with customer
service issues and complaints
K7
Techniques for dealing with complex or difficult customer issues
K8
How to define a service offer for a contact centre
K9
Types of customer contact that may be regarded as routine and those
that should be seen as non-routine
K10 Techniques for charting customer service processes as a prelude to
devising procedures and guidelines
K11 The importance of involving operational colleagues in the development of
customer service procedures and guidelines
K12 Approaches to tests and trials of customer service procedures and
guidelines
CFACC17 Review and develop customer service procedures for use in a contact centre
74
CFACC17
Review and develop customer service procedures for use in a contact
centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, procedure design, organisational aims,
guidelines, routine customer contact, non-routine customer contact
CFACC17 Review and develop customer service procedures for use in a contact centre
75
CFACC18
Contribute to basic sales activities in a contact
centre
Overview
What this standard is about
Many contact centres carry out sales activities during their contact with
customers. In some cases, this is the primary purpose of the contact centre
activities and, in other cases, sales are a by-product of support and guidance
being provided to customers. Whichever is the case, direct selling through a
contact centre involves particular competences At its simplest level, making a
sale through a contact centre involves gathering information from a customer
and taking an order for a defined range of services or products.
This standard is about this straightforward selling process and what you must
do to carry out basic sales activities.
CFACC18 Contribute to basic sales activities in a contact centre
76
CFACC18
Contribute to basic sales activities in a contact centre
Performance
criteria
Gather and use specified sales information
P1
Gather information about customers
You must be able to:
P2
Gather information about the services and/or products available for sale
P3
Provide information to customers about the services and/or products that
are available
P4
Collect information from customers that supports potential sales and
helps to identify their needs
P5
Check customer information with customers to ensure that all details are
correct
P6
Keep appropriate records of customers
Make direct sales to customers through a contact centre
P7
Follow organisational procedures to identify your customer
P8
Establish customer needs for potential sales of services and/or products
within your own authority
P9
Record your customer’s needs using your organisation’s systems and
procedures
P10 Check the order you have recorded with your customer
P11 Complete authorisation or payment details to finalise the sale with your
customer
P12 Pass customer contact to a colleague with authority if a sales request is
beyond your authority
CFACC18 Contribute to basic sales activities in a contact centre
77
CFACC18
Contribute to basic sales activities in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The range of services and/or products you can deal with
K2
Regulations or legislation that may impact on the way you deal with
customers
K3
Sources of information about the services or products that you are able
to deal with
K4
The limits of your authority to complete sales transactions
K5
Organisational procedures for establishing customer identity in a contact
centre transaction
K6
What information is needed to complete a sale
K7
Organisational procedures for recording sales details
K8
Organisational procedures for taking payment or establishing order
authority with your customer
K9
Which colleagues can take over a customer transaction when it is
beyond your authority
CFACC18 Contribute to basic sales activities in a contact centre
78
CFACC18
Contribute to basic sales activities in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, sales, direct sales, customer information, products and
services
CFACC18 Contribute to basic sales activities in a contact centre
79
CFACC19
Carry out direct sales activities in a contact centre
Overview
What this standard is about
Many contact centres carry out direct sales activities. Some sales are the
result of incoming contacts from customers. Other sales are the result of
outgoing contacts made from the contact centre. Some sales opportunities
result from general information and support exchanges with customers who
then develop an interest in additional services or products. In any of these
situations you must be familiar with the services and/or products that can be
offered and with sales techniques that enable you to make the most of sales
opportunities that arise.
CFACC19 Carry out direct sales activities in a contact centre
80
CFACC19
Carry out direct sales activities in a contact centre
Performance
criteria
Gather and collate information needed for direct sales activities
P1
Assemble information about the services and/or products available
through direct sales
You must be able to:
P2
Identify sources of additional information about services and/or products
P3
Access customer information held by the contact centre which will
support direct sales activities
P4
Collect information from customers needed to complete a direct sale
P5
Make links between customer information and services or product
information to create sales opportunities
P6
Research potential new customers
Contribute to direct sales activities in a contact centre
P7
Identify services and/or products available for sale and their features and
benefits
P8
Establish customer identity in order to access available customer
information that will support the sales process
P9
Use information expressed by customers to identify possible matches
with available services and/or products
P10 Explain features and benefits of services and/or products to customers
P11 Respond to customer questions and objections
P12 Adapt your sales approach and style to customer preferences
P13 Confirm customer wishes and needs in order to close the sale
P14 Identify and act on cross-selling and up-selling opportunities
Keep sales records relating to direct sales through a contact centre
P15 Identify information about customers and the services and/or products
that should be recorded during the sales process
P16 Retrieve information as required from sales records
P17 Follow organisational procedures to record customer and service and/or
product data during the sales process
P18 Use sales records to summarise information that supports the sales
process
CFACC19 Carry out direct sales activities in a contact centre
81
CFACC19
Carry out direct sales activities in a contact centre
Comply with relevant regulations and legislation during direct sales in a
contact centre
P19 Identify regulatory requirements which impact on direct sales activities
through a contact centre
P20 Follow organisational procedures to ensure compliance with regulations
during direct selling through a contact centre
CFACC19 Carry out direct sales activities in a contact centre
82
CFACC19
Carry out direct sales activities in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
Services and/or products that are available through direct sales
K2
Organisational policies and procedures for direct sales through contact
centre dealings with customers
K3
Regulations and legislation that impact on direct sales through contact
centres
K4
Sources of detailed information about services and/or products
K5
Techniques for linking customer wishes and needs with available
services or products
K6
Features and benefits of services or products
K7
Common objections and questions raised by customers during direct
selling
K8
How to identify cross-selling and up-selling opportunities
K9
Sales records in organisational procedures and how to maintain them
K10 How to retrieve information from organisational sales records
K11 Organisational procedures to ensure compliance with relevant regulation
and legislation impacting on direct selling
K12 How to carry out research for potential new customers
CFACC19 Carry out direct sales activities in a contact centre
83
CFACC19
Carry out direct sales activities in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, sales, direct sales, customer information, products and
services, keeping sales records, regulatory requirements
CFACC19 Carry out direct sales activities in a contact centre
84
CFACC20
Lead direct sales activities in a contact centre team
Overview
What this standard is about
Many contact centres carry out direct sales activities. These may be through
inbound or outbound contacts and may or may not be the primary purpose of a
particular contact. Sales processes may be basic and involve order-taking,
routine involving a defined set of services or products or complex involving
matching customer wishes or needs with any available service and/or product.
Contact centre teamwork supports learning between colleagues especially in
challenging areas such as sales. Sales plans are devised using available
sales, market and customer information and are generally backed by targets
agreed with team members.
CFACC20 Lead direct sales activities in a contact centre team
85
CFACC20
Lead direct sales activities in a contact centre team
Performance
criteria
Carry out sales activities in a contact centre
P1
Access customer and services or product information to prepare for
direct sales activity in a contact centre
You must be able to:
P2
Establish customer wishes and needs through questioning and active
listening
P3
Link customer wishes and needs with available services and/or products
to offer options
P4
Respond to customer questions and objections
P5
Adapt your selling style and technique to mirror customer wishes and
behaviour
P6
Close the sale by agreement with your customer during customer contact
P7
Confirm and record your customer’s order
P8
Ensure compliance with relevant regulation and legislation that impact on
direct sales through a contact centre
Carry out sales analysis leading to plans for sales activities
P9
Assemble sales data collected through direct sales activities in a contact
centre
P10 Analyse sales data against available market and customer data
P11 Analyse services and product data against customer, market and sales
analysis
P12 Summarise results of sales analysis to form the basis for a sales plan
P13 Work with colleagues to agree sales actions designed to fulfil a sales
plan
Lead team direct sales activities in a contact centre
P14 Lead team sales activities by setting up an example dealing with
complex sales contacts in a contact centre
P15 Agree sales targets including cross-selling and up-selling with a contact
centre team
P16 Work with colleagues to develop sales skills and techniques
P17 Monitor team sales performance against agreed targets
P18 Review contact centre team sales performance and approach to identify
CFACC20 Lead direct sales activities in a contact centre team
86
CFACC20
Lead direct sales activities in a contact centre team
opportunities for improving sales performance
P19 Provide encouragement and guidance to team colleagues during sales
activities
CFACC20 Lead direct sales activities in a contact centre team
87
CFACC20
Lead direct sales activities in a contact centre team
Knowledge and
understanding
K1
You need to know and
understand:
K2
Services and/or products available for sale through your contact centre
and their features and benefits
Regulations and legislation that impact on direct sales through a contact
centre
K3
Sales processes and techniques used in your organisation for making
direct sales
K4
Techniques for establishing wishes and needs when selling through a
contact centre
K5
How to make effective links between customer wishes or needs and
available services and/or products
K6
Techniques for overcoming objections and questions from customer
during sales activities
K7
The importance of adapting your style and approach to mirror customer
style and perspective
K8
Sources of sales data from direct selling through a contact centre
K9
Sources of market and customer data from direct selling through a
contact centre
K10 How to analyse and summarise sales, market and customer data
K11 The importance of setting a good example in a contact centre team
dealing with direct sales
K12 How to set sales targets including cross-selling and up-selling
K13 Ways to develop sales skills among colleagues in a contact centre team
K14 Ways to encourage and guide colleagues undertaking sales activities in
a contact centre team
CFACC20 Lead direct sales activities in a contact centre team
88
CFACC20
Lead direct sales activities in a contact centre team
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, sales, direct sales, sales activities, sales analysis, team
leading
CFACC20 Lead direct sales activities in a contact centre team
89
CFACC21
Monitor and oversee direct sales activities in a
contact centre
Overview
What this standard is about
Many contact centres undertake direct sales activities. These may be through
inbound or outbound contacts and may or may not be the primary purpose of a
particular contact. Sales activities can be undertaken by any agent at different
levels and with different experience. Basic, routine and complex sales involve
different team members but all require organisational support and guidance.
