COPC 4.

1 Glossary Term

Glossary of Terms
Abandoned Calls
Calls answered by the ACD system and put in live agent or voice response queue but are
Disconnected by the caller or incorrectly dropped by the queue management system
before being answered.

Absenteeism
A measure of the percentage of staff that are not present during their scheduled shift (see
Item 4.6 Staff, Attrition and Absenteeism).

Accuracy
The quality of the transaction. This measurement is usually separated into fatal and non-
Fatal (and sometimes Compliance) error accuracy. Accuracy may be measured as
“percent correct”, “percent defective”, or “defective parts per million (dppm)”.

After Call Work (ACW)

A component of Average Handle Time (AHT). An ACD work-state that tracks how long
a CSR is unavailable to take another call because of additional activities necessary to
Complete the previous call, while the CSR is still logged-on to the ACD system. This
Includes online entries that could not be completed during the call, such as call wrap-up
Codes, free text comments, and research. On some ACD systems this is also called
Wrap.

Agent Utilization
See CSR Utilization

Aging
Categorization of the age of items in backlog that have not been processed. It must be
Calculated as: “Average Cycles Late” (ACL).

Application
CSP data and documents provided by the CSP to COPC Inc. that will provide the
Certification or bench mark review team with an outline of the approaches and practices
used by an entity to comply with each of the Items of the appropriate COPC-2000

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Glossary of Terms
CSP Standard ® and its performance results. Applications are submitted prior to
Baseline Assessments, Benchmark Reviews, and Certification Audits.

Applied
A designation from COPC Inc. identifying entities that have formally committed to
pursue certification to the COPC-2000 CSP Standard. ®

Approach
The processes, practices, an d procedures CSPs must develop and implement to meet the
Requirements of the COPC-2000 CSP Standard or COPC-2000 CSP Gold Standard.®

Applying the COPC CSP Standards

A defined set of restrictions, rules or exceptions to the Requirements of the COPC-2000
® CSP Standard or COPC-2000 CSP Gold Standard, which must be applied for each
service type (as applicable).

Asset Efficiency
There are multiple definition s of asset efficiency. Common metrics in clude: seat
utilization, revenue/asset, and other metrics that relate the performance of assets (dollars
or units) to output. Asset efficiency may be measured and managed at either the entity or
program level.

Attrition
Voluntary and involuntary staff separations (see Item 4.6 Staff Attrition and
absenteeism).

Attrition Costs
Typically include most or all of the following: Compensation of new hires for non-
productive period (training time) Agency fees Cost of “lost” production opportunity (pay
per call x number of calls/day x period new hire is not “on the job” Cost of recruitment –
internal and external (newspaper ads, job fairs, and CSP personnel time) Cost of training
– the allocated costs per student for the train in g program Ramp up costs – efficiency of

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Glossary of Terms
New hires vs. experienced agents commonly referred to as “learning curve” costs.
Typically these costs in clude reduced production, accuracy (fixing errors made by new
staff), and the resulting adverse impact on client and end- user satisfaction.
Overtime incurred due to reduced staff size

Automatic Call Distributor (ACD)

The system used by inbound call centers to answer and distribute calls on a first-
come/first- served basis amongst the available CSRs. These systems can be standalone or
part of larger telecommunications systems. They usually have the capability to hold
callers in queue, play announcements, and store data about the calls for report purposes.

Auxiliary Time (Aux)

Non-telephone time in a CSR’s scheduled day. This often includes time spent on
training, breaks, meetings, special projects, restroom visits or getting coffee. Most
customer contact telephone systems have a feature called ‘Aux Time’ or ‘Aux State’ that
is tracked through CSR use of one or more telephone buttons. Larger than expected
segments of auxiliary time should be noted by Supervisors to identify and analyze
possible performance metric deviations.

Availability
The term used by COPC Inc. to designate the percent of a paid day a CSR sp ends
handling customer contacts. It is equal to ATT (+ Hold Time if not included in ATT) +
ACW + Available to Take a Call divided by the number of paid hours. This term should
not be confused with Available Time (Wait or Idle Time between transactions). See
Utilization.

Average Cycles Late (ACL)

A weighted average calculation used to monitor late backlog (see
Exhibit 1 Requirements section).

Average Handle Time (AHT)

The average amount of time a CSR spends processing a transaction. This includes time
spent communicating with end users, putting end users on hold (Hold Time), and
wrapping up the transaction after the end user has ended his/her participation in the
transaction.

