ICS 03.100.01  
 
Reference number  
DRS 208 -1: 2019  
© RSB 2019  
  
 RWANDA 
STANDARD  DRS  
208-1  
 
Second edition  
2019 -mm-dd 
(Reaffirmed 2019 -mm-dd) 
Business process outsourcing and 
offshoring operations  
Part 1: outbound contact centre operations  
   
DRS 208 -1: 2019  
©RSB 2019  - All rights reserved                  ii 
 In order to match with technological development and to keep continuous progress in industries, 
standards are subject to periodic review. Users shall ascertain that they are in possession of the latest 
edition  
 
 
 
 
 
 
 
 
© RSB 2019  
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized 
in any form or by any means, electronic or mechanical, including photocopying and microfilm, without 
prior written permission from R SB. 
Requests for permission to reprodu ce this document should be addressed to : 
Rwanda Standards  Board  
P.O Box 7099 Kigali -Rwanda  
KK 15 Rd, 49  
Tel. +250 788303492  
Toll Free: 3250  
E-mail: info@rsb.gov.rw  
Website: www.rs b.gov.rw  
ePortal: www.portal.rsb.gov.rw   RS 208 -1: 2019  
iii                ©RSB 2019  - All rights reserved  
 Contents  Page 
Foreword  ................................ ................................ ................................ ................................ .............................  v 
1 Scope  ................................ ................................ ................................ ................................ ......................  1 
2 Normative references  ................................ ................................ ................................ ............................  1 
3 Terms and definitions  ................................ ................................ ................................ ...........................  1 
4 Leadership and customer -service management practices  ................................ .............................  16 
4.1 General  ................................ ................................ ................................ ................................ .................  16 
4.2 Organizational focus on quality  ................................ ................................ ................................ .........  16 
4.3 Operational plans  ................................ ................................ ................................ ................................  17 
4.4 Legislat ive requirements  ................................ ................................ ................................ ....................  18 
4.5 Industry sector requirements  ................................ ................................ ................................ .............  18 
4.6 Root -cause analysis  ................................ ................................ ................................ ............................  19 
4.7 Client satisfaction  ................................ ................................ ................................ ................................  19 
4.8 Custom er satisfaction  ................................ ................................ ................................ .........................  20 
4.9 Risk management  ................................ ................................ ................................ ................................  20 
5 Human resource management practices  ................................ ................................ ..........................  21 
5.1 General  ................................ ................................ ................................ ................................ .................  21 
5.2 Management structure  ................................ ................................ ................................ ........................  21 
5.3 Code of conduct  ................................ ................................ ................................ ................................ .. 21 
5.4 Staff management model  ................................ ................................ ................................ ....................  22 
5.5 Recruitment and selection of staff  ................................ ................................ ................................ .... 22 
5.6 Skills requirements  ................................ ................................ ................................ .............................  23 
5.7 Skills evaluation  ................................ ................................ ................................ ................................ .. 24 
5.8 Internal communication  ................................ ................................ ................................ ......................  24 
5.9 Performance management  ................................ ................................ ................................ .................  25 
5.10  Training  ................................ ................................ ................................ ................................ ................  25 
5.11  Shift management  ................................ ................................ ................................ ...............................  26 
5.12  Health and environmental management  ................................ ................................ ...........................  27 
5.13  Safety and security procedures  ................................ ................................ ................................ .........  27 
5.14  Reward and recognition programmes  ................................ ................................ ...............................  28 
5.15  Management of staffing agencies  ................................ ................................ ................................ ...... 28 
5.16  Staff satisfaction  ................................ ................................ ................................ ................................ .. 29 
5.17  Staff development  ................................ ................................ ................................ ...............................  29 
5.18  Attrition  ................................ ................................ ................................ ................................ .................  29 
6 Operational mana gement practices  ................................ ................................ ................................ .. 30 
6.1 General  ................................ ................................ ................................ ................................ .................  30 
6.2 Capabilities  ................................ ................................ ................................ ................................ ..........  30 
6.3 Capacity planning  ................................ ................................ ................................ ................................  30 
6.5  Support  processes  ................................ ................................ ................................ ..............................  33 
6.4 Quality assessment  ................................ ................................ ................................ .............................  34 
6.7  Performance reporting  ................................ ................................ ................................ ........................  36 
7 Technical resource management practices  ................................ ................................ .....................  37 
7.1 General  ................................ ................................ ................................ ................................ .................  37 
7.2 Data security  ................................ ................................ ................................ ................................ ........  37 
7.3 Disaster recovery  ................................ ................................ ................................ ................................  38 
7.4 Management of internal technical support  ................................ ................................ .......................  39 
7.5 Management of external technical suppliers  ................................ ................................ ...................  40 
7.6 Data management  ................................ ................................ ................................ ................................  41 DRS 208 -1: 2019  
©RSB 2019  - All rights reserved                  iv 
 7.7 Management information systems ................................ ................................ ................................ .... 41 
7.8 Fraud risk management  ................................ ................................ ................................ .....................  42 
7.9 Security procedures  ................................ ................................ ................................ ...........................  42 
Annex  A (normative)  Capability and capacity  ................................ ................................ .............................  43 
Annex  B (normative)  Customer related process  ................................ ................................ .........................  44 
Annex  C (normative)  Operation and supplier management  ................................ ................................ ....... 46 
 
 
 
 
  RS 208 -1: 2019  
v                ©RSB 2019  - All rights reserved  
 Foreword   
Rwanda Standard s are prepared  by Technical Committees and approved by R wanda Standards Board (RSB) 
Board  of Directors in  accordance with the procedures of RSB, in compliance with Annex 3 of the WTO/TBT 
agreement on the preparation, adoption and application of standards.  
The main task of technical committees is to prepare nati onal standards.  Final Draft Rwanda S tandards 
adopted by Technical committ ees are ratified  by me mbers of RSB Board of Director s for publication and 
gazettment as Rwanda Standards.  
RS 208-1 was prepared by Technical Committee RSB/TC014, Quality Management and Quality Assurance.  
In the preparation of this standard, reference was made to the following standard:  
1) SANS 990 -1: 2008 Business outsourcing and off -shoring.  Part 1  Outbound contact centre  
The assistance de rived from the above source is hereby acknowled ged with thanks.  
This second edition cancels an d replaces the first edition (RS  208-1: 2014 ), [clause(s) / subclause(s) / table(s) 
/ figure(s) / annex(es)] of which [has / have] been technically revised.  
DRS 208 consists of the following  part, under the general title Business process out sourcing and offshoring 
operations : 
 Part 1: Outbond contact center operations  
Committee membership  
The following organizations were represente d on the Technical Committee on Quality Management and 
quality Assur ance  (RSB/TC 014) in the preparation of this standard.  
Paragraph of p articipants  
The list of participants is written in full letters and in lower cases except letters composing the abbreviation of 
the organisation  if it is applicable . The abbreviation of t he organisation is written in brackets in front of its full 
name. Every organisation is written on its own line but does not bear any numbering bullet. At the end of the 
list there is:  
Rwanda  Standards Board  (RSB) – Secretariat  DRS 208 -1: 2019  
©RSB 2019  - All rights reserved                  vi 
 Introduction   
Effective quality management strikes a balance between the positive experience of the customer who 
receives a service and the business risk of the service provider who delivers the service, which will ensure 
benefit to both parties.  
Management practices have been divided into four categories in this standard, namely:  
a) leadership and customer service management practices;  
b) human resource management practices;  
c) operations management practices; and  
d) technical resource management practices.  
This standard focuses as  much on the service delivery dimension of quality management as on the existence and 
intended function of the underlying processes on which such delivery is based.  
NOTE  This standard is intended to complement general legislative requirements, as well as those legislative and 
industry body requirements relevant to any specific industry sector or “vertical sector”.  
 