Sales information and sales techniques must be kept under constant review
when monitoring reveals the need for change. Analysis and planning are part
of the management process as well as the development of team skills and
support for team members.
CFACC21 Monitor and oversee direct sales activities in a contact centre
90
CFACC21
Monitor and oversee direct sales activities in a contact centre
Performance
criteria
Monitor and review sales information use and sales techniques in a
You must be able to:
P1
contact centre
Organise spot checks and routine monitoring of sales information
gathering
P2
Organise spot checks and routine monitoring of sales techniques being
used
P3
Collect and collate results of sales monitoring processes
P4
Review procedures for sales information collection in the light of
monitoring data
P5
Review sales techniques in use in the light of monitoring data
P6
Identify possible improvements in customer information collection or
sales techniques in use in the contact centre
P7
Implement actions to make improvements in customer information
collection or sales techniques
Analyse sales and devise sales plans for direct sales in a contact centre
P8
Use sales information to analyse sales patterns and trends
P9
Review sales analysis to identify areas for improvement
P10 Report on sales analysis and review to inform and consult on
opportunities for improvements
P11 Implement actions to improve sales performance based on sales
analysis and review
P12 Identify the key elements and components of a sales plan for direct sales
through a contact centre
P13 Create a sales plan for contact centre teams
Develop individual and team sales performance in a contact centre
P14 Review sales analysis and sales plans to identify skills needs for direct
sales in a contact centre
P15 Review individual and team sales skills and performance against skills
needs for teams and individuals
P16 Devise personal development plans to develop individual sales skills in
contact centre staff
CFACC21 Monitor and oversee direct sales activities in a contact centre
91
CFACC21
Monitor and oversee direct sales activities in a contact centre
P17 Devise a team development plan to develop team sales skills in a
contact centre
P18 Implement personal development plans to develop individual sales skills
in a contact centre
P19 Implement a team development plan to develop team sales skills in a
contact centre
CFACC21 Monitor and oversee direct sales activities in a contact centre
92
CFACC21
Monitor and oversee direct sales activities in a contact centre
Knowledge and
understanding
K1
Features and benefits of available services and/or products that impact
You need to know and
understand:
K2
Organisational policy and procedures on direct sales
K3
Regulations and legislation relevant to direct sales in a contact centre
K4
How to organise and carry out spot checks on sales processes K5
on the sales process
How to organise and carry out routine checks on sales activities
K6
Techniques for collecting and collating results of sales monitoring
processes
K7
Techniques for reviewing sales monitoring results and identifying options
for action
K8
Sales analysis and reporting techniques to improve sales performance in
a contact centre
K9
The key components of a sales plan
K10 How to create and implement a personal development plan for sales
skills in a contact centre
K11 How to create and implement a team development plan for sales skills in
a contact centre
CFACC21 Monitor and oversee direct sales activities in a contact centre
93
CFACC21
Monitor and oversee direct sales activities in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, sales, direct sales, sales activities, sales techniques, sales
analysis, performance analysis, sales plans
CFACC21 Monitor and oversee direct sales activities in a contact centre
94
CFACC22
Manage direct sales operations in a contact centre
Overview
What this standard is about
Many contact centres undertake direct sales activities. These may be through
inbound or outbound contacts and may or may not be the primary purpose of a
particular contact. Direct sales activities may involve any staff dealing with
different ranges of services and/or products and different complexities of sale.
Organising and managing direct sales involves ensuring that appropriate
information is gathered and used, analysing sales and reporting on results and
developing sales plans. This must all be approached systematically whether
setting up a new operation or improving current operations. Your role in
organising and managing means that you must be in a position to direct what
happens while involving a team members at all levels across the contact
centre.
CFACC22 Manage direct sales operations in a contact centre
95
CFACC22
Manage direct sales operations in a contact centre
Define sales information and techniques to be used for direct sales
Performance
criteria
through a contact centre
You must be able to:
P1
Identify the sales strategy for a contact centre direct sales operation
P2
Define sales information that is needed to achieve sales objectives
P3
Check that the preferred sales information set can be collected without
hampering sales activities
P4
Define the sales style and techniques to be used to achieve direct sales
objectives
P5
Organise the development of procedures and guidelines for team
members making direct sales through a contact centre
P6
Test procedures and guidelines involving those who carry out sales
activities to ensure they are practical in a contact centre
P7
Monitor supervision and management of direct sales activities during and
after implementation of new procedures
Review sales planning, analysis and reporting techniques for direct sales
through a contact centre
P8
Collate customer, market and sales information relevant to sales
planning
P9
Review current sales plans and methods for devising them
P10 Implement ways of improving sales planning relevant to direct sales
through a contact centre
P11 Identify sales analysis needed to achieve sales objectives and plans
P12 Contribute to the design of sales analysis tools to monitor sales and
improve sales performance in direct selling through a contact centre
P13 Define sales reporting requirements to monitor and improve direct sales
performance in a contact centre
Contribute to the development of organisational sales strategy
P14 Interpret sales information and analysis related to direct sales in a
contact centre and relevant to organisational sales strategy
P15 Identify key features of organisational sales strategy that impact on direct
sales operations through a contact centre
CFACC22 Manage direct sales operations in a contact centre
96
CFACC22
Manage direct sales operations in a contact centre
P16 Recommend developments in sales strategy that would improve overall
sales performance
CFACC22 Manage direct sales operations in a contact centre
97
CFACC22
Manage direct sales operations in a contact centre
Knowledge and
understanding
K1
Strategic aspects of the range of services and/or products covered by
You need to know and
understand:
K2
Current organisational approaches and systems for direct sales
K3
Regulation and legislation that impacts on direct sales operations
contact centre direct sales
through a contact centre
K4
Options for sales strategies for direct sales operations in a contact centre
K5
Techniques for collecting useful sales information through direct sales
activities
K6
How to devise and present effective guidelines for staff making direct
sales through contact centres
K7
Methods for testing guidelines and procedures
K8
Sales planning techniques and the use of market information
K9
Sales analysis techniques and how to specify sales analysis
requirements
K10 Options for sales monitoring tools
K11 Sales reporting techniques and options
K12 How to make clear links between organisational sales strategy and direct
sales operations
K13 Options for making improvements in organisational sales strategy
CFACC22 Manage direct sales operations in a contact centre
98
CFACC22
Manage direct sales operations in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, sales, direct sales, sales activities, sales information, sales
techniques, sales analysis, performance analysis, sales reporting, sales plans,
strategy, management
CFACC22 Manage direct sales operations in a contact centre
99
CFACC23
Communicate information in customer contact
through a contact centre
Overview
What this standard is about
Effective communication is an essential part of contact centre operations. That
communication may involve direct one-to-one contact with a customer and/or
may be communication in writing using any appropriate media. Each of these
communication methods demands particular skills.
CFACC23 Communicate information in customer contact through a contact centre
100
CFACC23
Communicate information in customer contact through a contact centre
Talk to customers on a familiar subject in a familiar contact centre
Performance
criteria
situation
You must be able to:
P1
Greet a customer following organisational guidelines
P2
Describe familiar services and/or products to a customer following
organisational guidelines
P3
Speak to customers in a way that makes them confident about what you
are saying
P4
Use positive language when describing services and/or products in a
contact centre
P5
Display active listening by acknowledging customer comments in your
responses
And/or
Communicate in writing on a familiar subject in a familiar contact centre
situation
P6
Complete written communications to customers following organisational
guidelines
P7
Use organisational formats and guidelines for simple written
communication with customers
P8
Check written communication to customers for spelling, grammar and
organisational conventions before sending
P9
Use positive language in simple written communications with customers
CFACC23 Communicate information in customer contact through a contact centre
101
CFACC23
Communicate information in customer contact through a contact centre
Knowledge and
understanding
K1
You need to know and
understand:
K2
Basic information about the services and/or products offered or
supported by your contact centre
Organisational requirements and external regulations about what can
and cannot be expressed to customers verbally and/or in writing
K3
Information that is best given to customers verbally and/or information
that is best given to customers in writing
K4
Organisational templates for written communication
K5
Organisational guidelines for greeting customers
K6
Ways to talk to customers that make them confident about what you are
saying
K7
The difference between positive and negative language when
communicating with customers verbally and/or in writing
K8
How to demonstrate active listening
K9
Organisational guidelines on written communication
K10 Ways to check grammar and spelling in written communication
CFACC23 Communicate information in customer contact through a contact centre
102
CFACC23
Communicate information in customer contact through a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, oral communication,
written communication
CFACC23 Communicate information in customer contact through a contact centre
103
CFACC24
Communicate information to customers in different
but familiar contexts through a contact centre
Overview
What this standard is about
Effective communication is an essential part of contact centre operations.
