Unit of competency details

Release 

Comments 

Release 1

This version first released with BSB07 Business Training Package version 6.0.

Revised unit. Required skills updated to focus on learning and development practices and compliance with policy and procedures.

Replaces BSBCCO608A Manage customer contact operational costs.

Element 

Performance Criteria 

Elements describe the essential outcomes of a unit of competency.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide.

1. Calculate cost for contact centre operations

1.1 Identify cost-generating contact centre transactions

1.2 Calculate transaction costs  

1.3 Identify clearly fixed and variable components of transaction costs

2. Prepare budget for customer contact operation

2.1 Produce accurate estimates of expected revenue  supported by business and financial records

2.2 Identify expected operating expenses  based on realistic projections

2.3 Identify proposed capital expenditure  based on business plans and estimates

2.4 Work closely with stakeholders  to identify factors that may influence operations and costs

2.5 Prepare justifiable high, low and expected budget scenarios

3. Present and justify budget

3.1 Deliver an effective presentation of customer contact centre budget

3.2 Justify aspects of operating expenses, revenues and capital expenditure

3.3 Introduce qualitative information into justification when appropriate

4. Monitor budget performance

4.1 Correlate statistical performance  of contact centre to budget estimates

4.2 Closely monitor variations between actual budget reporting and expected budget

4.3 Maintain accurate tracking of accrued, invoiced and other costs

4.4 Identify cash flow implications for current and planned events

4.5 Communicate progress against budget to stakeholders

5. Control financial operations of the customer contact operation

5.1 Closely monitor reasonable threats to budget on a regular basis

5.2 Identify variations in contact centre performance that present threats to financial performance

5.3 Identify operational strategies to minimise threats to budget

5.4 Regularly monitor staff compliance with financial delegation limits

5.5 Regularly update organisation’s financial control systems 

Overview of assessment 

Critical aspects for assessment and evidence required to demonstrate competency in this unit 

Evidence of the ability to:

• analyse costs of operating customer contact operations
• prepare, justify and present the budget
• control and monitor the budget and comply with financial control systems
• demonstrate knowledge of budgeting principles.

Context of and specific resources for assessment 

Assessment must ensure access to:

• information and databases for analysis activities
• relevant standards and guidelines
• financial control systems, and budget documentation and reporting.

Method of assessment 

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

• direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
• review of feedback from stakeholders
• review of performance against targets and budget
• review of transaction cost report
• review of operations budget
• review of budget justification documentation
• review of budget performance tracking report
• oral and/or written questioning to assess knowledge of strategies to minimise threats to budget
• review of communication plan.

Guidance information for assessment 

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

• BSBCCO601B Optimise customer contact operations
• BSBMGT618A Develop a contact centre business plan.

Transaction costs  may include:

• unit cost per transaction, which may comprise:

• administration costs
• information technology costs
• incentive payment costs
• infrastructure costs
• staff costs
• support service costs
• telecommunications services costs.

Revenue  may include:

• payments for outsourced services
• payments for services provided to organisation
• performance incentives
• sales and marketing incentives.

Operating expenses  may include:

• information technology costs
• labour costs
• recurring costs associated with operations
• rental for facilities
• repair and maintenance costs
• sales incentive payments
• stationery
• training costs
• utility costs.

Capital expenditure  may include:

• expenditure on depreciating assets
• non-recurring costs
• purchase of equipment
• purchase of infrastructure.

Stakeholders  may include:

• back office support areas
• billing
• credit and collections
• executive
• finance
• marketing and sales
• regulatory
• strategy and planning
• other service areas.

Statistical performance  may include:

• abandoned call data
• call volume and handling time data
• customer satisfaction data
• headcount and staffing data
• occupancy and adherence data
• overtime levels
• sales conversion rates
• sales data
• service level data.

Financial control systems  may include:

• enterprise-specific methods and tools for tracking and managing costs
• financial delegation limits
• reporting templates
• system-generated reports and alerts.