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Glossary of Terms
Average Speed of Answer (ASA)
The average amount of time all end users wait in queue before their calls or chat requests
Are answered by a CSR. For comparison purposes, COPC Inc. would also suggest this
Metric include IVR menu time and automated attendant time. Because abandoned calls
can distort the value of this metric, it is important to clarify if and how abandoned calls
are used in this calculation.

Average Talk Time (ATT)

The average length of time a CSR is on the telephone with a caller. (Ideally, the time the
Caller spends on hold is not included in this metric. If Hold Time cannot be separated,
Consider this in the staff utilization formula). ATT is typically calculated as the total
Amount of time on the phone divided by the total number of calls taken. This is also
called ACD time in some telephone systems.

Backlog
Transaction s that has been received but not processed within the defined cycle time. The
appropriate measure for backlog is Average Cycles Late (ACL).

Baseline Assessment
A COPC ® Audit designed to provide a gap analysis of where the entity stands on all
Items of the appropriate COPC-2000 CSP Standard. It is used to identify the non-
compliant ® Items so the entity can take appropriate action prior to the COPC
® Certification Audit.

Benchmark Data
COPC Inc.’s first-hand experience from audits and reviews conducted around the world
and across industry and/or business sectors. These are the best examples of performance
and practices observed by COPC Inc. to address Category 4.0 Performance of the COPC-
2000 ® CSP Standard.

Benchmark Review
A comprehensive assessment by COPC Inc. of a service organization to provide an
Operational performance comparison between the service organization and high
Performance customer contact centers.

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Glossary of Terms
Best Practice
COPC Inc.’s first-hand experience from audits and reviews conducted around the world
and across industry and/or business sectors. This is the best approach, process or method
witnessed by COPC Inc. to address either a particular requirement of the COPC-2000
CSP ® Standard, or a process that is performed in a customer con tact or fulfillment
center.

Blended Staff
Staff processing a mix of call, electronic and n on -electronic transactions.

Blocked Transactions
The number of calls not received due to network, trunk, or PBX limitation s and /or
settings. Blocked transactions may be measured as the amount of time the network(s),
trunk(s), or PBX are at capacity and must be tracked at least quarterly. This frequency
must be increased if en d-user satisfaction and dissatisfaction data indicates an issue with
customer access.

Calibration Sessions
Meetings during which individuals responsible for the monitoring of transactions comp
are scoring results for selected transaction s and discuss the scoring of these transaction s
to ensure consistency of scoring. These session s include quantitative evaluation of the
Consistency of the scores via comparison to a gauge or reference at the attribute level and
Their correlation with end-user satisfaction and scores provided by clients.

Callback
An outbound CSR call to an end user which must be made as a result of previous CSP
Action which, in-turn is directly related to a previous inbound end-user call.

COPC ® Certification Audit

A comprehensive review of all Items of either the COPC-2000 CSP Standard or COPC-
® 2000 CSP Gold Standard (as appropriate) to determine the extent to which a CSP has
Implemented the COPC-2000 ® CSP Standard. It typically requires two to three COPC
Auditors for three to five days on site. The output from this COPC ® Audit is a
certification decision and written report. See COPC ® Certification Process for further
details (separate ® document).

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Glossary of Terms
COPC Auditor
An individual who has successfully completed the COPC ® Registered Coordinator
Training, has also successfully completed the COPC ® Auditor Training, and has also
formally demonstrated his/her ability to apply the COPC-2000 ® CSP Standard in the
field. Annual testing and skills demonstration is required to maintain the COPC ®
Auditor status.

Client
Clients are (a) the organizations that hire third-party CSPs to provide products and
services to their end users and (b) the groups with in a company that obtain CSP services
from a “sister” group, division, department, or team within the same company.

Complaint
Any negative comment (received in person or by ph one, mail, fax, e-mail, etc.) about
any aspect of the CSP’s products, services, staff, or agents or its clients’ products,
services, staff, or agents.

Compliance Audit
See COPC ® Certification Audit

Compliance Accuracy
A measure of how successfully the CSP meets the legal, regulatory or financial
requirements of various local, state/provincial or federal agencies in handling specific
transactions. A Compliance failure is considered to be a Fatal Error (see also Fatal
Error).

Compliant
Meeting the detailed, individual Item requirements of the COPC-2000 CSP Standard or
® COPC-2000 CSP Gold Standard (as appropriate).