Many communications are relatively standard and are covered by
organisational guidelines. Communication with customers can be carried either
verbally and/or in writing and each of these methods demands different skills.
Communication can be in different contexts according to who initiated the
contact and the groups of services and/or products you are dealing with.
CFACC24 Communicate information to customers in different but familiar contexts through a contact centre
104
CFACC24
Communicate information to customers in different but familiar contexts
through a contact centre
Talk to customers on familiar subjects in familiar contact centre
Performance
criteria
situations
You must be able to:
P1
Follow organisational guidelines for greeting and establishing a rapport
with a customer
P2
Describe services and/or products to a customer following organisational
guidelines
P3
Respond to customer questions about services and/or products
P4
Use your voice to vary the tone of your comments to customers and
maintain interest in the services and/or products
P5
Display active listening by acknowledging customer comments in your
responses
and/or
Communicate with customers in writing
P6
Identify when a customer contact situation would benefit from written
communication
P7
Compose written communications to customers following organisational
guidelines
P8
Use recommended formats and layouts for written communication with
customers
P9
Structure written communications to customers so that your meaning is
clear and concise
P10 Review and proofread communications to customers before sending
CFACC24 Communicate information to customers in different but familiar contexts through a contact centre
105
CFACC24
Communicate information to customers in different but familiar contexts
through a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The services and/or products offered or supported by your contact centre
K2
Organisational requirements and external regulations about what can
and cannot be expressed to customers verbally and/or in writing
K3
Information that is best given to customers verbally and/or information
that is best given to customers in writing
K4
Organisational styles and templates for written communication
K5
The differences between positive and negative language
K6
Active listening and how to display it
K7
Organisational procedures and guidelines for communicating with
customers
K8
Frequently asked customer questions about services and/or products
K9
The importance of varying voice tone when talking to customers about
services and/or products from a contact centre
K10 The benefits and drawbacks of communicating with customers by
telephone and/or in writing
K11 And/or the importance of review and proofreading when sending written
communications to customers
CFACC24 Communicate information to customers in different but familiar contexts through a contact centre
106
CFACC24
Communicate information to customers in different but familiar contexts
through a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, oral communication,
written communication
CFACC24 Communicate information to customers in different but familiar contexts through a contact centre
107
CFACC25
Communicate complex information to customers
through a contact centre
Overview
What this standard is about
Effective communication is essential in contact centre operations.
Communication may be through one-to-one conversations and/or in writing.
Communication may also be at a very simple level through to a very complex
level. Organisations set controls on the level of complexity that each team
member is allowed to deal with and the authority they have for dealing with
customers. Team members who are restricted in the complexity of what they
can handle need support and guidance.
CFACC25 Communicate complex information to customers through a contact centre
108
CFACC25
Communicate complex information to customers through a contact
centre
Performance
criteria
Communicate with customers verbally over complex matters
P1
Deal with complex conversations with customers referred by colleagues
who have limited authority
You must be able to:
P2
Initiate conversations with customers about complex matters concerned
with the services and/or products handled by the contact centre
P3
Deal verbally with complex queries initiated by customers about the
services and/or products of the contact centre
P4
Adapt your use of language and vocabulary to meet the needs and
understanding of individuals
P5
Communicate a message to a customer that clearly sets out at least two
alternative viewpoints with their relative merits and drawbacks
and/or
Communicate with customers in writing over complex matters
P6
Deal with complex customer matters in writing referred to you by
colleagues with insufficient authority
P7
Initiate an exchange in writing with a customer about complex
information or issues
P8
Respond in writing to complex queries initiated by customers regarding
services and/or products offered or supported by the contact centre
P9
Adapt your writing style and language to meet customer needs whilst
remaining within organisational guidelines
P10 Explain to a customer in writing the relative merits of at least two
alternative points of view
Set an example and support colleagues who are communicating with
customers through a contact centre
P11 Monitor communication between colleagues and customers for
compliance with organisational guidelines and overall effectiveness
P12 Provide colleagues with feedback and guidance about verbal contacts
with customers and/or provide colleagues with feedback and guidance
about written communication with customer
CFACC25 Communicate complex information to customers through a contact centre
109
CFACC25
Communicate complex information to customers through a contact
centre
Knowledge and
understanding
You need to know and
understand:
K1
The services or products offered or supported by your contact centre
K2
Organisational requirements and external regulations that impact on
communication with customers through the contact centre
K3
Organisational procedures and guidelines on written communication with
customers
K4
The benefits and drawbacks of choosing verbal or written communication
with customers
K5
Limits of authority of colleagues dealing with complex exchanges with
customers
K6
Techniques for adapting language and vocabulary to customer needs
K7
How to present information to customers which offers two clear
alternatives
K8
Formal and informal methods for monitoring communication between
colleagues and customers
K9
Techniques for providing colleagues with feedback and guidance about
verbal communication and/or techniques for providing colleagues with
feedback and guidance about written communication
CFACC25 Communicate complex information to customers through a contact centre
110
CFACC25
Communicate complex information to customers through a contact
centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, oral communication,
written communication, complex information, supporting colleagues
CFACC25 Communicate complex information to customers through a contact centre
111
CFACC26
Coordinate customer communication processes in a
contact centre
Overview
What this standard is about
Effective communication with customers is essential to the success of all
contact centre operations. Choices must be made about how information is
exchanged with customers, the boundaries of what individuals are allowed to
deal with and the style and approach to communication used by the centre.
Communication policy and processes must fit with organisational objectives,
the communication media available to the team and team skills. Procedures
and guidelines promote consistency of approach. Front line individuals
delivering customer service are supported by team leaders as their
communication skills develop.
CFACC26 Coordinate customer communication processes in a contact centre
112
CFACC26
Coordinate customer communication processes in a contact centre
Performance
criteria
Develop customer communication policies in a contact centre
P1
Identify organisational business and customer service objectives
You must be able to:
P2
Review media options available for communication with customers
P3
Evaluate the benefits and costs of choosing different media for
communication with customers
P4
Consult front line customer contact colleagues about the practical needs
of dealing with customer communication
P5
Draft customer communication policies for use in the contact centre
P6
Agree with appropriate management colleagues customer
communication policies for use in the contact centre
Support development of customer service procedures and guidelines for
use by front line colleagues
P7
Work with colleagues to sub-divide policies into types of customer
contact
P8
Link customer communication policy with customer service objectives to
guide development of procedures and guidelines
P9
Audit draft procedures and guidelines for compliance with customer
communication policy
P10 Reconcile customer communication policy with procedures and
guidelines to ensure that they are fit for purpose
Contribute to team skills development to enhance customer service
through effective customer communication in a contact centre
P11 Review team and individual communication skills in the contact centre
context
P12 Contribute to team and individual development plans to advance
communication skills levels
P13 Implement communication skills development plans that contribute to
service levels in the contact centre
P14 Evaluate the contribution of skills development activities to achievement
of communication policy objectives
CFACC26 Coordinate customer communication processes in a contact centre
113
CFACC26
Coordinate customer communication processes in a contact centre
Knowledge and
understanding
K1
The services or products offered or supported by your contact centre
K2
Regulations and legislation that impact on the world of the contact centre
You need to know and
understand:
K3
Organisational procedures and guidelines for front line colleagues
communicating with customers
K4
Organisational business and customer service objectives
K5
The benefits and drawbacks of communicating with customers verbally
and in writing
K6
The importance of involving front line colleagues in review of
communication policies and procedures
K7
The key components of a customer communication policy
K8
Techniques for devising procedures and guidelines for use by front line
staff when communicating with customers
K9
The importance of planning skills development actions at team and
individual levels
K10 Methods for developing team and individual communication skills
CFACC26 Coordinate customer communication processes in a contact centre
114
CFACC26
Coordinate customer communication processes in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, communication, communication policies,
guidelines, procedures development, team skills development
CFACC26 Coordinate customer communication processes in a contact centre
115
CFACC27
Contribute to performance management in a contact
centre
Overview
What this standard is about
Efficiency and effectiveness in contact centres rely on close management of
performance. With defined business objectives, clear procedures and many
repeated transactions the environment is right for active performance
management. Within a contact centre team you and your colleagues must
share ownership of managing your own performance. Organisation systems
and procedures will direct and guide how you contribute to performance
management. Within a team you are expected to monitor performance, provide
colleagues with feedback on performance and work with team colleagues to
improve performance.