 DRS 208 -1: 2019  
1                ©RSB 2019  - All rights reserved  
 Business process outsourcing and off -shoring operations  — Part 1: 
Outbound contact centre operations  
1 Scope  
1.1  This standard specifies generic requirements for quality operational practices in the business process 
outsourcing and offshoring sector (the “BPO&O sector”), including captive operations relating to outbound 
contact centre operations, in any sector of ind ustry, regardless of type and size, where any such operation:  
a)  needs to demonstrate the ability to provide clients and customers with products or services (or both) of 
consistent quality that continuously and proactively satisfy clients and customers;  
b) needs to demonstrate that it complies with applicable legal and regulatory requirements; and  
c) strives continuously to enhance client (for outsourced services), organizational (for captive services) and 
customer satisfaction through the effective application  of this standard and the continual improvement of 
operational practices.  
1.2  This standard specifies when systems’ performance metrics are required.  
2 Normative references  
The following documents are referred to in the text in such a way that some or all of their content constitutes 
requirements of this document. For dated references, only the edition cited applies. For undated references, 
the latest edition of the referenced document (including any amendments) applies.  
ISO/IEC 27002 , Information technolog y – Security techniques – Code of practice for information security 
management.   
3 Terms and definitions  
For the purposes of this standard, the following terms and definitions apply.  
3.1 
abandonment  rate 
metric  used to indicate caller waiting tolerance, determined by reference to the total number of calls answered 
by the automatic call distributor, put into a queue and ended by the caller, before an agent has dealt with the 
call  
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 3.2 
absenteeism  
metric used to tr ack agents and team leaders who are not present in the workplace when they are scheduled 
to be there  
NOTE  In this sense, operational absenteeism depends on adherence to shifts and schedules and does not relate to a  
traditional human resources definition o f the term that is based on sick, paid, or unpaid leave.  
3.3 
after -call work  
wrap -up time  
completion by an agent of data capture, sending of e -mails or faxes (or both) and other activity, directly related 
to a call, that is undertaken after the call has en ded, such that the agent is unable to make or take a new call  
NOTE  It is deemed to be part of average handling time.  
3.4 
Agent  
3.4.1  
processing agent  
<back -office processing operation> staff member who handles one or more aspects of the operation’s 
customer -related processes and who does not work in direct contact, or has direct interaction and interface, 
with customers  
3.4.2  
customer service representative  
customer service professional  
<inbound and outbound contact centre operation> staff member who  works in direct contact, and has direct 
interaction and interface, with customers  
3.5 
attrition  
turnover rate of staff members by staff category  
NOTE 1  The turnover rate of staff members is expressed as a percentage of the total number of staff members w ithin a 
specified time.  DRS 208 -1: 2019  
3                ©RSB 2019  - All rights reserved  
 NOTE 2  The turnover rate includes staff members who have left the operation’s employ for whatever reason, either 
voluntarily or involuntarily.  
3.6 
automatic call distributor  
ACD  
system  that distributes incoming calls to a specific group of terminals in an inbound contact centre operation  
3.7 
auxiliary state  
time during which an agent is withdrawn from the automatic call distributor  
NOTE  Authorized auxiliary states are times where the a gent is, for example, attending staff meetings, training 
sessions, or coaching sessions.  
3.8 
available time  
time during any shift during which an agent is logged in to the automatic call distributor, but is neither in 
contact with a customer nor involved in any after -call work and is therefore available and waiting to handle a 
new call  
NOTE  When expressed as a perc entage of the total login time, the available time provides an indication of the 
efficiency of any schedule.  
3.9 
average handling time  
3.9.1 
back -office processing operation  
 average amount of time that an agent actually spends to complete any given transa ction  
3.9.2 
inbound and outbound contact centre operation  
average amount of time that an agent actually spends on a call -related activity  
3.10 
Backlog  
3.10.1  
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 back -office processing operation  
total number of cycles by which completion of any process is late, in relation to any transaction  
3.10.2 
inbound and outbound contact centre operation  
total number of cycles by which completion of any process is late, in relation to any electronic customer 
interaction  
3.11 
back -office processing  
transacting of any business processes for a client and that does not require direct contact with customers  
NOTE 1  The business processes include business on a captive or outsourced basis.  
NOTE 2  The transacting includ es, but is not limited to, data capture, procurement, purchase orders, payroll issues, 
claims, accounts management, management reporting and website maintenance.  
3.12 
business continuity  
maintenance  of an operation’s service delivery, notwithstanding any threat to, or compromise of, its ability to 
deliver a service  
3.13 
business process outsourcing and offshoring  
BPO&O  
outsourced and captive operations that cover a wide range of services cf. offshori ng (3.52), outsourcing 
(3.62)  
NOTE  These services include the following:  
a) general back -office work (for example, data input, document management and transaction processing);  
b) corporate services (for example, finance and accounting, and IT services);  
c) customer contact (for example, inbound and outbound calls, e -mails, faxes, billing and technical support);and  
d) specialized services (for example, services in the areas of banking, insurance, healthcare and  telecommunications).  DRS 208 -1: 2019  
5                ©RSB 2019  - All rights reserved  
 3.14 
business unit  
entity  responsible for defined customer interactions, and transactions or business processes (or both) on 
behalf of the parts of an organization that are not wholly vertically integrated with the rest of such organization  
NOTE  A shared service centre is an exam ple of a part of an organization that is not wholly vertically integrated.  
3.15 
caller waiting tolerance  
amount of time that a caller is prepared to wait in an inbound queue before dropping the call  
3.16 
campaign  
custom -designed  initiative that targets prospective or existing customers (or both) for desired outcomes  
3.17 
Capacity  
3.17.1 
back -office processing operation  
total number of agents, team leaders and supervisors who are available to be in the back -office transaction 
centre at any given time to meet targets  
3.17.2 
inbound and outbound contact centre operation  
total number of agents, team leaders and supervisors who are available to be on the floor at any given time to 
meet targets  
3.18 
capacity forecasting  
3.18.1 
back -office processing operation  
practice of predicting how many agents are required to meet output targets over any specified period   
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 3.18.2 
inbound contact centre operation  
practice of predicting how many agents are required daily to meet service level ta rgets at set intervals  
3.19.3 
outbound contact centre operation  
practice of predicting how many agents are required to meet output targets over any given specified period  
3.20 
capacity planning  
 