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Glossary of Terms
Confidence Interval (Precision)
Based on a given set of sample data, a confidence interval gives an estimated range of
Values which are likely to include an unknown population parameter, e.g., mean.
Confidence intervals are expressed as a +/- percentage. For example, the results of an en
d user satisfaction survey may indicate the average score is 87% with a
Confidence interval of +/- 3%. This indicates the actual average satisfaction of the
population is between 84% (87%- 3%) and 90% (87%+3%).

Cost
Typically focuses on efficiency and the cost per unit incurred by a CSP to provide a
product or service. Cost is different from price. Price represents what a CSP might
charge for its services or the cost burden transferred to the parent corporation.

Cost of Poor Quality (COPQ)

A calculation which measures the financial impact of a CSP’s poor performance. It must
be measured and managed at the entity level and the calculation used by the CSP must be
consistent with the statement of direction and annual entity business plan. The CSP must
also quantify and CUIKA COPQ for metrics(s) that have an impact on at least 50% of the
CSP’s transaction volume as specified in the COPC-2000 CSP Gold Standard.

COPC ® Coordinator
The person from the entity responsible for coordinating all activities for compliance to
the COPC-2000 CSP Standard or COPC-2000 CSP Gold Standard (as appropriate). This
® Person is usually the primary interface between the entity and COPC Inc.

Cpk
See Statistical Process Control

CSR Utilization
An efficiency metric calculated as: (talk + hold + wrap + available)/(paid hours)

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Glossary of Terms
CUIKA
COPC Inc. acronym used to describe the collection, analysis, and use of performance
data to enable the CSP to achieve its service, quality, cost, customer satisfaction and
employee satisfaction targets (as appropriate). All performance data in Category 4.0,
Performance, must by “CUIKA”. See Item 2.6 CUIKA for a detailed description.

Customer Contact Center (CCC)

Customer is used to refer to the CSP’s clients and end users. Call center, customer service
centers, technical support centers, help desks, collection Customer centers, telemarketing
centers, electronic response centers, sales support centers, outsourcing centers, an d
customer order centers, etc. that handle end-user contacts of varying types (inbound calls,
outbound calls, fax, white mail, e-mail, web transactions and other electronic en d-user
interactions).

Customer Service Provider (CSP)

Customer Service Providers, or CSPs, provide services to end users on behalf of clients.
CSPs encompass most if not all, types of service environments.

Customer-Service Representative (CSR)

Customer Service Representative, or CSR, is a term that is used in the family of COPC
® CSP Standards to refer to staff in a customer-contact center that process end-user
Transactions (e.g., calls, e-mails, web inquiries, fax, mail, etc.). Alternative terminology
Often used in the industry includes agents, technical service representatives,
communicators, consultants, and cyber-agents.

Cycle Time
The elapsed time (including queue time for inbound telephone and chat contacts) of a
Process. The cycle time in a customer-contact center usually begins when the CSP
receives the transaction (e-mail, mail, and/or fax), and usually ends when the transaction
is completed from the end-user’s perspective (e.g., when the product or e-mail is actually
received).

Defect
An error or an undesired result that is different from the planned or expected outcome.

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COPC 4.1 Glossary Term

Glossary of Terms
Demand (Demand Requirement)
A calculation which identifies the expected CSR resource needs, based on the forecasted
Transaction volume and AHT (“Unloaded Demand”) or, based on the forecasted
transaction volume, AHT and shrinkage (“Loaded Demand”).

Department
Within an entity, a distinct group or segment of the operation most often defined by the
Entity’s organization structure. The department may be comprised of the operation’s
service delivery customer contact component or a support service (e.g., human resources,
Information technology).

Department Business Plan

The annual plan, prepared at the departmental level, which must contain quantified
financial targets (e.g., improving productivity and efficiency, in creasing revenue,
reducing costs, or achieving budget) and non-financial targets for those Category 4.0
Performance metrics that relate to the statement of direction and annual entity business
plan. For each quantified financial and non-financial target, the CSP must define:

•The actions that will be taken to achieve the target.

•Milestones for implementing these actions.
•The manager(s) who will be responsible for implementation.

The approach for reviewing each departmental plan must include:

•Formal monthly analysis of performance to the plan.

•Development of corrective actions when performance does not meet target.
•Ensuring that corrective actions result in performance improvement.

Deployment
The extent to which Approaches are used throughout the organization.