CFACC27 Contribute to performance management in a contact centre
116
CFACC27
Contribute to performance management in a contact centre
Performance
criteria
Monitor individual and team performance in a contact centre
P1
Identify organisation procedures and guidelines on monitoring
performance in a contact centre team
You must be able to:
P2
Agree with colleagues how performance will be monitored within the
team
P3
Participate in performance monitoring activities within a contact centre
team
P4
Collate and interpret results of performance monitoring to provide
individual and team feedback
P5
Check individual objectives and development plans alongside results of
performance monitoring
Provide performance feedback to individuals and teams in a contact
centre
P6
Identify performance goals relevant to individual and team performance
P7
Use performance monitoring data to plan feedback for colleagues on
performance in contact centre work
P8
Provide individual feedback to colleagues on performance that is
motivating and clearly identifies areas for improvement
P9
Provide team feedback on performance that is motivating and clearly
identifies areas for improvement
P10 Use feedback to colleagues as part of day to day teamwork to improve
performance
Work with team colleagues to improve performance in contact centre
work
P11 Contribute to the management of change within a team in contact centre
operations
P12 Take actions that balance individual, team and organisational needs
P13 Develop individual and team understanding of how their work contributes
to organisational objectives
P14 Work with contact centre colleagues to devise strategies for dealing with
more pressured work situations
CFACC27 Contribute to performance management in a contact centre
117
CFACC27
Contribute to performance management in a contact centre
P15 Provide buddying and coaching support for colleagues seeking to
improve performance in contact centre work
CFACC27 Contribute to performance management in a contact centre
118
CFACC27
Contribute to performance management in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The services or products offered or supported by your contact centre
K2
Organisational requirements and external regulation and legislation that
impact on contact centre operations
K3
Organisational procedures and guidelines for the delivery of contact
centre services
K4
The importance of active performance management for achieving
effectiveness and efficiency in contact centre operations
K5
Organisational procedures and guidelines on performance monitoring
K6
The importance of agreeing performance monitoring methods with
contact centre colleagues
K7
Techniques for collating and interpreting performance monitoring results
K8
The links between personal development plans and use of performance
monitoring data
K9
How to plan feedback for colleagues relating to performance in contact
centre work
K10 The importance of providing feedback that is both motivational and
identifies actions for performance improvement
K11 Techniques for using feedback on performance within everyday
management
K12 Why changes in contact centre operations need to be managed
K13 The importance of balancing team, individual and organisational
objectives when improving performance in a contact centre
K14 The causes and effects of working under pressure in contact centre
operations
K15 Strategies for helping individuals and teams to work under pressure in
contact centre operations
CFACC27 Contribute to performance management in a contact centre
119
CFACC27
Contribute to performance management in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, performance management, feedback, improving performance,
individuals, teams
CFACC27 Contribute to performance management in a contact centre
120
CFACC28
Manage team and individual performance in contact
centre operations
Overview
What this standard is about
Efficiency and effectiveness in contact centres rely on close management of
performance. With defined business objectives, clear procedures and many
repeated transactions the environment is right for active performance
management. Much of the performance management that takes place is
centred on team members and team leaders who must take responsibility for
their activities in contact centre operations. Overall management of
performance in the contact centre involves organising feedback to team
members, organising individual performance management and managing
change and staff retention for contact centre operations.
CFACC28 Manage team and individual performance in contact centre operations
121
CFACC28
Manage team and individual performance in contact centre operations
Performance
criteria
Organise performance based feedback in a contact centre
P1
Identify a range of routes for obtaining and providing feedback on
performance in contact centre operations
You must be able to:
P2
Work with colleagues within organisational policy to allocate
responsibility for contact centre performance management
P3
Support team and individual initiatives to obtain feedback on
performance from varied sources
P4
Work with colleagues to identify ways to use feedback to improve
performance
Organise team and individual performance improvement activities
resulting from feedback about contact centre operations
P5
Analyse feedback on performance to identify common themes where
there are opportunities for improvement
P6
Work with teams to agree actions for performance improvement
P7
Agree with team leaders strategies for team building and the
improvement of team performance
P8
Monitor performance improvement actions by teams and individuals to
measure outcomes
P9
Coordinate strategies to deal with working under pressure in contact
centre operations
Manage organisational change and employee retention in contact centre
operations
P10 Work with team leaders to identify key changes that require active
management
P11 Develop or adapt procedures and guidelines for contact centre
operations subject to changes
P12 Organise buddying and coaching patterns that contribute to the
management of change in contact centre operations
P13 Identify factors that are influencing staff retention
P14 Seek opportunities to obtain formal and informal feedback on work
satisfaction and reasons for resignation
CFACC28 Manage team and individual performance in contact centre operations
122
CFACC28
Manage team and individual performance in contact centre operations
P15 Advise the organisation on steps that can be taken to improve staff
retention in contact centre operations
CFACC28 Manage team and individual performance in contact centre operations
123
CFACC28
Manage team and individual performance in contact centre operations
Knowledge and
understanding
You need to know and
understand:
K1
The services or products offered or supported by your contact centre
K2
Organisational requirements and external regulation and legislation
relevant to contact centre operations
K3
Organisational procedures and guidelines for contact centre operations
that impact on performance
K4
The importance of ensuring that performance management activities
become part of day to day work and management within contact centre
teams
K5
Different sources and ways of obtaining feedback about performance in
contact centre operations
K6
Roles and responsibilities for performance management actions in
contact centres
K7
Activities that can contribute to performance in contact centre operations
K8
Techniques for analysing performance in contact centre operations
K9
The importance of working with teams to agree actions to improve
performance in contact centre operations
K10 Strategies for team building and development
K11 Ways to measure and monitor performance development actions
K12 Strategies to deal with working under pressure in contact centre
operations
K13 Features of changes that demand active management in contact centre
operations
K14 Techniques for adapting or developing procedures for contact centre
operations
K15 Buddying and coaching techniques to support management of change
K16 Factors that impact on staff retention in contact centre operations
K17 Common reasons for staff turnover which can be mitigated through
management actions
K18 How to present recommendations for actions on staff retention to
management colleagues
CFACC28 Manage team and individual performance in contact centre operations
124
CFACC28
Manage team and individual performance in contact centre operations
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, performance management, feedback, improving performance,
individuals, teams, organisational change, employee retention, management
CFACC28 Manage team and individual performance in contact centre operations
125
CFACC29
Develop and enhance performance management in
a contact centre
Overview
What this standard is about
Efficiency and effectiveness in contact centres rely on close management of
performance. With defined business objectives, clear procedures and many
repeated transactions the environment is right for active performance
management. At a strategic level, performance management involves several
key components. Structuring of performance based feedback, direction of the
performance management process and strategy for change management are
all essential parts of performance management strategy. Strategic actions are
needed to guide management and day to day engagement with performance
management by contact centre team members.
CFACC29 Develop and enhance performance management in a contact centre
126
CFACC29
Develop and enhance performance management in a contact centre
Performance
criteria
Devise and develop strategy for performance based feedback
P1
Review formal and informal sources and methods of obtaining and
sharing feedback on performance of contact centre operations
You must be able to:
P2
Identify alternative methods of obtaining and sharing feedback about
performance in contact centre operations
P3
Evaluate the benefits and drawbacks of available methods of obtaining
and sharing feedback about performance in contact centre operations
P4
Make recommendations for structured collection of feedback on contact
centre performance
P5
Make recommendations for effective use and sharing of feedback with
colleagues involved in delivery of contact centre services
Direct management of the performance management system in a contact
centre
P6
Identify organisational strategies and objectives relevant to performance
management systems
P7
Review existing performance management metrics and systems and
identify features that work well
P8
Consult colleagues about options for development of performance
management strategy appropriate to contact centre operations
P9
Evaluate options for improvements in performance management
systems for contact centre operations
P10 Implement performance management strategy and systems
P11 Monitor performance management systems and strategy against
ongoing development of organisational strategy
Direct strategy for change management in contact centre operations
P12 Review management systems and structures for contact centre
operations
P13 Assess the probable impact on operations of changes that have been
identified
P14 Devise strategies to guide management of change in contact centre
operations
CFACC29 Develop and enhance performance management in a contact centre
127
CFACC29
Develop and enhance performance management in a contact centre
P15 Devise strategies to guide managers of contact centre operations when
teams are under pressure
P16 Monitor staff retention patterns in order to identify management options
for improving work satisfaction
CFACC29 Develop and enhance performance management in a contact centre
128
CFACC29
Develop and enhance performance management in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The services or products offered or supported by your contact centre
K2
Organisational requirements and external regulation and legislation
relevant to contact centre operations
K3
Organisational procedures and guidelines for service delivery in the
contact centre
K4
The importance of strategies and guidance for managers who are
organising contact centre operations
K5
Techniques for reviewing sources and methods of obtaining feedback on
contact centre operations
K6
The benefits and drawbacks of different methods of obtaining feedback
on performance
K7
The importance of sharing feedback on performance effectively with
colleagues
K8
Organisational strategies and objectives relevant to performance
management
K9
Techniques for devising, implementing and using performance
management metrics
K10 Methods for monitoring performance management systems and
strategies against organisational strategy
K11 Techniques for change management
K12 Techniques for managing contact centre teams operating under pressure
K13 Actions available to management teams in contact centres to mitigate
lack of work satisfaction being a reason for staff turnover
CFACC29 Develop and enhance performance management in a contact centre
129
CFACC29
Develop and enhance performance management in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, performance management, feedback, improving performance,
individuals, teams, strategy, systems, change management
CFACC29 Develop and enhance performance management in a contact centre
130
CFACC30
Work with others to support customers in a contact
centre
Overview
What this standard is about
Some contact centre services involve responding to very straightforward
queries or providing basic information. If customer requests go beyond a
defined list of options the query can be referred elsewhere. Responses within
the boundaries of the request options are generally supported with full
information readily available for the member of staff.