3.20.1 
back -office processing operation  
planning  of the total number of agents, team leaders and supervisors required to be in the back -office 
transaction centre at any given time to meet targets  
3.20.2 
inbound and outbound contact centre operation  
planning of the total number of agents, team leaders a nd supervisors required to be on the floor at any given 
time to meet targets  
3.21 
captive service  
clearly identifiable and standalone business unit that is owned and run by an organization that retains control 
over the functions of the business unit cf. business unit (3.17)  
3.22 
client  
organization that procures the services of an outsourced operation cf. customer (3.34)  
3.23 
competency  
ability to do work efficiently  DRS 208 -1: 2019  
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 3.24 
contact centre  
central point from which an organization’s contacts with customers are managed, and that comprises one or 
more telephone call centres, collection centres, telemarketing centres and response centres that handle a 
variety of customer contacts and interaction s through inbound and outbound telephone calls, faxes, postal 
mails, e -mails, web -based and other electronic communications  
3.25 
contact -centre manager  
staff member who usually translates organizational plans into contact centre functional plans, co -ordina tes 
and allocates resources, and optimizes the functional system to achieve operational effectiveness and to 
ensure that best operational practices are implemented  
NOTE  Staff on this level is typically on the remuneration grading levels of Paterson levels  D1 to D4, Peromnes levels 
7 to 5, and Hay levels 371 to 734.  
3.26 
critical error  
incorrect action that could, or does, result in the loss of a customer or revenue (or both) to the operation  
3.27 
critical service  
service that is provided for customers to a ddress emergency situations, that typically operates on a 24 -h 
basis, and that is usually determined by the operation in a service level agreement with each client  
NOTE  Examples of critical services include (but are not limited to) emergency medical assis tance, assistance in fire 
and utility emergencies, and assistance in incidences of fraud, theft, violence, car breakdowns and loss of property.  
3.28 
customer  
end user of products or services (or both) who is directly serviced by the operation cf. client (3.28) 
3.29 
customer -related process  
<outbound contact centre operation> any series of actions of the operation that directly relates to the provision 
of the services for which the operation is retained by a client  
NOTE  These processes include all aspects of customer -interaction processes and escalation processes.   
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 3.30 
customer -relationship management  
CRM  
collective means by which an operation manages relationships with its customers in an organized way  
NOTE  This type of management includes methodologies, software, internet capabilities and personal interactions.  
3.31 
cycle  
3.31.1 
back -office processing operation  
set of actions needed for transaction processing to take place successfully  
3.31.2 
inbound and outbound contact centre operation  
set of actions needed for any customer interaction to be completed or any customer query to be resolved (or 
both)  
3.32 
cycle time  
stipulated period within which a cycle is completed cf. cycle (3.37, 3.38)  
3.33 
data cleanliness  
degree to which data held by the operation i s accurate, thereby facilitating speedy access to prospective or 
existing customers (or both)  
3.34 
data integrity  
condition of existing data that are relevant to the purposes for which the data are intended, accurate reflective 
of the situation or circumst ances the data are intended to illustrate, and prepared on an objective, unbiased 
basis  
NOTE  Performance measurement is an example of one of the purposes of data integrity.  DRS 208 -1: 2019  
9                ©RSB 2019  - All rights reserved  
 3.35 
disaster  
event such that the operation’s ongoing ability to function effectiv ely is severely compromised  
3.36 
disaster recovery plan  
formally documented plan that addresses the ability of the operation to resume operations after a disaster  
3.37 
escalation  
process whereby a customer enquiry is referred  to an appropriate point in the operation for resolution, 
involving a team leader, supervisor or manager or a different  department altogether  to the operation  
3.38 
holding time  
time during which a telephone caller is actively placed on hold by an agent  
3.39 
inbound  
initiated by a customer with the operation  
3.40 
list backlog  
total number of customers on a list not contacted by the operation within any given cycle time cf. cycle time 
(3.39)  
3.41 
login time  
time during which an agent is logged in to the autom atic call distributor  
3.42 
management information system  
MIS 
system specifically used by the operation to gather and report data on its performance in accordance with 
predetermined metrics   
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 3.43 
non-critical error  
incorrect action that does not threaten to result in the loss of a customer or revenue (or both) to the operation  
3.44 
occupancy  
time actively spent dealing with a customer interaction  
3.45 
offshoring  
process of conducting outsourced work for international organizations to international markets by an offshore 
organization  
3.46 
on-time 
3.46.1 
back -office processing operation  
metric used to determine the total number of electronic transactions by type completed within any given cycle 
time cf. cycle time (3.39)  
3.46.2 
inbound and outbound contact centre operation  
metric used to determine the total number of electronic customer interactions completed by type within any given 
cycle time cf. cycle  time (3.39)  
NOTE 1  On-time is expressed as a percentage of the total number of electronic customer inter actions by type received 
within a cycle time.  
NOTE 2  Customer interactions and electronic transactions not completed during such cycle time form part of the 
backlog calculation.  
3.47 
operation  
inbound or outbound contact centre or back -office process that  adheres to this standard  DRS 208 -1: 2019  
11                ©RSB 2019  - All rights reserved  
 3.48 
outbound  
initiated by the operation with a customer  
3.49 
output  
3.49.1 
back -office processing operation  
 transactions that are successfully completed during any specified period  
3.49.2 
inbound contact centre operation  
calls that are answered and e -mails and faxes that are handled successfully  
3.49.3 
outbound contact centre operation  
customer interactions that are completed successfully  
3.50 
output productive time  
period  during any given day during which yield is highest by reference to the customers targeted and the type 
of product/service offered  
3.51 
outsourced operation  
third party service provider retained by an organization to perform business functions on the organ ization's 
behalf  
3.52 
outsourcing  
obtaining a third party to fulfill specific business functions on behalf of a company in exchange for payment cf. 
BPO &O (3.16)   
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 3.53 
process  
series  of related actions designed such that, when adequately completed in sequence, a desired outcome 
using the available resources in an optimal way is reached  
3.54 
productivity  
metric used to determine the time actually spent by an agent to generate output  
NOTE  Productivity is expressed as a percentage of the total amount of time during which an agent is in a position to 
generate output.  
3.55 
quality  
degree to which a set of inherent characteristics fulfils requirements  
3.56 
quality assessment  
3.56.1 
back -office processing operation  
transaction processing in accordance with predetermined criteria in order to assess the operation’s success in 
meeting customer expectations and requirements and in managing its own business risk  
3.56.2 
inbound  and outbound contact centre operation  
random sampling of customer interactions in accordance with predetermined criteria in order to assess the 
operation’s  success in meeting customer expectations and requirements and in managing its own business 
risk 
3.57 
queue  
collective body of calls waiting in line to be answered by an agent  
3.58 
response ratio  
total number of successes  DRS 208 -1: 2019  
13                ©RSB 2019  - All rights reserved  
 NOTE  The response ratio is expressed as a percentage of the total number of attempts required to achieve such 
successes.  
3.59 
root-cause analysis  
process of determining the reason for failure  
3.60 
satisfaction survey  
appraisal conducted to determine the levels of satisfaction expressed by the target audience in relation to its 
interactions with the operation  
NOTE  The target audience i ncludes clients, customers and staff.  
3.61 
schedule  
roster that indicates where each staff member will be at any given time on any given day  
3.62 
scheduled break  
predetermined period in any given shift during which an agent need not be at his/her workstati on 
3.63 
seat 
physical workstation available to the operation from which to interact directly with customers  
NOTE  The number of seats is not an indication of the capacity of an operation as the same workstation can be used  
by multiple resources during a 24 -h cycle.  
3.64 
sensitive information  
facts about customers and clients that require special protection from disclosure  
NOTE  Sensitive customer information includes the identity number, passport number, bank account numbers, credit 
card details, home address, telephone numbers and personal financial information. Sensitive client information includes 
proprietary databases, operational plans, financial information and records, marketing plans and contracts.   
©RSB 2019  - All rights reserved                  14 
 3.65 
service level  
metric used to indicate the speed at which a call or the total number of calls is answered within any given 
period  
3.66 
service level agreement  
contract for the provision of services by one party (the supplier) to another (the client), and that details the 
performance between the agr eed-upon metrics  and targets  
3.67 
service recovery process  
series of actions that is designed to ensure that the operation maintains or regains the confidence of a 
customer by addressing and resolving any perceived problem that might have arisen or perceiv ed failure that 
might have occurred  
NOTE  Problems that are dealt with in a service recovery process include failure to deliver a product/service and 
failure to make a call.  
3.68 
supervisor  
individual who is responsible for overseeing the activities of a s pecific number of teams in larger operations 
and usually only one team in smaller operations cf. team  leader (3.82)  
NOTE 1  In smaller operations the term "supervisor" is often used interchangeably with the term "team leader".  
NOTE 2  Staff on this level a re typically on the remuneration grading levels of Paterson levels C1 - C3, Peromnes levels 
11 - 9, and Hay levels 192 - 313. 
3.69 
system availability  
percentage of time that a system is scheduled to be fully operational  
3.70 
talk time  
amount of time an ag ent actually spends engaged in direct vocal communication with a customer  
NOTE  Talk time excludes holding time.  DRS 208 -1: 2019  
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 3.71 
team leader  
individual who has line management responsibility for overseeing the activities of a specific team  
NOTE  Staff on this level are typically on the remuneration grading levels of Paterson levels C3 - C5, Peromnes levels 
9 - 8, and Hay levels 269 - 370. 
3.72 
training approach  
style that addresses the method(s) of training, the manner, timing and frequency of eac h type of training of the 
operation, and the roles and responsibilities of the operation’s  training staff  
NOTE  The training approach includes the duration of, and topics covered by, each specific training course that the 
operation provides.  
3.73 
transaction  
end-to-end business process undertaken by the operation on behalf of a client in a back -office processing 
operation  
3.74 
transaction processing  
executing the sequential steps required to complete the execution of any business process transactio n 
undertaken by the operation on behalf of a client in a back -office processing  operation  
EXAMPLES Processing of procurement orders, updating of databases, escalation, payment processing, distribution of 
documentation and invoicing.  
3.75 
utilization  
amount  of time actually spent by an agent on work relating to the operation’s activities cf. login time (3.48)  
NOTE 1  The operation’s activities include customer interactions and also improvement activities such as training 
coaching, meetings and workshops.  
NOT E 2  Utilization is expressed as a percentage of login time.   
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 3.76 
work rule  
directive  in accordance with which staff members in the operation operate, and that is configured in the 
operational schedules  
NOTE  Work rules typically include shift times, numbe r of hours worked in a shift, number of shifts worked 
consecutively, number of hours worked before the first scheduled break, number of overtime hours allowed, number of 
leave days allowed in a year, number of training days scheduled per month, and the num ber of hours and minutes allowed 
for daily scheduled breaks.  
3.78 
yield  
number of outputs per agent per hour, and performance metric to assess the efficiency of capacity forecasting  
4 Leadership and customer -service management practices  
4.1 General  
The leadership and customer -service management practices shall comply with the capabilities and capacity 
given in annex A and the performance metrics given in annexes B and C in order to comply with the 
requirements given in 4.2 - 4.9. 
4.2 Organizational focus on quality  
4.2.1  The operation’s organizational ability to deliver quality services shall be  based on its stated customer 
focus and demonstrable commitment to customer satisfaction with which all aspects of its activities shall be 
aligned.  
Note  for example  the customer focus is expressed  in the form of a vision statement, mission statement or 
other comparable statement of purpose  
4.2.2  The operation shall demonstrate the following:  
a)  stated values,  
b) code of conduct,  
c) organizational structure and reporting l ines (including any restructure or realignment of reporting 
responsibilities that may take place from time to time),  
d) descriptions of staff roles and responsibilities,  
e) succession planning for managerial staff,  
f) induction of new staff members,  DRS 208 -1: 2019  
17                ©RSB 2019  - All rights reserved  
 g) training approa ch, 
h) target setting,  
i) performance management policy, processes and procedures, and  
j) quality assessment criteria.  
4.2.4  The operation shall demonstrate that it periodically (at least annually) reviews:  
a)  its stated focus on customer satisfaction, efficiency  and quality, and  
b)  the effectiveness of the integration of such focus in all its activities.  
4.2.5  The operation shall demonstrate that its staff members:  
a) are aware of and understand their individual role in embodying the operation's stated focus on customer 
satisfaction, efficiency and quality in their day -to-day customer interactions, and  
b) demonstrate such awareness and understanding in their day -to-day customer interactions.  
4.2.6  The operation shall demonstrate that any changes made in its operatio nal environment:  
a) are reflective of, and aligned with, its stated focus on customer satisfaction, efficiency and quality, and  
b) address any potential impacts on departments, processes and procedures.  
4.3 Operational plans  
4.3.1  the organization shall identify the risk associated to the Quality  service where the operation is 
conducting business solely as an operational silo and where the operation and its activities are not integral to 
organizational planning or fail to derive the  support needed from the organization (or both) of which the 
operation is part.  
4.3.2  The operation shall demonstrate that it has a  documented,  annual operational plan in place that:  
a) demonstrates its alignment and integration with other aspects of overa ll organizational planning (for 
example, information technology, marketing, human resources and finance),  
c) demonstrates its commitment to financial and non -financial goals,  
d) includes specified annual targets, and  
e) that incorporates metrics that track progress  towards delivery against such targets.   
©RSB 2019  - All rights reserved                  18 
 4.3.3  The operation shall demonstrate that:  
a) the contact -centre manager is subject to periodic (at least monthly) performance reviews in accordance 
with the operation’s operational plan, and  
b)  that corrective actions a re taken as appropriate and required following such reviews.  
4.4  Legislative requirements  
4.4.1  Compliance by the operation with all applicable legal and regulatory requirements to which it is 
subjected represents a minimum requirement of the operation’s com mitment to quality. Where the operation 