Download
Usually refers to data being sent between clients and the CSP. See ‘Electronic
Download’ also.

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Glossary of Terms
DMAIC
See Statistical Process Control (SPC)

Efficiency Metrics
Refers to units of input (typically labor hours or costs) divided by units of output
(typically number of transactions, time or revenue). Also referred to as productivity
metrics.

Electronic Data Interchange (EDI)

Electronic computer-to-computer data exchange, such as in voices or orders. Typically,
this is between clients and the CSP.

Electronic Download
The activity that occurs when an end user accesses the Web or FTP site and requests a
download of in formation or software. See ‘Download’ also.

Electronic Funds Transfer (EFT)

A form of bill payment from one account to another.

Electronic Purchase Orders (EPO)

Purchase orders generated electronically and sent over the network to the CSP.

E-mail
Electronic memos and letters sent over an internal or external network. These can be
free- form messages or information provided by filling in an electronic form.

End-to- End Evaluation

Analysis o f processes from start to finish with start being defined as the time the
transaction is delivered to the CSP (e.g., day an d time an e-mail is received, day an d
time a fax is received) and finish being defined as the time that the transaction is
completed from the customer’s perspective (e.g., when the product ships, when an e-mail
response is sent to the customer).

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Glossary of Terms
End User
End users are the customers of internal CSPs and the customers of third-party CSPs’
clients. They may be consumers, businesses, field organizations, or the retailers,
distributors, and specialists that make up a distribution channel.

End State Objectives

Statements that describe the level of achievement/performance to which the CSP aspires.
Examples include market leader, high levels of customer sat, lowest cost, etc. COPC
Inc.recommends these objectives be quantified, but this is not required for certification to
the COPC CSP Standards.

Entity
The company, organization, or service operation applying, or seeking certification to, the
COPC-2000 CSP Standard or COPC-2000 CSP Gold Standard (as appropriate). As an
® Example, any of the following could be considered an entity for the purposes of COPC
® Certification:

•Valu-Write Service Corporation.

•The San Jose Customer Service Center of Valu-Write Service Corporation.
•The Technical Support Operation of the San Jose Customer Service Center of
Valu-Write Service Corporation.
•The Megasoft PowerNotes Unit of the Technical Support Operation of the San Jose
Customer Service Center of Valu-Write Service Corporation.

Entity Business Plan

The annual plan, prepared at the entity level, which must contain quantified financial
targets (e.g., improving productivity and efficiency, increasing revenue, reducing costs,
or achieving budget) and non-financial targets for those Category 4.0 Performance
Metrics that relate to the statement of direction. For each quantified financial and non-
financial target, the CSP must define:
•The actions that will be taken to achieve the target.
•Milestones for implementing these actions.
•The manager(s) who will be responsible for implementation.

The approach for reviewing the plan must include:

•Formal monthly analysis of performance to the plan.
•Development of corrective actions when performance does not meet target.
•Ensuring that corrective actions result in performance improvement.

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COPC 4.1 Glossary Term

Glossary of Terms
Exceptions
Non-compliant transactions (e.g., incomplete applications, checks that are over or short
Paid, incomplete orders).

Fatal Errors
Inaccuracies that cause an entire transaction to be deemed defective. Typically, these are
errors that will cause the end user to contact the CSP again or result in unnecessary
expense for the end user, CSP, or client (see also Compliance Accuracy).

Fax Back or Fax-on- Demand

Two different names for the same service. This service allows an end user with a touch-
tone telephone to enter digits that will generate a request for an automatic document to be
sent to a fax machine. This can also be activated internally by a CSR to send documents
to an end-user’s f ax machine.

First Call Resolution

The percentage of calls successfully processed during the first call made by the end user
and not resulting in a repeat call on the same issue. Sometimes referred to as ‘FCR’.

First Contact Resolution

The percentage of transaction s successfully processed during the first con tact made by
the end user and not resulting in a transfer or repeat call on the same issue. Sometimes
referred to as ‘FCR’.

Forecast Accuracy
Forecast accuracy is defined and must be measured at two levels:
•Staffing Forecast Accuracy (e.g., actual vs. forecasted transaction volume for the
forecast developed to identify required staffing levels to recruit/hire and train staff).
•Scheduling Forecast Accuracy (e.g., actual vs. forecasted transaction volume for
the forecast developed schedules for existing staff).