CFACC30 Work with others to support customers in a contact centre
131
CFACC30
Work with others to support customers in a contact centre
Performance
criteria
Follow organisational customer service guidelines during customer
You must be able to:
P1
Use agreed greetings and openings for customer conversations
P2
Use communication equipment in a way that establishes and maintains
contact
clear contact with your customer
P3
Deal with customer contact within agreed boundaries and limits of what
can be dealt with
P4
Follow organisational guidelines when concluding a customer contact
Establish and validate customer identity
P5
Request your customer’s name or personal identifier
P6
Follow organisational guidelines to check your customer’s identity and
authority
P7
Inform your customer of what can or cannot be handled if identity is not
correctly confirmed
P8
Identify information that allows you to confirm your customer’s identity
Communicate specified service and product information
P9
Establish precisely what services or products your customer needs
information about
P10 Respond to your customer’s questions about a specific service and/or
product
P11 Give your customer a summary introduction to a specific service and/or
product
P12 Refer your customer elsewhere if they require information outside of your
limits of authority or knowledge
Hand over customer contact to others following organisational
procedures
P13 Recognise when a customer contact should be handled elsewhere
P14 Identify who should deal with a customer contact that you need to pass
on
P15 Explain to your customer why and how you will pass them on to a
CFACC30 Work with others to support customers in a contact centre
132
CFACC30
Work with others to support customers in a contact centre
colleague
P16 Provide as much information as possible about the customer contact to
your colleague before handing the contact over
CFACC30 Work with others to support customers in a contact centre
133
CFACC30
Work with others to support customers in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The services and/or products that you can deal with in customer contact
K2
Basic features and uses of the services and/or products that you can
deal with in customer contact
K3
Organisational procedures for establishing and validating your
customer’s identity
K4
Greetings and opening comments encouraged by your organisation
K5
How to use communication equipment for dealing with customer contacts
K6
The limits of what you can deal with in a customer contact
K7
Sources of service and/or product information that you can use during
customer contact
K8
How and when to escalate a customer contact to a colleague with
greater authority
K9
How to summarise key information about services or products
K10 Listening and questioning techniques to establish precisely what
information your customer requires
K11 Organisational guidelines on use of language and conversations with
customers
CFACC30 Work with others to support customers in a contact centre
134
CFACC30
Work with others to support customers in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, organisational guidelines,
customer identification, product and service information, working with
colleagues
CFACC30 Work with others to support customers in a contact centre
135
CFACC31
Provide support through a contact centre for
specified services and/or products
Overview
What this standard is about
Many contact centres exist to provide customer access and support to do with
services or products that they want or are using. The main business of those
contact centres revolves around one-to-one contact between you and your
customer. In many cases your customer has contacted the centre because
they need information or advice that is not available elsewhere. You need to
be very clear about what services and/or products you can deal with and the
extent of the support you can offer through the contact centre.
CFACC31 Provide support through a contact centre for specified services and/or products
136
CFACC31
Provide support through a contact centre for specified services and/or
products
Performance
criteria
Follow organisational customer service guidelines for customer contact
P1
Use language and conversation following organisational guidelines
You must be able to:
P2
Make use of all key features of communication equipment used for
customer contact
P3
Deal with customer contact across a broad range of services or products
P4
Follow organisational guidelines to comply with relevant regulations or
legislation during customer contact
Establish and validate customer identity
P5
Link your customer’s identity with the organisation’s records
P6
Use organisational authorisation procedures to confirm your customer’s
identity and authority
P7
Follow organisational procedures to record any departure from the
standard authorisation pattern
P8
Explain to your customer the reasons for the authorisation procedures
Support customer needs for information and decisions about services or
products
P9
Communicate information to customers about a range of services or
products
P10 Respond to customer’s queries about a range of services or products
P11 Maintain and update your own knowledge about a range of services or
products
P12 Support customers who are making decisions about services and/or
products
P13 Offer customers options for different actions about services or products
P14 Resolve routine customer requests or problems within your own level of
authority
P15 Refer customer requests or problems to a colleague with authority when
you cannot deal with the matter
CFACC31 Provide support through a contact centre for specified services and/or products
137
CFACC31
Provide support through a contact centre for specified services and/or
products
Knowledge and
understanding
You need to know and
understand:
K1
The services and/or products that you can deal with in customer contact
K2
Features and uses of the services and/or products you can deal with in
customer contact
K3
Ways of maintaining and updating your knowledge and understanding of
services and/or products
K4
Your own level of authority for dealing with customer contacts about a
range of services and/or products
K5
Organisational guidelines for language and conversation when in contact
with customers
K6
How to use key features of communication equipment when in contact
with customers
K7
Regulations and legislation that impact on your contact with customers
K8
Organisational procedures for recording details of contact with customers
K9
Reasons why the organisation’s procedure are necessary
K10 Permitted ways to guide customers making decisions about services
and/or products
K11 Options available to your customers when making decisions about
services and/or products
K12 Who to refer customers to when a request or problem is outside of your
authority
K13 Organisational guidelines on use of language and conversations with
customers
CFACC31 Provide support through a contact centre for specified services and/or products
138
CFACC31
Provide support through a contact centre for specified services and/or
products
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, organisational guidelines,
customer identification, customer support, product and service information
CFACC31 Provide support through a contact centre for specified services and/or products
139
CFACC32
Support customers and collegues when providing
contact centre services
Overview
What this standard is about
Many contact centres exist to provide information and support to customers
using a range of services or products. Providing that support requires detailed
knowledge and understanding of the services and/or products together with the
communication skills to deal with customers. It also involves teamwork so that
colleagues learn from each other as the organisation gains experience and
services and/or products develop. You need to have experience and some
senior authority to be able to support colleagues learning as well as dealing
with more complex customer matters.
This standard is about operating in a support role for all types of customer
queries and also working with colleagues to advance their learning.
Who this standard is for
This standard is for Senior Agents, Team Leaders and those with responsibility
for coaching or ‘buddying’ a colleague.
CFACC32 Support customers and collegues when providing contact centre services
140
CFACC32
Support customers and collegues when providing contact centre
services
Performance
criteria
Handle any customer contact
1.
Follow organisational guidelines for identifying and validating customer
identity
You must be able to:
2.
Deal with difficulties concerning customer identification or personal
security in customer contacts
3.
Support colleagues dealing with customer identification matters
Communicate information about services or products
4.
Give customers an overview of services or products following
organisational guidelines for language and conversation
5.
Deal with complex customer requests and queries regarding services
and/or products
6.
Follow organisational guidelines on assisting customers with decisions
about services or products within relevant regulations or legislation
7.
Support colleagues when making decisions about services or products
for their customers
Contribute to dealing with complex requests and customer problems
8.
Accept referred customer contacts from colleagues who have reached
the limit of their authority
9.
Resolve requests and problems within your own authority
10.
Refer customer requests or problems to a colleague with greater
authority when you cannot deal with the matter
11.
Follow organisational procedures to register and record customer
problems and complaints
12.
Support colleagues dealing with routine requests and problems within
their own authority
Monitor compliance with organisational requirements for customer
contacts
13.
Explain organisational requirements and constraints on customer
contacts and the reasons for them
CFACC32 Support customers and collegues when providing contact centre services
141
CFACC32
Support customers and collegues when providing contact centre
services
14.
Work with colleagues to monitor compliance with organisational
requirements for customer contacts
15.
Support colleagues increasing their understanding of organisational
requirements for customer contacts
16.
Take appropriate action within your own authority to deal with any
breach of company requirements for customer contacts
CFACC32 Support customers and collegues when providing contact centre services
142
CFACC32
Support customers and collegues when providing contact centre
services
Knowledge and
understanding
K1
You need to know and
understand:
K2
The services and/or products of your organisation, their features and
benefits
Sources of information about your organisation’s services and/or
products
K3
Techniques to assist you and your colleagues in updating and
maintaining your knowledge and understanding of services and/or
products
K4
Your own level of authority for dealing with customer requests and
problems
K5
Organisational systems for identification and personal security of
customers
K6
How to summarise key features and uses of services and/or products for
customers
K7
Techniques for buddying and assisting colleagues with their handling of
customer contacts
K8
Organisational guidelines on assistance, guidance and advice to
customers about services and/or products
K9
Referral points and limits of authority for dealing with customer problems
and complaints
K10 Organisational requirements and constraints on customer contacts and
the reasons for them
CFACC32 Support customers and collegues when providing contact centre services
143
CFACC32
Support customers and collegues when providing contact centre
services
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, customer support,
product and service information, complex customer service requests, customer
service problems, organisational requirements, support colleagues
CFACC32 Support customers and collegues when providing contact centre services
144
CFACC33
Review and maintain customer support operations
in a contact centre
Overview
What this standard is about
The core activity for most contact centres is dealing with customers one-to-one.
Many contact centres provide support for customers using services or products
and needing information or guidance. Formal or informal guidelines are agreed
by organisations to inform staff of how the organisation expects them to deal
with customers. Problems or complaints require special attention. There must
also be review of customer contacts from time to time so that improvements
can be made.
This standard is about taking an overview of the customer support and
customer contact process to deal with more difficult situations, check use of
organisational guidelines and check compliance with preferred working
practices.
Who this standard is for
This standard is for Section Managers working in contact centres.