deals with other countries, care shall be taken that it complies with the requirements of the client abroad.  
4.4.2  The operation shall demonstrate that it complies with applicable requirements under the prescribed 
legislation.  
4.4.3  The operation shall demonstrate that it has documented human resource policies and procedures, 
including, but not limited to, policies and procedures designed to ensure its compliance with applicable labour 
related legislation, in place to manage and regulate the employment relationship with its staff members.  
4.4.4  The operation shall demonstrate that it has a customer privacy policy and procedures in place that:  
a)  are documented,  
b)  are aligned, as a minimum requirement, in accordance with applicable legislative requirements,  
c)  prove that adherence to such policy and procedure is periodically (at least quarterly) monitored and 
assessed, and  
d)  demonstrate that failure by its staff members to adhere completely to such polic y and procedure results in 
disciplinary action in accordance with the operation’s staff disciplinary procedure.  
4.5 Industry sector requirements  
4.5.1  Compliance by the operation with all applicable legal and regulatory requirements to which it is 
subjected, s pecifically relating to any industry sector in which it is active, and together with the requirements of 
any industry body under whose jurisdiction it falls, represents a minimum requirement of the operation’s 
commitment to quality.  
4.5.2  The operation sh all demonstrate that it complies with applicable requirements under legislation relevant to 
the specific industry sectors in which it operates (for example, operations active in the financial services sector).  
4.5.3  The operation shall demonstrate its com pliance with applicable requirements of any industry or regulatory 
body of which it is a member, or under whose jurisdiction it falls, including the following:  
a)  periodic (not less than annual) publication of the industry or business sector -specific code s of practice (or 
codes of ethics); and  DRS 208 -1: 2019  
19                ©RSB 2019  - All rights reserved  
 b)  proof of current adherence to such codes of practice (or codes of ethics).  
4.6  Root -cause analysis  
4.6.1  Continuous improvement is an integral aspect of a commitment to quality. Understanding the reasons 
or any bre akdown (by doing a root -cause analysis) in customer -related processes and the support processes 
on which their effectiveness depends, helps prevent the breakdowns from recurring and so strengthens 
operational effectiveness.  
4.6.2  The operation shall demon strate that it conducts root -cause analyses on a cross -departmental basis 
to minimize potentially negative impact on performance when targets are not met.  
4.6.3  The operation shall demonstrate that its root -cause analysis methodology incorporates steps to 
ensure:  
a) the identification and definition of a problem,  
b) the analysis of the data that depict the cause of such problem,  
c) understanding of the underlying reasons for such problem,  
d) the design, development and implementation of a specific solution to such problem, and  
e) the monitoring, evaluation and tracking of performance in relation to such solution, including assessment 
of related staff performance.  
4.6.4  The operation shall demonstrate that:  
a)  it implements corrective action based on the findings of each root -cause analysis,  
b)  that such action is taken across all departments affected by the findings of each such analysis, and  
c)  that the effectiveness of such action is measured and monitored.  
4.7  Client satisfaction  
4.7.1   Clients who procure, and therefore pay for, the operation’s services have an expectation of a high 
level of operational efficiency and effectiveness. Delivering on this expectation to their satisfaction at all times 
and in all aspects is a prerequisite for any operation committed to quality service.  
4.7.2   The operation shall demonstrate that it:  
a)  conducts periodic (at least annual) client satisfaction surveys to determine the level of client satisfaction,  
b)  analyses the results of such surveys,   
©RSB 2019  - All rights reserved                  20 
 c)  identifies areas that require improvement of its operational practices as a result of such surveys,  
d)  implements solutions to remedy client dissatisfaction with any aspect of its quality of service, and  
e)  relates the findings of client satisfaction surveys to its internal q uality assessment and scoring processes.  
4.7.3  The operation shall demonstrate that it honours any agreement with a client that requires it to comply 
with any international or other standards relating to the provision of services to such client.  
4.7.4  The operation shall demonstrate that, when it processes sensitive information, it is aware of and 
complies with such internationally recognized data -security standards as are required by any client.  
4.8  Customer satisfaction  
4.8.1  Customers who use the operatio n’s services have an expectation of a high level of operational 
efficiency and effectiveness. Delivering on this expectation to their satisfaction will benefit any operation that is 
committed to quality service.  
4.8.2  The operation shall demonstrate that:  
a)  it only allows customer -facing staff members who have sufficient proficiency in any languages required to 
interact with customers, and  
f) b)  its customer -facing staff are trained in the correct pronunciation of words in the languages spoken to 
customers and that such pronunciation  is monitored.  
4.9  Risk management  
4.9.1  A systematic approach to risk management shall be taken to anticipate or identify (or both) areas of 
risk and corrective measures that shall be taken to minimize the impact of such risk on the organization and 
the client.  
4.9.2  The operation shall demonstrate that it protects its clients, its customers and itself against internal and 
external fraudulent practices by:  
a)  instituting and maintaining up -to-date, risk -oriented monitoring and m anagement processes,  
b)  communicating such processes to staff members,  
c)  documenting perceived staff -related fraud risks, and  
d)  implementing preventative measures relating to staff -related fraud risks (for example, by preventing staff 
from writing dow n customers’ banking details on paper which can be removed from the operation’s 
premises).  
4.9.3  The operation shall demonstrate that  DRS 208 -1: 2019  
21                ©RSB 2019  - All rights reserved  
 a)  it informs staff members to understand pertinent legal and financial implications and potential 
consequences of their actions, including, but not limited to, those related to contractual transactions, and  
b)  that it monitors staff members’ ongoing appreciation of such implications and consequences.  
4.9.4  The operation shall demonstrate that it has documented and communi cated to all staff members a 
policy covering bribery and corruption that, as a minimum requirement, incorporates related:  
a)  principles,  
b)  processes,  
c)  procedures, and  
d)  sanctions in the event of infringement of the policy.  
5  Human resource management practices  
5.1  General  
Human resource management practices shall comply with the capabilities and capacity given in annex A and  
the performance metrics given in annexes B and C in order to comply with the requirements given in 5.2 - 
5.18.  
5.2  Managemen t structure  
5.2.1  Staff members with a clear understanding of their own and others’ responsibility in relation to any 
given issue promote both timely customer interactions with customers and clarity of communications and 
expedite the escalation process, w here required.  
5.2.2  The operation shall demonstrate that, to promote clear understanding of management responsibilities, 
a description of all reporting lines is included in training material and explained to new staff members during 
their induction.  
5.3  Code of conduct  
5.3.1  A code of conduct promotes focus on appropriate staff conduct and interaction with other staff 
members, customers and other key stakeholders.  
5.3.2  The operation shall demonstrate that:  
a)  it has a documented code of conduct,  
b)  that such code of conduct is presented during induction to new staff members, and  
c)  that all staff members are aware and informed of the provisions of such code of conduct.   
©RSB 2019  - All rights reserved                  22 
 5.4  Staff management model  
5.4.1  A clear understanding of expectations regarding the  respective roles and responsibilities helps to 
ensure that staffing or human resources departments (or both) appreciate what is expected of them and to 
direct their focus on delivering on such expectations.  
5.4.2  The operation shall demonstrate that:  
a)  roles and responsibilities for its operational management, staffing agencies or the human resources 
department (or both) relating to its human resources management practices are documented and 
communicated to staff,  
b)  that such roles and responsibilities  are formally agreed upon in writing with staffing agencies or the 
human resources department (or both), and  
c)  that it measures performance to such formally agreed upon roles and responsibilities.  
5.4.3  The operation shall demonstrate:  
a)  the extent to which permanent and temporary staff members are treated equally with regard to 
performance management, and  
b)  that it has a documented policy detailing any differences in the manner in which permanent and 
temporary staff members are treated with regard to  performance management.  
5.5  Recruitment and selection of staff  
5.5.1  A clear articulation of the operation’s policy and procedure relating to recruitment and selection of staff 
guides management in ensuring that only suitable staff who can deliver on the ex pectations associated with 
their roles and responsibilities are recruited as required. This minimizes inefficiencies (including the 
associated resource reallocation and other costs) in operational practices and thereby the potential negative 
impact on the ability to consistently deliver a quality service.  
5.5.2  The operation shall demonstrate that it follows a documented staff recruitment and selection policy 
and processes that cover:  
a)  the circumstances in which available positions are advertised internally and externally to the operation,  
b)  candidate screening processes,  
c)  interviewing guidelines,  
d)  candidate evaluation and selection criteria, and  
e)  candidate appointment processes.  DRS 208 -1: 2019  
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 5.5.3  The operation shall demonstrate that client require ments are integral to its staff recruitment and 
selection policy and processes.  
5.5.4  The operation shall demonstrate that staffing agency fees are transparent and are borne by the 
operation and not by job -seekers.  
5.5.5  The operation shall demonstrate that it only places staff members (who interact with customers) on 
the floor when they have satisfactorily demonstrated knowledge and understanding of:  
a)  products/services,  
b)  processes,  
c)  systems, and  
d)  communication techniques.  
NOTE  Such competen cy, knowledge and understanding can be demonstrated through successful completion of 
appropriate training or evaluation of competency (or both).  
5.6  Skills requirements  
5.6.1  A clear articulation of the skills requirements for any given role in the operation  supports management 
in reallocating, hiring and training staff as required for its activities. This minimizes inefficiencies (including the 
associated resource reallocation and other costs) in operational practices and thereby the potential negative 
impac t on the ability to consistently deliver a quality service.  
5.6.2  The operation shall demonstrate that:  
a)  skills requirements for each role in the operation are documented,  
b)  verification of all qualifications claimed by recruits is conducted through industry -recognized channels 
before their appointment, and  
c)  training is provided to recruited staff when they do not already have the requisite skills for the position 
they assume.  
5.6.3  The operation shall demonstrate that each staff member has the fol lowing minimum knowledge and 
skills:  
a)  product/service knowledge;  
b)  telephone etiquette;  
c)  personal computer literacy (basic word processing and e -mail);  
d)  process knowledge;   
©RSB 2019  - All rights reserved                  24 
 e)  systems knowledge (for example telephony and customer -relationship ma nagement);  
f)  business -writing skills where the staff member is interacting with customers through the written media; 
and 
g)  such other skills as are required by his/her respective role and responsibilities (for example 
salesmanship).  
5.6.4  Documentation shall be kept on the skills and training needed to comply with operational 
requirements. When roles change, however, the necessary training shall be given to staff members. When an 
organization lacks skills needed, the appropriate personnel c an be hired.  
5.7  Skills evaluation  
5.7.1  Periodic and methodical skills evaluations represent an integral part of the operation’s ongoing ability 
to clearly evaluate the extent to which it can comply with the skills requirements for any given role in the 
operation and to which it can inform management of decisions relating to the reallocation, hiring and training  
of staff members as required for the activities of the operation from time to time.  
5.7.2  The operation shall demonstrate that:  
a)  it documents th e criteria and methods it uses to evaluate each skill,  
b)  that it applies a documented methodology to evaluate agents’ competence in requisite skills in 
accordance with such criteria and methods,  
c)  that its agents are periodically evaluated in accordanc e with such criteria and methods,  
d)  the pass threshold is documented for each type of evaluation for competency,  
e)  a documented process exists for the re -evaluation, where necessary, of the competence of an agent,  
f)  the presence of its agents on the floor is dependent on their achieving competence during evaluation,  
g)  no agent is operative on the floor who has not achieved full competence, and  
h)  documented records of all evaluations of competence achieved by agents are kept throughout each such 
agent's term of employment with the operation.  
5.8  Internal communication  
5.8.1  Communication with staff members relating to pertinent issues that affect all aspects of the 
operation’s activities, including updates on business objectives and progress, reduces misunderstandings and 
identify knowledge gaps. Well -informed, knowledgeable staff members are better equipped to anticipate and 
respond to customer expectations and requirements.  DRS 208 -1: 2019  
25                ©RSB 2019  - All rights reserved  
 5.8.2  The operation shall demonstrate that all staff members are trained and  evaluated on changes to 
products or services (or both), and processes and systems in advance of any such changes taking effect.  
5.9  Performance management  
5.9.1  Periodic and methodical measurement of performance in accordance with defined metrics promotes 
personal accountability and responsibility at all levels of the operation and serves to identify, in a timely 
manner, strengths and weaknesses that might impact on, or compromise, the ability to meet targets.  
5.9.2  The operation shall demonstrate that job descriptions detailing roles, responsibilities and expectations 
of performance, including targets and performance standards, are documented and provided to all its staff 
members.  
5.9.3  The operation shall demonstrate that the personal files of all its sta ff members:  
a)  reflect their individual performance to established targets and performance standards, and  
b)  contain details of measures taken to remedy underperformance.  
5.9.4  The operation shall demonstrate that:  
a)  defined performance criteria and th resholds, which are not limited to the quantity of calls agents handle, 
are documented for its agents,  
b)  that agents are regularly assessed against such criteria and thresholds, and  
c)  that agents are retrained if they fail to meet such criteria and thr esholds.  
5.9.5  The operation shall demonstrate that it periodically (at least once a year) and formally reviews the 
performance of:  
a)  all permanent staff members, and  
b)  those  non-permanent staff members who have been in its employ for more than one continuous year.  
5.9.6  The operation shall demonstrate that it has documented and implemented a staff grievance and 
disciplinary procedure that complies with the requirements of the  relevant national legislation (see foreword).  
5.10 Training  
5.10.1  Training is the means by which staff members are made familiar with the requirements of customer 
related processes and of managing their dependencies relating to support processes. Well -informe d, 
knowledgeable staff members are better equipped to anticipate and respond to customer expectations and 
requirements.  
5.10.2  The operation shall demonstrate that it has a documented training approach that addresses the 
following:   
©RSB 2019  - All rights reserved                  26 