Forecasting
Analysis o f historical transaction volume and AHT arrival pattern s and shrinkage to
determine future patterns and demand requirements

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COPC 4.1 Glossary Term

Glossary of Terms
Full Time Equivalent (FTE)
Usually defined by the entity. It requires standardizing full-time and part-time employees
to a full-time equivalent. For example, two part time CSRs who each work half time
would be considered one FTE.

High-Performing
Companies and entities that are generally recognized as having achieved high levels of
Organizations service, quality, revenue, cost, and client and end-u ser satisfaction.

Indefinite Staff
Staff occupying positions with no known end date.

Intelligent Voice Response/Interactive Voice Response (IVR) /Voice

Response Units (VRU)
There are several interpretation s for the acronym IVR, Intelligent Voice Response,
Interactive Voice Response and Voice Response Units (VRU). It is an electronic (e.g.,
touchtone, voicemail or speech recognition) decision tree used to route an end user to
automated information or to the appropriate CSR queue.

Issue Resolution
The percentage of processed transactions in which the en d users’ requests were
successfully resolved.

Key Business Processes (KBPs)

KBPs are those processes that are critical to a VMO’s ability to deliver high levels of
performance to end users and clients for the products and services it offers.

Key Customer-Related Jobs (KCR Jobs)

KCR (key customer-related) jobs are those positions that either perform or directly
manage staff performing KCRPs (see definition below).

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Glossary of Terms
•For customer-contact centers, KCR jobs include CSRs, e-mail or web agents,
collectors, telemarketers, and mail/fax processors, as well as the staff, who direct,
manage, and evaluate their performance (often referred to in the industry as leads
or supervisors).

•For fulfillment operations, KCR jobs include assemblers, pick-pack-shippers, and

material handlers, as well as the staff who direct, manage, and evaluate their
performance (often referred to in the industry as line leads or supervisors).

Key Customer-Related Processes (KCRP)

KCRPs (key customer-related processes) are those processes that are critical to the CSP’s
ability to deliver high levels of performance to end users and clients for the products and
services it offers. These processes are of two types: The processes that the CSP performs
for:

•Inbound Customer-Contact Center Services (Exhibit 1A).

•Fulfillment (Exhibit 1B).
•Technical Support/Help-Line/Help Desk (Exhibit 1C).
•Outbound Contact Management (Exhibit 1D).
•Electronic Commerce (Exhibit 1E).
•Collections (Exhibit 1F).
•Healthcare Insurance (Exhibit 1G).
•Business Process Outsourcing (Exhibit 1H).

Other processes that the CSP performs, including those required by contract with its
clients that bear materially on the CSP’s ability to meet its client and end-user
requirements and targets. For processes not specifically identified in Exhibit 1, the CSP
must identify its KCRPs based on:

•Client or end-user requirements and targets.

•Processes that directly interface with clients or end users.

Key Suppliers
Key suppliers are those organizations, external to the entity, that perform a KCRP or
KSP. These suppliers need not be external to the company; other parts of the comp any
that are not part of the entity may also be considered key suppliers. Corporate
departments that provide information systems and telecommunications represent key
suppliers. Key suppliers may also in clude clients and client-designated companies.

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Glossary of Terms
Key Support Processes (KSPs)
Key support processes are those necessary to enable or perform KCRPs to meet targeted
levels. These almost always include reporting performance to clients, invoicing clients,
information systems, forecasting, hiring and recruiting, training, and telecom (for
customer- contact centers). KSPs are identified in Exhibit 1.

Lag Time
The time between when a forecast is prepared and when the resulting action will be
completed (often called the operational lag time). For example, if six weeks are required
to successfully recruit, train and assign new CSRs to handle an expected future
transaction volume, then the forecast must be prepared at least six weeks earlier (i.e., it
has a lag time of six weeks).

Lead or Lead CSR

Normally a position within an entity that is partially CSR and partially responsible for
first line management functions for the team, such as monitoring, coaching, being a
product or procedure/policy ex pert reference, handling escalated calls, etc.

Levels
Measurements which reflect performance at specific times that are evaluated relative to
the performance achieved by appropriate comparisons.

Licensee
Companies that are licensed by COPC Inc. to determine compliance to the COPC-2000
® CSP Standard and nominate entities for certification to the COPC-2000
CSP Standard. ® They perform audits and reviews using the COPC-2000
CSP Standard or COPC-2000 ® Gold Standard. Licensees must follow specific
guidelines to ensure the integrity of the COPC CSP Standards and the COPC
Certification Audit.