CFACC33 Review and maintain customer support operations in a contact centre
145
CFACC33
Review and maintain customer support operations in a contact centre
Performance
criteria
Review customer contact activities and implement changes
P1
Carry out spot checks on customer contact to test compliance with
organisational guidelines
You must be able to:
P2
Organise an audit of working practice in customer contact activities
P3
Identify organisational aims relating to customer contact activities
P4
Consult agents about audit or spot check results to agree areas for
change and improvement
P5
Implement agreed changes and improvements to customer contact
activities
Handle customer complaints relating to customer contacts or services
and/or products
P6
Accept referral of complaints from colleagues who do not have the
authority to deal with them
P7
Establish the precise nature of the complaint through exchanges with the
customer
P8
Identify options for dealing with the complaint and the advantages and
disadvantages of each for the customer and the organisation
P9
Follow the chosen or agreed option to resolve the complaint
P10 Record the closure of the complaint
P11 Review the complaint and resolution to identify and record any
organisational learning
Ensure compliance with organisational and regulatory requirements
P12 Confirm key organisational and regulatory requirements relating to
customer contact activities
P13 Assess the risk associated with non-compliance with each key
requirement relating to customer contact activities
P14 Work with team members to ensure compliance with all key
organisational and regulatory requirements for customer contact
activities
CFACC33 Review and maintain customer support operations in a contact centre
146
CFACC33
Review and maintain customer support operations in a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The services and/or products supported by the contact centre
K2
Organisational procedures and guidelines relevant to customer contact
activities
K3
Regulations and legislation relevant to customer contact activities in a
specific contact centre
K4
How to organise and carry out spot checks on customer contact activities
K5
Plans and procedures for customer service audits to cover all aspects of
customer contact through a contact centre
K6
Organisational aims that impact on customer contact
K7
Motivation and the benefits of balanced audits about service audits
K8
Organisational definition of a complaint and how complaints should be
handled
K9
Limits of authority and referral points to deal with customer problems or
complaints
K10 The importance of keeping comprehensive records of customer
problems and complaints and how they have been resolved
K11 Techniques for identifying and evaluating options for actions to deal with
customer problems and complaints
K12 Risk assessment techniques applied to regulatory requirements in
customer service
K13 Buddying and learning support activities to work with colleagues and
encourage development
CFACC33 Review and maintain customer support operations in a contact centre
147
CFACC33
Review and maintain customer support operations in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, organisational
requirements, customer complaints
CFACC33 Review and maintain customer support operations in a contact centre
148
CFACC34
Manage the provision of customer support through
a contact centre
Overview
What this standard is about
The core activity of a contact centre involves one-to-one contact between an
agent and a customer. Many contact centres exist to support customers
seeking information and help connected with services or products. Each
individual contact is supported by systems and guidelines that must all work
together to assist the agent in their customer contact. Those systems and
guidelines must be devised, maintained and developed with responsibility taken
for their management and clear links with organisational aims and strategies.
This standard is about the management of customer support systems and the
staff who deliver them.
Who this standard is for
This standard is for Contact Centre Managers.
CFACC34 Manage the provision of customer support through a contact centre
149
CFACC34
Manage the provision of customer support through a contact centre
Performance
criteria
Form clear links between organisational strategy and customer systems
You must be able to:
P1
and guidelines
Identify the critical strategic aims that impact on customer support for
services and/or products
P2
Identify the service offer of the contact centre regarding information and
guidance for customers about services and/or products
P3
Collate information about systems and guidelines that support staff when
dealing with customer contacts
P4
Identify aspects of systems and guidelines that may benefit from review
and the reasons why there may be benefit
Review and update service provision in support of customers using
services and/or products
P5
Collect information about current performance in the provision of support
for customers
P6
Analyse current performance by comparing observations with systems
and guidelines
P7
Review specific aspects of customer contact relating to identification and
security
P8
Review specific aspects of customer contact relating to communication
with customers
P9
Review specific aspects of customer contact relating to dealing with
problems and complaints
P10 Identify actions to improve customer contact through changes to systems
or guidelines
Motivate and develop staff who deal directly with customer contact
P11 Identify areas where staff development can impact on standards of
customer support
P12 Plan and implement activities to develop staff in order to improve support
provided during customer contact
P13 Use organisational initiatives which motivate staff to support staff
development
CFACC34 Manage the provision of customer support through a contact centre
150
CFACC34
Manage the provision of customer support through a contact centre
Ensure compliance with organisational and regulatory requirements
during customer contact
P14 Identify key organisational and regulatory requirements that impact on
customer contact activities
P15 Assess the probability and consequences of non-compliance with
organisational or regulatory requirements
P16 Define checks that test compliance with organisational and regulatory
requirements
P17 Organise checks of compliance with organisational and regulatory
requirements during customer contact
P18 Organise actions to reduce risks of non-compliance with organisational
and regulatory requirements during customer contact
CFACC34 Manage the provision of customer support through a contact centre
151
CFACC34
Manage the provision of customer support through a contact centre
Knowledge and
understanding
K1
You need to know and
understand:
K2
The services and/or products supported by customer contact through the
contact centre
Organisational aims relevant to customer support through the contact
centre
K3
Regulations and legislation that impact on customer support through the
contact centre
K4
Organisational procedures and guidelines for customer identification and
validation
K5
Organisational procedures and guidelines for communication with
customers during contact centre activities
K6
Organisational procedures and guidelines for dealing with customer
problems and complaints
K7
Techniques for reviewing and developing customer service systems and
guidelines
K8
Methods of developing staff skills in delivering effective customer support
in a contact centre
K9
Options for motivating contact centre staff
K10 Risk assessment techniques that can be applied to compliance risks in a
contact centre
K11 The importance of assessing both probability and consequences of risks
K12 Options for actions to mitigate compliance risks
CFACC34 Manage the provision of customer support through a contact centre
152
CFACC34
Manage the provision of customer support through a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, customer service, customer contact, organisational guidelines,
customer support, product and service information, organisational
requirements, regulatory requirements
CFACC34 Manage the provision of customer support through a contact centre
153
CFACC35
Contribute to resource plan development in contact
centre operations
Overview
What this standard is about
Contact centre activity is subject to constant variation in volume. Monitoring of
activity levels and types of contact provides vital information for resource
planning. Demand forecasts are at the heart of resource planning which must
involve communication and interaction with colleagues. It is only with that
information and contacts that resource scheduling and planning can be
effective.
CFACC35 Contribute to resource plan development in contact centre operations
154
CFACC35
Contribute to resource plan development in contact centre operations
Performance
criteria
Produce demand forecasts for contacts handled by contact centre teams
P1
Identify metrics that properly represent demand for contact centre
services
You must be able to:
P2
Monitor short term demand to analyse immediate resource needs for
contact centre staff
P3
Apply forecasting techniques to predict demand for contact centre
resources
P4
Assess confidence limits of demand predictions
P5
Identify employee data on available resources to match against demand
forecasts
P6
Identify anticipated changes in demand for contact centre resources and
the key reason for those
Communicate resource information to appropriate colleagues
P7
Summarise demand information to identify the key issues in resource
planning
P8
Summarise information about available resources to meet contact centre
demand
P9
Explain demand forecasts to colleagues and the reasons for any
anticipated changes
P10 Consult colleagues about different options for ensuring that resources
can be deployed to meet demand
P11 Brief colleagues on demand trends and forecasts, resource availability
and implications for meeting organisational objectives
Carry out scheduling and staffing activities
P12 Analyse demand forecasts to identify resource requirements in a contact
centre area
P13 Identify staff availability, constraints and preferences for work scheduling
P14 Analyse scheduling requirements within overall demand forecasts
P15 Use appropriate planning tools to create resource plans
P16 Modify schedules to meet identified changes in demand
CFACC35 Contribute to resource plan development in contact centre operations
155
CFACC35
Contribute to resource plan development in contact centre operations
Knowledge and
understanding
You need to know and
understand:
K1
The services or products offered or supported by your contact centre
K2
Organisational requirements and external regulation and legislation
relating to resource development
K3
Organisational procedures and guidelines relating to resource
development
K4
The importance of resource planning in the context of efficient and
effective contact centre operations
K5
Metrics that can be used to represent demand in a contact centre
K6
Techniques for monitoring and analysing immediate resource needs in a
contact centre
K7
Forecasting techniques suitable for predicting demand for contact centre
resources
K8
The importance of using confidence limits in demand forecasts in contact
centres
K9
Types of employee and work record data that can be held
K10 Ways of using employee data and work records to contribute to resource
planning in a contact centre
K11 Sources of information that enable you to predict changes in demand
and identify the reasons for them
K12 Techniques for summarising demand data and resource information for
communication to colleagues
K13 The importance of communicating with colleagues about contact centre
demand levels, resource availability and resource plans
K14 Techniques for identifying different options for meeting resource
demands
K15 Methods of briefing colleagues about resource plans
K16 Planning tools for resource scheduling
K17 The importance of considering staff availability, constraints and
preferences when carrying out work scheduling
CFACC35 Contribute to resource plan development in contact centre operations
156
CFACC35
Contribute to resource plan development in contact centre operations
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, demand forecasts, resource planning, communication,
scheduling, staffing
CFACC35 Contribute to resource plan development in contact centre operations
157
CFACC36
Manage resource planning and improvement of
resource allocation in a contact centre
Overview
What this standard is about
Contact centre activity is subject to constant variation in volume. Monitoring of
activity levels and types of contact provides vital information for resource
planning. Resource planning is carried out by people in different roles. It
involves producing demand forecasts which are shared with all appropriate
colleagues and organising staffing activities that are appropriately resourced.