 a)  the types of trainin g that the operation provides for its staff members;  
b)  the method(s) of training that the operation provides;  
c)  the manner, timing and frequency of each type of training that the operation provides, including the 
duration of, and topics covered by, eac h specific training course it provides; and  
d)  the roles and responsibilities of the operation’s training staff.  
5.10.3  The operation shall demonstrate that its training material is aligned with the requirements of its 
operations.  
5.10.4  The operation shall demonstrate that it provides induction training for all new staff members that:  
a)  aligns them with the operation's stated focus on customer satisfaction, efficiency and quality, and  
b)  covers the safe and correct use of equipment by them.  
5.10.5  The operation shall demonstrate that it periodically (at least annually) provides training for all staff 
members that:  
a) aligns them with the operation's stated focus on customer satisfaction, efficiency and quality, and  
b)  covers the safe and correct use  of equipment by them.  
5.10.6  The operation shall demonstrate that it plans, documents and arranges ongoing training and coaching 
for its team leaders, supervisors and managers.  
5.10.7  The operation shall demonstrate that it implements a training approach,  which includes past scores 
for training conducted.  
5.10.8  The operation shall demonstrate that all aspects of its training approach are reviewed and updated on 
an ongoing basis to reflect changing client and its own business requirements.  
5.11 Shift management  
5.11.1  Shift management shall strike an optimal balance between compliance with the requirements of the 
operation’s clients and customers and the legitimate expectations of its staff members relating to working 
conditions.  
5.11.2  The organization shall de monstrate that its work rules are documented and comply with the relevant 
national legislation (see foreword) and that, where possible, the best practice guidelines have been 
incorporated into the work rules.  
5.11.3  The operation that offers critical servi ces shall demonstrate that such services are accessible to 
customers at hours that meet customer requirements.  DRS 208 -1: 2019  
27                ©RSB 2019  - All rights reserved  
 5.12 Health and environmental management  
5.12.1  A safe and healthy working environment promotes staff well -being, which in turn facilitates staff focus 
on meeting client and customer expectations and requirements.  
5.12.2  The operation shall demonstrate that it promotes the alleviation of potential staff stress due to 
epidemics, pandemics, shift work and BPO&O sector -related phenomena, by:  
a)  making  available to staff members documented information on wellness programmes or counselling 
centres or organizations for staff members (or any combination of these),  
b)  by displaying such information for easy access, and  
c)  by ensuring that such information  is kept up -to-date.  
5.12.3  The operation shall demonstrate that agents’ occupancy does not exceed 80 % in any given workday.  
5.12.4  The operation shall demonstrate that:  
a)  agents are given ten -minute screen breaks at least once every two hours, and  
b)  that such breaks are included in agents’ scheduled breaks.  
5.12.5  The operation shall demonstrate that its working space, ventilation, lighting supply, ergonomics and 
heating comply with legislative requirements.  
5.12.6  The operation shall demonstrate that  its staff members have access to adequate toilet facilities at all 
times.  
5.12.7  The operation shall demonstrate that it provides its staff members with an area in which to heat and 
eat meals that may be brought to the workplace.  
5.13  Safety and security proc edures  
5.13.1  The safety and security of staff members on the premises and also their safe access to and safe exit 
from the premises at all times shall be of paramount concern to the operation.  
5.13.2  The operation shall demonstrate that:  
a)  it has a docu mented emergency evacuation procedure relating to its premises that complies with 
legislative requirements,  
b)  that such procedure details who will be evacuated where, how this will take place and in what 
circumstances,  
c)  that such procedure has been co mmunicated to all staff members,   
©RSB 2019  - All rights reserved                  28 
 d)  designated staff members have been appointed and trained to lead the emergency evacuation procedure,  
e)  that the names of such staff members have been communicated to all staff members,  
f)  its staff members are traine d in emergency evacuation of the premises,  
g)  emergency evacuation drills are periodically conducted, and  
h)  access to all fire escapes on its premises is unimpeded.  
5.14  Reward and recognition programmes  
5.14.1  Transparent and equitable reward and recogniti on programmes promote staff understanding of the 
basis of their remuneration by reference to their ability to deliver in accordance with the expectations placed 
upon them.  
5.14.2  The operation shall demonstrate that, when it operates a reward and recognition programme, the 
criteria of such programme, including eligibility, are as follows:  
a)  documented;  
b)  objective;  
c)  verifiable; and  
d)  communicated to all staff members.  
5.15  Management of staffing agencies  
5.15.1  Use by the operation of any staffing agency in addressing its staff recruitment and selection 
requirements shall not compromise the operation’s focus on and its ability to deliver quality service.  
5.15.2  The operation sh all demonstrate that, when it uses the services of a staffing agency:  
a)  provision of such services is subject to a service level agreement with the staffing agency,  
b)  the service level agreement contains at least the following:  
1)  the respective roles  and responsibilities of the parties;  
2)  the client’s requirements (including for example, the requirement to adhere to certain, specified 
quality standards in the provision of such services);  
3)  performance metrics;  
4)  targets attributed to each such m etric; and  DRS 208 -1: 2019  
29                ©RSB 2019  - All rights reserved  
 5)  remedies and sanctions for failure to deliver on commitments prescribed by the service level 
agreement, and  
c)  that it tracks performance by using metrics contained in such an agreement.  
5.16  Staff satisfaction  
5.16.1  Well-motivated staff members, as the “face” of the organization and primary point of contact with 
customers, are a vital element in the operation’s ability to consistently deliver quality service.  
5.16.2  The operation shall demonstrate that  
a)  it conducts a staff satisfaction  survey periodically (at least once a year), involving all staff members in its 
employ for longer than one year, and  
b)  that it addresses areas of staff dissatisfaction highlighted by any such survey.  
5.17  Staff development  
5.17.1  A commitment to staff develo pment represents a key aspect of the operation’s organizational 
sustainability, not least as a primary means of investment in its ongoing ability to improve its operational 
efficiency.  
5.17.2  The operation shall demonstrate that it provides development opp ortunities to its staff members.  
5.17.3  The operation shall demonstrate that it only engages in an external recruitment drive to fill any given 
vacancy where it is unable to source an appropriate candidate from its own staff members.  
5.17.4  The operation shall demonstrate that it has succession planning in place for staff members at 
managerial level.  
5.18  Attrition  
5.18.1  Attrition serves as a key indicator of the prevailing level of staff satisfaction and motivation within the 
operation, as well as an indicat or of the ongoing risk of potential loss of institutional knowledge and the ability 
to maintain a level of suitable skilled staff commensurate with operational requirements at any given time. 
separate reports relating to, the attrition of its:  
a)  agents,  
b)  supervisors,  
c)  team leaders, and  
d)  staff members in other categories.   
©RSB 2019  - All rights reserved                  30 
 6  Operational management practices  
6.1  General  
Operational management practices shall comply with the capabilities and capacity given in annex A and the 
performance metrics given in annexes B and C in order to comply with the requirements given in 6.2 to 6.7.  
6.2  Capabilities  
6.2.1  A lack of transparency by the operation relating to its capacity and capabilities might result in the risk 
of misleading clients and engendering situations w here the operation’s ability to deliver on client and customer 
expectations and requirements is compromised.  
6.2.2  The operation shall demonstrate that it uses table A.1 to promote transparency in its communications 
with existing and prospective clients r egarding its capabilities, its capacity and the services it offers.  
6.2.3  The operation shall demonstrate that its customer -related processes are documented.  
6.2.4  The operation shall demonstrate that its documented customer -related processes address the  
following:  
a)  all aspects of direct customer interaction; and  
b)  escalation.  
6.2.5  The operation shall demonstrate that all relevant staff members understand its customer -related 
processes.  
6.2.6  The operation shall demonstrate that:  
a)  it has metrics  in place relating to each of its customer -related processes that conform to those metrics 
provided in annex B, and  
b)  that it tracks performance in accordance with such metrics, either electronically or, where it has no 
electronic tracking capability, ma nually.  
6.3  Capacity planning  
6.3.1  Effective capacity planning ensures that appropriate numbers of staff at the right levels are in the right 
place at the right time to ensure the operation’s ability to fully meet client and customer expectations and 
requir ements.  
6.3.2  The operation shall demonstrate that:  
a)  its targets for outbound output are clearly defined,  DRS 208 -1: 2019  
31                ©RSB 2019  - All rights reserved  
 b)  that the number of staff members required to meet such targets takes into account call length and 
response ratios,  
c)  its daily targets are tracked and, if not met, are added to the following day’s targets to ensure that such 
targets are met by month -end, or over the period of a campaign, if such campaign is for less than a 
month’s duration, and  
d)  that it documents corrective interventions u ndertaken, where such targets are not met.  
6.3.3  The operation shall demonstrate that it periodically (at least monthly) tracks, analyses, and prepares 
separate reports relating to, the absenteeism of its:  
a)  agents,  
b)  supervisors,  
c)  team leaders, an d 
d)  staff members in other categories.  
6.3.4  The operation shall demonstrate that:  
a)  corrective interventions are undertaken in circumstances where the actual number of agents required to 
meet targets deviates from capacity forecasting by more than 5 % , 
b)  that such interventions are documented, and  
c)  that evidence of improvement owing to such interventions is documented.  
6.3.5  The operation shall demonstrate that work rules are documented.  
6.3.6  The operation shall demonstrate that  
a)  scheduled b reaks are determined on the basis of output productive times, and  
b)  scheduled breaks comply with applicable requirements of the relevant national legislation (see foreword).  
6.3.7  The operation shall demonstrate that shifts comply with the applicable requirements of the relevant 
national legislation (see foreword).  
6.3.8  The operation shall demonstrate that:  
a)  schedules that govern agents' activities for each working day are prepared for each agent,  
b)  that no changes are made to schedules after a predetermined point before their distribution, and   
©RSB 2019  - All rights reserved                  32 
 c)  that any absence that has not been included in the determination of such schedules at such point is 
regarded as absenteeism and recorded as such.  
6.4  Customer -related process management  
6.4.1  Custome r-related processes represent the service offered by the operation to clients. The efficiency 
and effectiveness of these processes remain indicators of the operation's ability to consistently deliver quality 
service.  
6.4.2  The operation shall demonstrate that it has a signed service level agreement with each of its clients.  
6.4.3  The operation shall demonstrate that its customer -related processes are documented.  
6.4.4  The operation shall demonstrate that its customer -related processes are subject to a functional 
system of version control.  
6.4.5  The operation shall demonstrate that it conducts periodic internal or external audits of its customer 
related processes.  
6.4.6  The operation shall demonstrate that it evaluates potential areas of failure in its customer -related 
processes.  
6.4.7  The operation shall demonstrate that:  
a)  it has service recovery processes in place relating to customer -related processes, and  
b)  that such processes are documented. 6.4.8 The operation shall demonstrate that  
a)  it min imizes identified risk in relation to its customer -related processes, and  
b)  all actions taken to minimize risks are documented.  
6.4.9  The operation shall demonstrate that it applies a defined methodology to calculate the cost of failure 
where a material  breakdown in any of its customer -related processes is identified.  
6.4.10 The operation shall demonstrate that:  
a)  its quality assessment methodology includes assessments of adherence to its customer -related 
processes, and  
b)  that such methodology is doc umented.  
6.4.11  The operation shall demonstrate that training on customer -related processes is given to new staff 
members.  
6.4.12  The operation shall demonstrate that processes are in place to ensure protection of sensitive 
information.  DRS 208 -1: 2019  
33                ©RSB 2019  - All rights reserved  
 6.4.13  The operatio n shall demonstrate that:  
a) its customer -related processes address internal and external escalation of customer queries, and  
b) that such escalation mechanisms are communicated to customers.  
6.4.14  The operation shall demonstrate that it has a customer complaint -handling procedure which 
incorporates corrective actions and target response times and which is:  
a)  documented,  
b)  available to customers, and.  
c)  communicates complaint handling feed back to  customers  
6.4.15  The operation shall demonstrate that:  
a)  all complaints received from customers are logged,  
d)  that all such complaints are reviewed by authorized staff members, and  
e)  that corrective action is taken by authorized staff members in res pect of all such complaints.  
6.5  Support processes  
6.5.1  The operation depends on its various internal and external suppliers. Changes in support processes 
have a direct impact on customer -related processes and consequently on the operation’s ability to consistently 
deliver quality service.  
6.5.2  The operation shall demonstrate that all product -/service -, process - or system -related changes are 
documented, and that these changes are:  
a)  formally communicated to all staff members, and  
b)  subjected to a f unctional system of version control.  
6.5.3  The operation shall demonstrate that:  
a) it manages its dependence on internal suppliers of services (for example, the IT helpdesk, back -office 
escalation departments, training department, and recruitment departme nt) using the metrics detailed in 
table C.1,  
b)  that such metrics are formally documented in a service level agreement contracted between the operation 
and each such supplier, and  
c)  that such an agreement contains at least the following:   
©RSB 2019  - All rights reserved                  34 
 1)  the respect ive roles and responsibilities of the parties;  
2)  the client’s requirements (including, for example, the requirement to adhere to certain, specified 
quality standards in the provision of such services);  
3)  performance metrics;  
4)  targets attributed to e ach such metric; and  
5)  remedies and sanctions for failure to deliver on commitments prescribed by such an agreement.  
6.5.4  The operation shall demonstrate that:  
a)  it manages its dependence on external suppliers of services using the metrics detailed i n table C.1, and  
b)  that such metrics are formally documented in a service level agreement contracted between the operation 
and each such supplier.  
6.5.5  The operation shall demonstrate that it manages its data lists effectively by tracking the following  
performance metrics:  
a)  on-time;  
b)  backlog; and  
c)  quality.  
6.4  Quality assessment  
6.6.1  Periodic and methodical analysis and assessment, in accordance with predetermined criteria of the 
extent to which quality is delivered, are integral components of c ontinuous improvement. Such analysis and 
assessment serve to identify and address perceived weaknesses and to highlight and build on perceived 
strengths.  
6.6.2  The operation shall demonstrate that:  
a)  it operates a quality assessment approach to its customer -related processes that includes evidence of 
analysis and assessment of the quality of customer interactions and escalation processes in accordance 
with defined criteria,  
b)  that such an approach is documented, and  