Line Staff
Personnel handling the customer contacts and other KCR jobs (CSRs and
pick/pack/shippers).

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COPC 4.1 Glossary Term

Glossary of Terms
Logged-off
CSRs log-off to tell the ACD system they are no longer working. Log-off rules vary by
company (e.g. ., CSRs log-off during lunch hours and/or at the end of each shift only).
COPC Inc. recommends that CSRs log-off only at shift end. Also referred to as sign-off.

Logged-on
CSRs log-on to tell the ACD system they are starting work. This usually means entering
a touchtone code or agent number. Also referred to as sign-on.

Monitoring
See Transaction Monitoring

Non-fatal Errors
Inaccuracies that do not cause an entire transaction to be deemed defective. Examples
include errors in professionalism, soft skills, and some data input errors.

Occupancy

An efficiency metric calculated as:

(talk + hold + wrap)/(talk + h old +wrap + available)

OJT
On-the-job training.

On Time
The percentage of transactions processed within the targeted cycle time.

Paid Staff Hours

The total time a CSR is paid (excluding vacations and other time that is not on the job but
may be p aid) to be on the job. Example: if the CSR is on the job for 8.5 hours, is not
paid for a 30-minute lunch break and is paid for two 15-minute breaks, the Paid Staff
Hours would equal eight hours (8.5 minus 0.5 for the 30-minute lunch). See CSR
Utilization.

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Glossary of Terms
Performance Metrics
Measures used by the CSP to track performance, particularly of KCRPs. Examples and
Requirements are presented in Category 4.0 Performance and Exhibit 1.

Performance Management System

The organizational structure, procedures, processes and resources needed to ensure
overall service, quality, revenue, and cost performance, particularly with regard to
consistently meeting customer requirements.

Precision
See Confidence Interval

Previous Performance Level

The average of the previous three data points (or the average of the previous data points if
fewer than three data points are available).

Problem Solving Process

A structured approach for identifying and resolving the root cause(s) of poor performance
of those Category 4.0 Performance metrics not consistently meeting requirements and
targets.
The CSP must u se a structured problem solving approach that includes:

•Definition of the problem.

•Analysis of data to determine causes.
•Development and implementation of solutions.
•Monitoring and evaluation of results.
The CSP must also be able to demonstrate:
•Performance has improved as a result of its efforts.
•There is a high probability targets will be achieved in the near future.

Process Audits, End-to-End

Audits of KCRPs that follow the process from the first process step through the output of
the process. These audits often cross multiple departments within the CSP, including
those outside the entity, as well as key suppliers.

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COPC 4.1 Glossary Term

Glossary of Terms
Process, In- Control
A process that is performed as intended and in a consistent manner, and is designed to
meet client and end-user requirements and targets, and that shows little variation in
performance (see Item 2. 2 Process Control ).

Process Sigma
See Statistical Process Control

Program
A program is support provided for a specific product or service for a specific client.
Individual clients often have multiple programs. These might be services provided to
different divisions or departments within the client organization, a similar service
provided for different products, different services provided for the same product, or
individual campaigns. Programs should be defined based primarily (although not
exclusively) on the client’s and the CSP’s organization structures. The more distinct the
organization structure, the more the CSP is likely to have different programs. Thus, a
CSP that uses two different teams for one client probably has two programs for that
client.

Quality
Doing things accurately at the first attempt (e.g., giving the correct answer to an inquiry,
inputting an order correctly, and shipping the correct product to the correct address).

COPC Re-certification Audit

Entities certified to the COPC-2000 ® CSP Standard must be re-certified on an annual
basis. The COPC ® Re-certification Audit is an abbreviated version of a COPC ®
Certification ®Audit. See COPC Certification Process for more detailed requirements
(separate document).

COPC ® Registered Coordinator

Someone who has successfully completed the COPC ® Registered Coordinator Training
and passed the exam by scoring 90% or higher.

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COPC 4.1 Glossary Term
Glossary of Terms
Request for… (RFX)
A term created by COPC Inc. for any Requests made by VMOs to potential CSPs for
Information (RFI), Proposal (RFP), or Quote (RFQ).

Request for Proposal (RFP)

A document normally prepared by a client an d sent to CSPs asking them to present a
proposal detailing the methods and price to perform the services to be outsourced as
described in the RFP.