Resourcing policies must also be developed to meet changing requirements.
CFACC36 Manage resource planning and improvement of resource allocation in a contact centre
158
CFACC36
Manage resource planning and improvement of resource allocation in a
contact centre
Devise and develop organisational approaches to demand forecasting in
Performance
criteria
a contact centre
You must be able to:
P1
Review organisational approaches to demand forecasting
P2
Identify organisational strategy and objectives that provide pointers for
future demand levels
P3
Identify alternative approaches to demand forecasting that may be
considered
P4
Review demand forecasting tools and the use of confidence limits to
assess their suitability for organisational objectives
P5
Specify and implement actions to adapt demand forecasting methods
Specify and allocate resources to meet demand in a contact centre
P6
Identify what resources are available for deployment in a contact centre
P7
Analyse demand forecasts to identify what resources are required
P8
Work with colleagues to specify and allocate resources
P9
Agree on resource demands and factors that influence your freedom to
allocate and deploy resources in any particular combination and
schedule pattern
P10 Allocate and deploy resources in the contact centre in a way that
optimises efficiency and effectiveness
Contribute to the development of resource policies in a contact centre
P11 Identify current organisational resource policies in the light of
organisational objectives
P12 Review organisational resource policies in the light of organisational
objectives
P13 Consult with colleagues regarding resource policies and the possible
need for any developments
P14 Recommend and agree changes to organisational resource policies
CFACC36 Manage resource planning and improvement of resource allocation in a contact centre
159
CFACC36
Manage resource planning and improvement of resource allocation in a
contact centre
Knowledge and
understanding
K1
You need to know and
understand:
K2
The services or products offered or supported by contact centre
operations
Organisational requirements and external regulation or legislation that
impact on contact centre operations
K3
Organisational procedures and guidelines relating to resource
requirements
K4
Organisational strategies and objectives that may impact on resource
planning
K5
Methods of demand forecasting for contact centre operations
K6
Uses of confidence limits in demand forecasting for contact centres
K7
Factors to consider when identifying resources available for contact
centre operations
K8
Techniques for specifying and allocating resources in contact centre
operations
K9
The importance of reaching agreement with colleagues on allocation and
deployment of resources
K10 The influence that allocation and deployment of resources can have on
efficiency and effectiveness in contact centre operations
K11 Presentation and expression of resource policies in a way that
communicates clearly and practically
K12 Techniques for managing changes in resource policies for contact centre
operations
CFACC36 Manage resource planning and improvement of resource allocation in a contact centre
160
CFACC36
Manage resource planning and improvement of resource allocation in a
contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, demand forecasts, resource planning, resource allocation,
resource policies
CFACC36 Manage resource planning and improvement of resource allocation in a contact centre
161
CFACC37
Coordinate resource planning strategy in a contact
centre
Overview
What this standard is about
Contact centre activity is subject to constant variation in volume. Monitoring of
activity levels and types of contact provides vital information for resource
planning. Organisational strategy sets the service offer of the contact centre
which has direct implications for the level of resourcing that is required. The
anticipated volumes of activity also have a direct influence on resourcing and
soothe accuracy and validity of those forecasts is critical. By combining these
two aspects of contact centre strategy, policies can be formed or updated.
This standard is about your strategic role in forming a resourcing policy that
makes a real contribution to efficiency and effectiveness in the contact centre.
CFACC37 Coordinate resource planning strategy in a contact centre
162
CFACC37
Coordinate resource planning strategy in a contact centre
Review contact centre strategy from the viewpoint of demand and
Performance
criteria
resource implications
You must be able to:
P1
Identify business strategy that may impact on resourcing policies for a
contact centre
P2
Use existing resource planning and allocation policies to assess the
practicality of business strategy
P3
Agree with appropriate colleagues resource policies and associated
techniques that need reviewing and possibly updating
Review and update the scope of forecasting techniques and procedures
for communicating resource information
P4
Define the strategic importance and objectives of demand forecasting
P5
Review demand forecasting techniques and tools currently in use to
evaluate their effectiveness and contribution to contact centre operations
P6
Review methods used to communicate demand information within the
organisation
P7
Consult with colleagues regarding possible developments of methods for
demand forecasting and internal communication of results
P8
Make agreed recommendations and implement changes in demand
forecasting and communication of results
Define organisational policies for resource management including
staffing and work scheduling in a contact centre
P9
Review organisational policies for resourcing, scheduling and staffing
activities
P10 Identify areas in which resourcing, scheduling and staffing policies meet
and diverge from organisational strategy or objectives
P11 Consult colleagues about options for improvement of resourcing,
scheduling and staffing policies
P12 Define or revise organisational resourcing, scheduling and staffing
policies following agreed principles
CFACC37 Coordinate resource planning strategy in a contact centre
163
CFACC37
Coordinate resource planning strategy in a contact centre
Knowledge and
understanding
K1
You need to know and
understand:
K2
The services or products offered or supported by contact centre
operations
Organisational requirements and external regulation or legislation that
impact on contact centre operations
K3
Organisational procedures and guidelines relating to contact centre
operations
K4
The importance of resource planning to match demand forecasts with
organisational strategy overall
K5
Features of business strategy that impact most clearly on resource
planning
K6
The importance of creating resource planning and management policies
that are practical to implement
K7
The reasons why colleagues should be involved in review and update of
resource planning and management development
K8
Techniques for communicating demand forecasts and resource plans
effectively to contact centre staff
K9
Methods for designing and presenting organisational policies for demand
forecasting and resource management
K10 The links between demand forecasting, resource planning and staffing
requirements in a contact centre
CFACC37 Coordinate resource planning strategy in a contact centre
164
CFACC37
Coordinate resource planning strategy in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, demand forecasts, resource planning, resource policies,
business strategy, organisational policies, staffing
CFACC37 Coordinate resource planning strategy in a contact centre
165
CFACC38
Deal with incidents through a contact centre
Overview
What this standard is about
Some contact centres have specific responsibilities for dealing with emergency
contacts. This involves contacts where the person expects the contact centre
to be immediately responsive. The work demands close attention to previously
established procedures that are designed to identify what is needed as quickly
and accurately as possible. That is followed by effective and controlled
communication with those who can respond quickly and provide the help that
has been requested.
CFACC38 Deal with incidents through a contact centre
166
CFACC38
Deal with incidents through a contact centre
Handle incidents through a contact centre following organisational
Performance
criteria
procedures
You must be able to:
P1
Respond to incoming contacts in a calm and controlled manner
P2
Record the contact in an incident log for use throughout management of
the incident
P3
Gather and record information from the contact following organisational
procedures
P4
Follow organisational procedures to assess and prioritise reported
incidents
P5
Pass accurate and concise contact information to those responsible for
incident actions following organisational procedures
P6
Respond to requests for information or further incident management
actions from those taking action
P7
Follow organisational procedures to give advice to incoming contacts
P8
Respond to changing circumstances in an incident by escalating incident
response when appropriate following organisational procedures
Use communication systems to deploy resources in incident
management
P9
Follow organisational procedures when communicating with external
organisations and agencies regarding an incident
P10 Use voice or data options to communicate with those actioning incidents
P11 Follow agreed and accepted conventions of style and approach when
using different communication media during incident management
P12 Use standard wording and codes when communicating with those
actioning incident management
CFACC38 Deal with incidents through a contact centre
167
CFACC38
Deal with incidents through a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The incident management services offered by the contact centre
K2
The command structure used by emergency services and/or utility
companies
K3
Organisational requirements and external regulation or legislation that
impact on incident management through a contact centre
K4
Organisational procedures for handling reported incidents and how they
can be accessed
K5
Organisational procedures for recording information in an incident log
K6
What information is relevant to those actioning incident management and
to external organisations and agencies that become involved
K7
The purpose and use of decision paths for obtaining information from
contacts
K8
How to determine the nature of response to a contact and the
appropriate allocation of resources to that response
K9
When and how to communicate with external organisations and agencies
K10 How to maintain control of a conversation
K11 How to identify potential major/critical incidents
K12 The boundaries of a contact incident that justify actions being escalated
to different levels of response
K13 The organisational procedures for responding to potential major/critical
incidents
K14 The nature and limits of instructions and advice that can be passed on to
a contact reporting an incident
K15 How and when to use communication technology in incident
management
K16 Standard wording and codes used by the organisation when dealing with
incident management
K17 Techniques for assessing and prioritising incidents
K18 Techniques for coordination of information and communication
technology
K19 The type and extent of resources available for deployment in incident
management
CFACC38 Deal with incidents through a contact centre
168
CFACC38
Deal with incidents through a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, incident management, organisational procedures,
communication systems, resources deployment, emergency services
CFACC38 Deal with incidents through a contact centre
169
CFACC39
Manage incidents referred to a contact centre
Overview
What this standard is about
Some contact centres have specific responsibilities for dealing with emergency
contacts. This involves contacts in which the person expects and/or demands
the contact centre to be immediately responsive. Each organisation has well
defined procedures designed to identify what is needed as quickly and
accurately as possible. These procedures need to be followed closely as they
have been developed in close consultation with those responding to incident
requests and customers. Managing incidents involves following appropriate
procedures, selecting and deploying resources using the correct
communication channels and providing guidance to colleagues on incident
handling and management.