c)  that all changes to such an approach are subject to version control.  
6.6.3  The operation shall demonstrate that:  DRS 208 -1: 2019  
35                ©RSB 2019  - All rights reserved  
 a)  all aspects of customer -related interaction are monitored as part of its quality assessment approach, and  
b)  it prepares periodic (at least monthly) reports by custo mer-related interaction.  
6.6.4  The operation shall demonstrate that the criteria it applies in its quality assessment of customer 
related processes are aligned with customer expectations and business requirements, as determined by:  
a)  its customer -facing  staff knowledge of products/services, processes and resolution cycle times,  
b)  its customer -facing staff ability to resolve enquiries effectively, through defined and documented 
processes, and  
c)  its customer -facing staff demonstration of listening skil ls, empathy, respect, tone of voice, vocal pitch and 
voice volume, in relation to their customer interactions.  
d)  its customer -facing staff expression of personal image in relation to their customer interactions.  
6.6.5  The operation shall demonstrate tha t the criteria it applies in its quality assessment of customer 
related processes are aligned with client and business requirements, as determined by:  
a)  average handling time,  
b)  areas of risk to its business activities,  
c)  the accuracy of information provided to customers,  
d)  the accuracy of data captured, and  
e)  the extent of adherence to such processes.  
6.4.6  The operation shall demonstrate that:  
a)  critical errors and non -critical errors identified in any quality assessment of customer -related pr ocesses 
are reported separately, and  
b)  that critical errors result in an automatic fail of the critical errors section in relation to any such 
assessment.  
6.6.7  The operation shall demonstrate that:  
a)  each agent is assigned a quality assessment score in relation to any quality assessment,  
b)  each team is assigned a score in relation to any quality assessment, on the basis of an average of all the 
quality assessment scores of the agents in any given team,   
©RSB 2019  - All rights reserved                  36 
 c)  the operation as a whole is assigned a scor e in relation to any quality assessment, on the basis of an 
average of the quality assessment scores of all teams,  
d)  quality assessment scores are reported periodically (at least monthly) at agent, team and operational 
levels, and  
e)  quality  assessment scores are documented for future reference and action.  
6.6.8  The operation shall demonstrate that feedback of the quality assessment score is given to individual 
agents, team leaders and supervisors within one week of any quality assessment.  
6.6.9  The operation shall demonstrate that its documented quality assessment approach provides for the 
possibility of removing agents from the floor for coaching or retraining (or both) where they are responsible for 
frequent critical errors.  
6.6.10  The op eration shall demonstrate that:  
a)  it undertakes interventions at agent, team and operational level to improve performance after each quality 
assessment, and  
b)  appropriate feedback, coaching and training are factored into agents’ schedules.  
6.6.11  The operation shall demonstrate that its quality assessors are subject to periodic (not less than 
quarterly) assessments to ensure that they in turn use the same criteria for assessing agents. This will 
standardize the results of any quality assessment and pre vent bias towards agents where quality 
assessments are conducted.  
6.6.12  The operation shall demonstrate that a minimum of one quality assessment per agent per week is 
conducted, when such agent:  
a)  is in his/her first month on the floor since joining the  operation as a staff member, and  
b)  has failed to meet his/her most recent monthly targets.  
6.6.13  The operation shall demonstrate that:  
a)  monitoring of agents is conducted on live and pre -recorded calls, and  
b)  that agents have been made aware of the  purposes of such monitoring.  
6.7  Performance reporting  
6.7.1  Transparent internal performance reporting in accordance with established metrics strengthens the 
focus of operation management and staff on their ability to meet targets. Transparent external  performance 
reporting provides the means by which clients and other key stakeholders can gauge the ability of the 
operation to meet its commitments.  DRS 208 -1: 2019  
37                ©RSB 2019  - All rights reserved  
 6.7.2  The operation shall demonstrate that it establishes targets for all metrics as detailed in tables B .1 and 
C.1. Tables B.1 and C.1 also contain recommended benchmarks that serve as guidelines for such targets.  
6.7.3  The operation shall demonstrate that, where targets are not met, a root -cause analysis (see 4.6) is 
conducted and the findings from such an alysis are documented.  
6.7.4  The operation shall demonstrate that any interventions it undertakes are tracked and that 
improvements that arise from such interventions are monitored and recorded.  
7  Technical resource management practices  
7.1  General  
Technical resource management practices shall comply with the capabilities and capacity given in annex A, 
the performance metrics given in annexes B and C, and the relevant req uirements given in RS ISO/IEC 27002  
in order to comply with the requirements given in 7.2 to 7.9.  
7.2  Data security  
7.2.1  Security of customer data represents an integral aspect of the operation’s ability to promote client and 
customer confidence in its service delivery capabilities.  
7.2.2  The operation shall demonstrate that it has a documented  data security policy in place that details 
staff responsibilities regarding data security.  
7.2.3   The operation shall demonstrate that staff members responsible for aspects of its data security policy 
know the policy and its contents.  
7.2.4  The operation  shall demonstrate that all customer information is held securely, in a manner that 
ensures it is not susceptible to unauthorized access.  
7.2.5  The operation shall demonstrate that:  
a)  access of individual staff members to customer information and databases is limited and controlled (for 
example password -protected access), on the basis of legitimate operational requirements,  
b)  it tracks and monitors customer information and database access reports, and  
c)  customer information and database access passwords are changed when a staff member finishes a 
campaign, assumes new operational responsibilities unrelated to the customer to whom information 
relates, or leaves the employ of the operation.  
7.2.6  The operation shall demonstrate that all usage of da tabase administrator rights is tracked for change 
control purposes.   
©RSB 2019  - All rights reserved                  38 
 7.2.7  The operation shall demonstrate that all sensitive information for day -to-day use is kept under lock 
and key and that archived sensitive information is kept in a fireproofed and sec ure environment. The operation 
shall also demonstrate that:  
a)  access of individual staff members to any such information is limited and controlled (for example that keys 
to secure areas housing such information are provided on a limited basis only), on t he basis of legitimate 
operational requirements,  
b)  it tracks access to such information, and  
c)  keys to secure areas housing such information and that are in a staff member's possession are withdrawn 
when that staff member finishes a campaign, assumes n ew operational responsibilities for which access 
to such information is not required, or leaves the employ of the operation.  
7.3  Disaster recovery  
7.3.1  The operation’s ability to maintain a high level of quality service delivery and also to maintain and 
strengthen client and customer confidence is a crucial dimension, particularly the ability to maintain critical 
services in the face of a potential disaster.  
7.3.2  The operation shall demonstrate that:  
a)  it has a formal, documented disaster recovery plan in  place to restore all activities and functions required 
for the operation’s ongoing ability to function effectively following a disaster or systemic failure,  
b)  that such plan contains a definition of what constitutes a disaster or systemic failure for th e purposes of 
the operation, so that this plan will come into effect,  
c)  that such plan addresses the restoration of key aspects of customer -related processes and support 
processes (for example emergency management, human resources, technological resource s, media or 
public relations management (or both), and  
d)  that such plan is regularly tested.  
7.3.3  The operation providing critical services shall demonstrate that:  
a)  it has a formal, documented business continuity plan in place to ensure that the prov ision of all critical 
services remains unaffected following a disaster or systemic failure,  
b)  that such plan contains a definition of what circumstances or events (or both) will cause this plan to come 
into effect,  
c)  that such plan addresses maintenanc e of key aspects of customer -related processes and support 
processes in relation to all critical services (for example, emergency management, human resources, 
technological resources, media or public relations management (or both)), and  
d)  that such plan is regularly tested.  DRS 208 -1: 2019  
39                ©RSB 2019  - All rights reserved  
 7.3.4  The operation shall demonstrate that:  
a)  it has defined and documented different types of service interruption,  
b)  that it has attributed a severity level for each such type of service interruption, and  
c)  that it has defined and documented anticipated timeframes for the remedy of each such type of service 
interruption.  
7.3.5  The operation shall demonstrate that:  
a)  it has defined key risks which might give rise to a service interruption,  
b)  that it has docum ented contingency plans or processes (or both) to mitigate such risks,  
c)  that it conducts periodic (at least annual) simulations of such risks,  
d)  that it has documented its findings based on such simulations,  
e)  that corrective actions are taken based  on such findings,  
f)  that such actions are documented, and  
g)  that the effectiveness of such actions is measured and monitored.  
7.4  Management of internal technical support  
7.4.1   Internal technical support resources are a key element of support processes and the operation shall 
demonstrate that it manages its dependence in this respect efficiently and effectively to prevent any risk of 
compromising the integrity of its customer -related processes.  
7.4.2  The operation shall demonstrate that it has a document ed information technology policy (the IT policy) 
that, as a minimum requirement, governs the activity of its staff members relating to:  
a)  access to and usage of the internet,  
b)  copying or storage (or both) of downloaded graphics or images (or both),  
c)  e-mail usage,  
d)  electronic games usage,  
e)  loading of software on operational hardware, and   
©RSB 2019  - All rights reserved                  40 
 f)  staff privacy in relation to the use of the operation’s information technological resources, including e -mail 
and internet usage.  
7.4.3  The operation shal l demonstrate that:  
a)  all staff members received a copy of the IT policy during their induction training, and  
b)  each staff member has acknowledged acceptance of the IT policy in writing, before taking up his/her 
duties within the operation.  
7.4.4  The operation shall demonstrate that the roles and responsibilities of all staff members who are 
responsible for aspects of the operation’s information technological capabilities are documented.  
7.4.5  The operation shall demonstrate that, in relation to the t echnical support provided to the operation by 
internal suppliers:  
a)  as a minimum requirement, documented targets are set for each performance metric provided in table 
C.1, 
b)  that performance to such metrics is measured and tracked, and  
c)  that corrective measures are in place, when such targets are not met.  
7.5  Management of external technical suppliers  
7.5.1  External technical support resources are a key element of support processes and the operation shall 
demonstrate that it manages its depende nce in this respect efficiently and effectively to prevent any risk of 
compromising the integrity of its customer -related processes.  
7.5.2  The operation shall demonstrate that, in relation to technical support provided to the operation by 
external supplie rs: 
a)  it has a documented service level agreement with each such supplier,  
b)  that such an agreement contains at least the following:  
1)  the respective roles and responsibilities of the parties;  
2)  the client’s requirements (including, for example, th e requirement to adhere to certain, specified 
quality standards in the provision of such services);  
3)  performance metrics;  
4)  targets attributed to each such metric; and  
5)  remedies and sanctions for failure to deliver on commitments prescribed by such  an agreement.  DRS 208 -1: 2019  
41                ©RSB 2019  - All rights reserved  
 c)  as a minimum requirement, documented targets are included in such an agreement for each performance 
metric detailed in table C.1 (which also contains recommended benchmarks that serve as guidelines for 
such targets),  
d)  that performance  in accordance with such metrics is measured and tracked, and  
e)  that corrective measures are in place when such targets are not met.  
7.6  Data management  
7.6.1  Data shall be managed responsibly and effectively in such a way as to ensure that data integrity is at 
no time compromised, with the attendant potential risk of a breach of legal or contractual obligations (or both) 
and of damage to client or customer confidence (or both). To maintain integrity, data shall remain unchanged 
from source and not be accid entally or maliciously modified, altered or destroyed in any transfer, storage or 
retrieval operation.  
7.6.2  The operation shall demonstrate that it has a documented data management policy in place that 
stipulates the definition of data and the way in whi ch the data are managed within and by the operation and 
which, as a minimum requirement, addresses requirements for:  
a)  data storage,  
b)  data back -up, and  
c)  data recovery.  
7.6.3  The operation shall demonstrate that effective functional data retrieval processes are in place.  
7.7  Management information systems  
7.7.1  The operation requires effective management information systems to ensure that performance reporting in 
accordance with established metrics is accurate and timely, so that management is at all times in a position to 
understand and, if required, take corrective action to redress, any deficiency in performance to targets and other 
issues that might affect quality.  
7.7.2   The operation shall demonstrate that it has defined and documented management  information system 
reports that address the following:  
a)  the report type;  
b)  the report frequency; and  
c)  the reporting lines.  
7.7.3   The operation shall demonstrate that management information system reports are subject to a quality 
review before their transmission to clients.   
©RSB 2019  - All rights reserved                  42 
 7.7.4  The operation shall demonstrate that data integrity (see 7.6) exists in relation to the compilation of all its 
reports.  
7.8  Fraud risk management  
7.8.1  The risk of fraud poses a threat to the viability of the operation a nd to its clients and customers. The 
operation shall therefore ensure that it has taken all reasonable measures to prevent the occurrence of such risks 
and to mitigate any impact such occurrence might have.  
7.8.2   The operation shall demonstrate that the t echnology used in the operation does not allow staff members to 
copy or download (or both) sensitive information for any purpose other than the legitimate exercise of their 
professional activities (for example, compact disk drives on staff members’ persona l computers shall be disabled to 
prevent them from removing customer or client information from the operation).  
7.8.3  The operation shall demonstrate that it has taken all reasonable steps to ensure that its electronic and 
paper -based information stores a re tamper -proof.  
7.8.4   The operation shall demonstrate that the systems or applications (or both) it uses minimize the possibility of 
internal and external fraudulent activity.  
7.9  Security procedures  
7.9.1  Technical equipment shall be housed in a secure en vironment, in such a way that it does not negatively 
impact on, or otherwise compromises other aspects of, safety on the operation’s premises.  
7.9.2   The operation shall demonstrate that:  
a)  all sensitive or business -critical technological hardware (or bo th) is housed in a secure area,  
b)  that it has documented access rights relating to all such areas, and  
c)  that none of its technology hardware is housed in any such area in such a way as to restrict access by 
any staff member to fire escapes or other em ergency exits from the operation’s premises.  
 DRS 208 -1: 2019  
43                ©RSB 2019  - All rights reserved  
 Annex  A 
(normative)  
 