Requirement
There are two definitions of this term as it is used in the COPC-2000 CSP Standard, ®
COPC-2000 CSP Gold Standard, and COPC-2000 VMO Standard:

1. Any need that the CSP or VMO has to fulfill (e.g., respond to e-mails). Reference is
made throughout all the COPC ® Family of Standards to client and end-user
requirements.

2. An element of any of the COPC ® Family of Standards that is a subset of an Item.

For example, 1.1.1 is a requirement in Item 1.1 Statement of Direction.

Schedule Adherence
There are multiple definitions of schedule adherence. The numerator and denominator
will vary, depending on the definition. For example, comparing actual and scheduled
work by time of day and type of work (handling transactions, attending meetings,
coaching, on break, etc.).

To illustrate this calculation assume a CSR’s break of 15 minutes is scheduled to begin at

10:00am, but is actually taken between 10:05 am and 10:20 am, Schedule adherence
would be:

Calculation
[15 (actual break) – 5 (late start) – 5 (late return)] / [15 (scheduled break)] = 33%.

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COPC 4.1 Glossary Term
Glossary of Terms
Schedule Attainment
Schedule attainment is the percentage of FTEs in the client-required staffing plans which
are actually available during a time period. This measurement must include the absolute
value of the difference of the number of FTEs in the client-required staffing plan and the
actual number of FTEs available.

On a daily, weekly, and monthly basis, this measurement must include the weighted
average (based on the number of client-required FTE) of schedule attainment for the
relevant 30- minute intervals.

To illustrate this calculation, assume the client-required staffing plan calls for 15 FTE to
be available from 10:00 am to 10:30 am.

If 14.5 FTE are available during this interval, the schedule attainment would be
calculated as follows:

Calculation
1- (ABS (Actual FTE - Required FTE)/Required FTE)
Actual FTE = 14.5, Required FTE = 15
1 – (ABS (14.5 - 15)/15) = 1 – (ABS (-.5)/15) = 1 – (.5/15) = 1 - .033 = 96.7%

Scheduling
Assigning CSR resources (planned ‘roster’) by period to meet the estimated loaded
demand. See Demand/Demand Requirement.

Scope of Work (SOW)

A definition of requirements created by a client and a CSP that clearly delineates the
work product to be delivered by the CSP.

Service
There are two definitions of this term as it is used in the COPC-2000® CSP Standard,
COPC-2000 CSP Gold Standard and the COPC-2000 VMO Standard:

1. The speed in which things are done from the customer’s perspective. This might be
how long it takes to talk to a live agent or how long it takes to receive a response to an
email.
2. A specific function that the CSP or VMO has to provide, e.g., Inbound Customer
Service, Technical Support, Collections, etc.

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COPC 4.1 Glossary Term
Glossary of Terms
Service Level
A measurement expressing the percentage of transactions that are responded to in a
specified timeframe. For example, 80/30 for a call center means that 80% of the offered
calls are or will be answered within 30 seconds. Service level can be a target or a
measurement of actual performance.

Service Level Agreements (SLA)

Written contracts or agreements with suppliers of products or services. These usually
consist of agreed upon performance levels and targets.

Shrinkage (Lost Time)

There are multiple definitions of shrinkage. The definition COPC Inc. finds most useful
is: the estimated amount of scheduled time that will not be realized because of
absenteeism, sick/late time (and FMLA), training, coaching, team meetings, etc. that are
not included in the work schedule.

Skill-based Routing
Software controlled ACD function that routes callers to specific CSR(s) based upon
predetermined parameters and calling conditions (e.g., CSR language capability, call
priority, etc.).

SKU
Stock Keeper’s Unit

Specific Attribute
An individual element or component used to break down overall satisfaction into the
elements that create or contribute to satisfaction (e.g., accuracy, timeliness).

COPC-2000 CSP Standard Release 4.1 21

COPC 4.1 Glossary Term

Glossary of Terms
Staff Classification
Two distinct staff classifications within CSPs describe position s (as opposed to the
personnel occupying those positions) from the end-user perspective.

•Indefinite staff occupies positions with no known end date. They are employed either
by the CSP, or by a staffing or recruiting firm (in which case they are often called
“temps”). A CSR position that is occupied during the course of a year by four three-
month “temps” is de facto an indefinite position for the purposes of the COPC
Family ® of Standards.

•Temporary staff occupy positions for which there is a known end date, such as for a
holiday rush.

Staff, Contract
Full- and part-time staff on the payroll of a staffing/recruiting agency.