This standard is about your role in handling incidents and taking responsibility
for deploying available resources using appropriate communication systems.
The role also involves supporting colleagues by providing guidance.
CFACC39 Manage incidents referred to a contact centre
170
CFACC39
Manage incidents referred to a contact centre
Performance
criteria
You must be able to:
Identify and use organisational procedures to manage incidents
P1 Assess incoming incidents to identify organisational procedures that
address the contact needs
P2 Respond to incoming contacts relating to incidence in accordance with
organisational guidelines
P3 Ensure that the correct legislation and organisational policies have been
followed to manage the incident reported in the contact
Use appropriate communication channels to deploy resources to deal
with reported incidents
P4 Select resources that are immediately available to deal with an incident
reported by a contact
P5 Select a method to communicate with the resources you have selected to
deal with the incident
P6 Communicate with resources you wish to deploy to deal with an incident
using the most appropriate communication media
P7 Specify the response needed from resources that have been deployed to
deal with an incident
P8 Monitor the management of the incident by deployed resources and
provide any additional support needed
P9 Deal with queries and/or complaints regarding the handling of contacts
about incidents that must be managed
Provide guidance to colleagues on incident management
P10 Identify areas in which colleagues need support and guidance in incident
management
P11 Agree with colleagues buddying and coaching activities that will provide
them with support
P12 Carry out buddying or coaching activities with colleagues to support their
development in handling incident management
P13 Review support work with colleagues handling contacts about incident
management
P14 Ensure that review of incident management results in actions to improve
team performance
CFACC39 Manage incidents referred to a contact centre
171
CFACC39
Manage incidents referred to a contact centre
Knowledge and
understanding
You need to know and
understand:
K1
The incident management services offered by the contact centre
K2
Organisational requirements and external regulation or legislation that
impact on incident management through a contact centre
K3
Organisational procedures for handling reported incidents and how they
can be accessed
K4
Methods of assessing incoming contacts for incident management
K5
Methods for controlling the conversation
K6
The importance of clear communication through the most appropriate
channel with those who will be handling the incident
K7
Ways of monitoring the actions of those deployed to deal with the
incident
K8
Buddying and coaching techniques for providing support to colleagues
K9
Procedures for dealing with queries and complaints and the limits of your
responsibilities in that area
K10 The importance of reviewing incident management results in order to
improve performance
CFACC39 Manage incidents referred to a contact centre
172
CFACC39
Manage incidents referred to a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, incident management, organisational procedures,
communication systems, resources deployment, support colleagues,
emergency services
CFACC39 Manage incidents referred to a contact centre
173
CFACC40
Manage Incident Management Systems in a contact
centre
Overview
What this standard is about
Many contact centres handle contacts reporting an incident and requiring work
with the emergency services and/or utilities. These contacts generally involve
an exchange between a person who expects the contact centre to be
immediately responsive and somebody wishing to pass on accurate and
complete information as quickly as possible. These incidents are handled by
staff with varying levels of discretion and authority to ensure that the contact
centre’s services are delivered effectively and efficiently. Calls requiring
incident management can be very complex and organisational procedures
should attempt to cover all the possibilities that might be faced. All of these
processes must be managed through guidance for those operationally involved,
review of incident management effectiveness and strategy review and
development.
CFACC40 Manage Incident Management Systems in a contact centre
174
CFACC40
Manage Incident Management Systems in a contact centre
Performance
criteria
Provide control and guidance to ensure effective incident management
You must be able to:
P1
through a contact centre
Monitor the handling of contacts leading to incident management needs
to ensure compliance with organisational procedures
P2
Monitor incident management resulting from contacts with the contact
centre
P3
Analyse monitoring data about the handling of contacts and incident
management
P4
Take management actions to address any operational issues presented
by analysis of monitoring data
Review the effectiveness of incident management in the contact centre
P5
Identify the boundaries of procedures to deal with contacts requiring
incident management
P6
Consult colleagues regarding the effectiveness and need for
development in incident management procedures
P7
Identify records and metrics that demonstrate the performance of
incident management systems in the contact centre
P8
Review the effectiveness of the management of active incidents by the
contact centre
P9
Make recommendations for retention of procedures that work well and
changes to procedures that need improvement in relation to incident
management by the contact centre
P10 Work with colleagues to implement agreed changes in incident
management procedures
Contribute to the development of organisational strategy in a contact
centre
P11 Identify aspects of organisational strategy affected by or impacting on
incident management in the contact centre
P12 Collate evidence of the need for changes in incident management to
assess their implications for organisational strategy
P13 Work with colleagues to develop recommendations for ongoing review of
CFACC40 Manage Incident Management Systems in a contact centre
175
CFACC40
Manage Incident Management Systems in a contact centre
organisational strategy to take account of developments in incident
management by the contact centre
CFACC40 Manage Incident Management Systems in a contact centre
176
CFACC40
Manage Incident Management Systems in a contact centre
Knowledge and
understanding
K1 The services offered by the contact centre leading to incident
You need to know and
understand:
K2 Organisational requirements and external regulation or legislation that
management
impact on incident management through a contact centre
K3 Organisational procedures and guidelines for dealing with contacts
leading to incident management
K4 What resources are available to be deployed for incident management
K5 Methods of monitoring contact handling leading to incident management
K6 Techniques for analysing data and metrics relating to the handling of
contacts leading to incident management
K7 Ways of assessing the effectiveness of incident management in a
contact centre
K8 The importance of defining clearly the boundaries of procedures dealing
with incident management and contact centre responsibilities in that
regard
K9 The importance of consultation with colleagues regarding possible
changes in procedures
K10 Techniques for reviewing the effectiveness of incident management
K11 Organisational strategy relevant to incident management by the contact
centre
CFACC40 Manage Incident Management Systems in a contact centre
177
CFACC40
Manage Incident Management Systems in a contact centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, incident management, organisational strategy, emergency
services
CFACC40 Manage Incident Management Systems in a contact centre
178
CFACC41
Coordinate and develop strategy for incident
management by a contact centre
Overview
What this unit is about
Many contact centres handle contacts reporting an incident and requiring work
with the emergency services and/or utilities. These contacts generally involve
an exchange between a person who expects immediate attention and
somebody wishing to pass on accurate and complete information as quickly as
possible. These contacts are handled by staff with varying levels of discretion
and authority to ensure that the contact centre’s services are delivered
effectively and efficiently. Calls requiring incident management can be very
complex and organisational procedures should attempt to cover all the
possibilities that might be faced. All of these operational requirements must be
coordinated and must be underpinned by sound strategy.
CFACC41 Coordinate and develop strategy for incident management by a contact centre
179
CFACC41
Coordinate and develop strategy for incident management by a contact
centre
Develop organisational strategy for incident management by the contact
Performance
criteria
centre
You must be able to:
P1
Identify aspects of organisational strategy that impact on contact centre
management of incidents
P2
Define the key strategic aims of the incident management service offered
by the contact centre
P3
Consult colleagues to assess the implications of bringing together
incident management strategy and organisational strategy
P4
Devise a strategy for incident management that informs operational
policies and procedures
P5
Ensure that all appropriate colleagues are briefed and fully informed
about incident management strategy
Develop and implement organisational procedures for incident
management in a contact centre
P6
Convert key strategic objectives of incident management into operational
objectives and work flows
P7
Consult colleagues involved in incident management operations about
the practicalities needed for incident management procedures
P8
Draft incident management procedures that include checks and balances
to ensure they are followed
P9
Test draft procedures to identify operational needs for adjustments
P10 Finalise and agree incident management procedures
Coordinate and control use of organisational procedures
P11 Work with colleagues who have responsibility for incident management
to monitor use of organisational procedures
P12 Interpret the results of monitoring incident management
P13 Make recommendations and implement appropriate actions when
monitoring indicates that procedures are not being followed or need
updating
CFACC41 Coordinate and develop strategy for incident management by a contact centre
180
CFACC41
Coordinate and develop strategy for incident management by a contact
centre
Knowledge and
understanding
K1
You need to know and
understand:
K2
The services offered by the contact centre undertaking incident
management
Organisational requirements and external regulation or legislation that
impact on incident management through a contact centre
K3
Organisational procedures and guidelines for dealing with incident
management
K4
Organisational strategy relevant to the operation of incident management
through a contact centre
K5
Techniques for defining key strategic aims of contact centre operations
K6
The importance of consulting colleagues about the practicality of
strategies that might be proposed
K7
Techniques for briefing and informing colleagues about operational
procedures
K8
How to convert strategic objectives into practical operational objectives
K9
The importance of including checks and balances in procedures to
ensure that the are followed
K10 Methods for testing procedures and making adjustments where
appropriate
CFACC41 Coordinate and develop strategy for incident management by a contact centre
181
CFACC41
Coordinate and develop strategy for incident management by a contact
centre
Developed by
Skills CFA
Version number
1.0
Date approved
May 2011
Indicative review
date
2014
Validity
Current
Status
Original
Originating
organisation
Skills CFA
Original URN
N/A
Relevant
occupations
Operator, centre, contact, Adviser, Agent
Suite
Contact Centre 2011
Key words
Contact Centre, incident management, organisational strategy, organisational
procedures, emergency services
CFACC41 Coordinate and develop strategy for incident management by a contact centre
182