Capability and capacity  
Table.A.1 — Customer interaction types (Capacity and capability)  
1 2 
Customer interaction types available in this operation  
Current capability  Capacity of capability  
Number of seats  number  
Number of seats as a percentage of the total capacity  % 
Technology used (for example Switch, CRM, and ERMS)  List 
Electronic: outbound faxes  
Number of seats  Number  
Number of seats as a percentage of the total capacity  % 
Technology used  List 
Electronic: outbound e -mails  
Number of seats  Number  
Number of seats as a percentage of the total capacity  % 
Technology used  List 
Electronic: outbound voicemails  
Number of seats  Number  
Number of seats as a percentage of the total  capacity  % 
Technology used  List 
Other: (IIst)  
Number of seats  Number  
Number of seats as a percentage of the total capacity  % 
Technology used  List 
Total capacity (i.e. total number of seats)  Number  
NOTE This table is applied for transparency for the  protection of clients and outsources.  
 
 
  
©RSB 2019  - All rights reserved                  44 
 Annex  B 
(normative)  
 
Customer related process  
Table B. 1 — Performance metrics for customer - related processes  
1 2 3 4 5 6 
Interaction 
type Evidence 
requirement  Required metrics  Reporting 
level Recommended 
good practice 
benchmarks  Description of performance 
metric  
Outbound 
voice 
contacts  Documented 
customer 
interaction 
process map  Yield  By campaign  Client – specific 
target  Number of outputs required 
– per agent – per hour  
List backlog  By campaign  Maximum one  
overdue cycle  Percentage of records not 
used in relation to forecast – 
in order to reach target  
Volume  By 
campaign, by 
team, by 
agent  Client – specific 
target  Total number of outputs 
achieved  
Productivity  By 
campaign, by 
team, by 
agent  Minimum 65%  Percentage of customer – 
facing time divided by total 
time worked  
Average handling 
time By 
campaign, by 
team, by 
agent  Client – specific 
target  Average of the sum of talk 
time plus after – call work 
plus holding time (only if 
holding time is not includ ed 
in talk time) for agents  
Quality  By 
campaign, by 
team, by 
agent  Critical errors: 
Maximum 3%  
Non – critical 
errors: 5%  Critical – error accuracy – 
mistakes that put the 
business at risk  
Non – critical – error 
accuracy – mistakes that 
indicate softer  issues  
Abandonment 
rate (for 
predictive dialer)  By campaign  Maximum 5%  Percentage of calls dropped 
by customers before being 
routed to an agent  
Documented 
escalation 
process map  On – time  By campaign  Client – specific 
target by enquiry 
type Percentage of escalations 
handled with cycle time  
Backlog  By campaign  Client – specific 
target by enquiry 
type Number of overdue cycles  
Volume  By campaign  Client – specific 
target by enquiry 
type Number of escalations sent  
Quality  By campaign  Client – specific 
target by enquiry Percentage completed 
accurately the first time 
(percentage rework is the DRS 208 -1: 2019  
45                ©RSB 2019  - All rights reserved  
 type reciprocal)  
 