Staff Utilization
See Utilization

Staffing
Calculating the estimated number of CSR resources by period (regardless of who will
actually be assigned) that are required to handle the forecast transaction load (loaded
demand).

See Demand/Demand Requirement.

Standard Operating Procedure (SOP)

The sequential steps to be followed for a particular process. The COPC Family of ®
Standards does not require these to be written documents, although they often are
documented.

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COPC 4.1 Glossary Term

Glossary of Terms
Statement of Direction (SOD)
A documented statement of the CSP’s overall direction (e.g., vision, mission, or purpose)
that clarifies its commitment to clients and end users. It must address one or more of
client and end-user satisfaction, service, quality, or cost. Management and employee
behavior must be aligned with the statement of direction.

Statistical Process Control (SPC)

A structured approach, using statistical tools, to minimize process variation and improve
process performance (when targets are not achieved). Typically SPC tools include Six
Sigma, DMAIC, Cpk, etc.)

Supervisor
The managerial position within a CSP to which a CSR reports (also referred to as a first
line management).

Support Staff
The personnel responsible for supporting staff in KCR jobs. This usually includes
information systems, information technology, telecom, human resources,
schedulers/forecasters, and management.

Sustained Improvement
Three consecutive data points which are statistically significantly above the previous
performance level. The three points do not have to demonstrate successive improvement,
i.e., each point does not have to demonstrate higher performance than the previous data
point, but all three data points have to be statistically significantly above the previous
performance level. For the COPC-2000 CSP Gold Standard, the CSP must be able to
demonstrate improvement through the use of a statistical measure such as a moving
average or R-square on a trend line.

Target
A quantified level of performance for a requirement (e.g., respond to 95% of e-mails
within 24 hours of receipt).

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COPC 4.1 Glossary Term

Glossary of Terms
Technical Support Representative (TSR)
COPC Inc. uses this term interchangeable with CSR, agent, representative, rep or other
terms used to refer to the line staff that handle end-user contacts.

Temporary Staff
Staff occupying positions for which there is no known end date.

Time on Phone
The actual length of time a CSR is talking on the phone with an end user including hold
time (commonly referred to as average talk time). See Utilization, CSR Utilization, and
Occupancy.

Transaction Arrival Patterns

The transaction volume arriving in specific time intervals.

Transaction Monitoring
Reviewing the style, format, professionalism, knowledge, and accuracy of information as
it is provided by CSRs to end users (see Item 2.4 Transaction Monitoring ). For calls,
this is usually performed by remote or side-by-side observation of actual calls. For e-
mails or correspondence, this is usually performed by reviewing the CSR’s written
responses to end- user inquiries.

Trends
Evaluation of how performance has changed over time.

Unscheduled-time Hours
The number of hours a CSR (or a group of CSRs) is scheduled to work but does not
because of unplanned absences - such as illness, tardiness and last-minute personal days -
in a given timeframe. Example: a CSR is absent one workday, takes an unplanned
personal day and is tardy by an hour twice during a 21-day month, totaling 18 hours.
This information is used in the absenteeism calculation.

COPC-2000 CSP Standard Release 4.1 24

COPC 4.1 Glossary Term

Glossary of Terms
Vendor Management Organization (VMO)
An organizational unit or group of individuals, typically within the client enterprise,
responsible for managing at least a portion of the enterprise’s programs with CSPs.

Voice-Over-Data
Incoming calls to agents direct from en d users that are using the client’s website. The
Internet circuit is shared between the audio for the call and the data for the screen (s).
Requires speakers (or headset) and a receiver associated with the user’s terminal.

Web Callback
Callbacks generated when the end user activates a button on the clients website that sends
a message with the telephone number to an automatic out-dialer at the CSP. The out-
dialer dials the end user and connects to a CSR.

Web Chat
On a network, real-time exchange of written communication between customers and a
CSR. Usually used for technical support, product queries, idea generation or customer
satisfaction discussions. Typically a CSR chats concurrently with two or more end users.

Uptime
The percentage of time that systems are available to be used as intended (computer
systems, telephone lines, ACDs and desktop terminals).

Upload
Data being sent from the end user to the CSP/Client or other designated location.

Utilization
An efficiency metric calculated as:
(Talk + hold + wrap + available)/(paid hours)

Vendor
COPC Inc. uses this term interchangeable with “supplier”.

COPC-2000 CSP Standard Release 4.1 25