 
  
©RSB 2019  - All rights reserved                  46 
 Annex  C 
(normative)  
 
Operation and supplier management  
Table  C.1 — Performance  metrics  for operation  and supplier  management  
1 2 3 4 5 6 
Management 
practice  Description of 
practice  Required metrics  Reporting 
level Recommended 
good practice 
benchmarks  Description of 
performance metric  
Management 
of external 
service 
suppliers  Service level 
agreement with 
each external 
service supplier, 
for example 
relating to  
-Staffing agencies  
-Telephone 
systems  
-CRM  On-time to 
respond/deliver  By external 
supplier  Minimum 85%  Percentage of service 
requests responded to 
within cycle time  
On-time to resolve  By external 
supplier  Minimum 80%  Percentage of service 
requests completed 
within cycle time  
Quality of 
resolution  By external 
supplier  Minimum 80% 
resolved on first 
attempt  Percentage completed 
accurately the first time 
(percentage rework is the 
reciprocal)  
Response/delivery 
backlog  By external 
supplier  Maximum one 
overdue cycle  Number of overdue 
cycles (how far behind 
target are you?)  
Volume of support 
requests  By external 
supplier  No benchmark  Number of support 
requests by type of 
service offered by the 
support department  
Facilities 
management  Service level 
agreement  On-time to 
respond/deliver  By operation  Minimum 85%  Percentage of service 
requests responded to 
within cycle time  
On-time to  resolve  By operation  Minimum 80%  Percentage of service 
requests completed 
within cycle time  
Quality of 
resolution  By operation  Minimum 80% 
resolved on first 
attempt  Percentage completed 
accurately the first time 
(percentage rework is the 
reciprocal)  
Response/delivery 
backlog  By operation  Maximum one 
overdue cycle  Number of overdue 
cycles (how far behind 
target are you?)  
Volume of support 
requests  By operation  No benchmark  Number of support 
requests by type of 
service offered by the 
support department  
Management 
of technical 
support  - Documented IT 
policy  
- Documented On-time to 
respond/deliver  By IT 
department 
(helpdesk) r Minimum 90 % Percentage of service 
requests responded to 
within cycle time  DRS 208 -1: 2019  
47                ©RSB 2019  - All rights reserved  
 roles and 
responsibilities 
relating to all IT 
processes  On-time to resolve  By IT 
department 
(helpdesk)r  Minimum 80%  Percentage of service 
requests completed 
within cycle time  
Quality of 
resolution  By IT 
department 
(helpdesk)r  Minimum 80% 
resolved on first 
attempt  Percentage completed 
accurately the first time 
(percentage rework is the 
reciprocal)  
Response/delivery 
backlog  By IT 
department 
(helpdesk)r  Maximum one 
overdue cycle  Number of overdue 
cycles (how far behind 
target are you?)  
Volume of support 
requests  By IT 
department 
(helpdesk)r  No benchmark  Number of support 
requests by type of 
service offered by the 
support department  
Data/list 
management  Monitoring access 
to call records   On-time 
Backlog  
Quality  By campaign  
By provider   Daily  
Monthly  The management data 
from a third party supplier 
or an internal supplier. 
This is a dependency for 
targets to be met, 
therefore the data shall 
be tracked upon arrival 
(percentage of arrival 
within cycle time)  
Overdue supply of data 
by the supplier shall be 
tracked (number of 
overdue cycles will 
indicate the probability of 
meeting targets). The 
quantity of the data will 
also determine the 
probability of success 
(expected as a 
percentage of unusable 
records of the total 
records)  
System 
availability  Tracking of all key 
systems that 
impact on service 
delivery  System availability  By IT 
department 
(helpdesk)  Minimum 98%  The percentage of total 
time that the systems are 
up and available to 
transact optimally (slow 
or hanging systems are 
not deemed to be 
optimal)  
Client 
satisfaction  -Client satisfaction 
surveys shall be 
conducted to 
verify quality 
assessment 
scores and identify 
areas of Client satisfaction  By clients  Minimum 80% of 
top two boxes 
on a Likert scale  A satisfactory survey 
shall be conducted 
among clients. Scores 
shall be determined using 
a Likert scale of 1 to 5 
Benchmark is 80% of top 
two boxes.   
©RSB 2019  - All rights reserved                  48 
 improvement  
-All complaints 
shall  
be tracked to 
assess the ratio of 
complaints  to 
contacts  Ratio of 
complaints to 
contacts  
  By clients  Client -specific 
target  All negative comments 
shall be classified as 
complaints. All 
complaints shall be 
captured (not only the 
ones that were sent to 
management). This 
volume of complaints 
shall be expressed as a 
percentage or 
interactions handled in 
order to assess customer 
experience and root 
causes of the complaints  
Staff 
satisfaction (if 
campaign 
runs for one 
year)  -Survey and 
results of survey  
-Documented 
interventions as a 
result of survey  Staff satisfaction   By operation 
, by team, by 
agent  Minimum 70% of 
top two boxes 
on a Likert scale 
of 1 to 5  A satisfaction survey 
shall be conducted 
amongst staff in their 
respective role categories 
(e.g agent, team l eader, 
manager and support 
staff). Scores shall be 
determined using a Likert 
scale of 1 to 5. 
Benchmark is 70% of top 
two boxes  
Cost of failure  -Monthly reporting 
of unusable data 
records  
-Cost per 
interaction minute 
attributed to 
unusable date  Data cleanliness  By 
programme  Client -specific 
agent  Percentage  of unusable 
data records divided by 
total number of data 
records accessed per 
period  
Cost per minute 
multiplied by time spent 
on unusable data records  
Staff 
efficiency  Time spent by 
agents on 
customer 
interaction  Absenteeism  By operation 
, by team, b y 
agent  Maximum 10%  Number of days lost as 
percentage of days 
scheduled  
Attrition  By operation 
, by team, by 
agent , by 
other staff 
categories  Maximum 20% 
(annualized 
basis)  Number of staff per role 
category lost as a 
percentage of total staff 
on the floor per role 
category  
Attrition is the number of 
agents existing the job 
plus average actual 
number of agents during 
the period multiplied by 
12 plus number of 
months in the period  
Utilization  By operation 
, by team, by 
agent , by 
other staff 
categori es  Minimum 80%  (Total talk time plus 
available time plus 
holding time plus after -
call work plus authorized 
auxiliary states) divided 
by staffed time and 
expressed as a 
percentage)  DRS 208 -1: 2019  
49                ©RSB 2019  - All rights reserved  
 Average handling 
time By operation 
, by team, by 
agent  Client -specific 
agent  Average of all agents’ talk 
time plus after call work 
plus holding time.  
 
 
 
 
 DRS 208 -1: 2019  
 
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