Welche KPIs sollten in einem BPO-Vertrag enthalten sein?

KPIs is road map to define on how the organisational and delivery is performing. It should be used as a guide map to plan your future requirements and be realistic.

In my view, KPIs could be defined at both organisational and service delivery levels whilst considering outsourcing. For the organisation, focusing on value delivered, labour economics and operating costs could be considered, although there are more. However, these are influenced by the service delivery level KPIs such as utilisation, attrition, employee wellness index, efficiency, pyramid ratio etc (non-exhaustive). It’s imperative to draw the connection between both levels of KPIs and communicate clearly to aspiring service providers. Conveying impact to your business(end client) on non-adherence of KPIs articulates the essence of KPI culture. Tagging service credits to KPI adherence enhances commitment from service providers.

KPIs should always be linked to the end business outcomes that the client is driving. Most of the clients today outsource their functions and assign KPIs in the contract which has no connection with the end outcomes. Thus creating the watermelon effect. KPIs look green outside but still the business bleeds red . E.g. KPI on contract for Invoice processing- invoices to be processed within 5 days of receipt …but the business outcome required is to Pay on Time (before the due date).

Yes. The KPIs from an outsourcing contract should directly be linked to the objectives of the outsourcing strategy of our client. These should be agreed at the solutioning phase. Beyond the labour and cost arbitrage, clients with mature processes look for KPIs like cost per transaction, % of digital transactions first pass prime etc..

KPIs are always linked to the SLA's and business outcome Indicators. They can be used as a framework for a quantitative capability assessment with relevant values they can be used for benchmarking .They form a basis for continuous improvement.

Selecting KPIs for a Business Process Outsourcing (BPO) contract depends on the specific goals, nature of the outsourced process, and desired outcomes. * Ensure KPIs are specific, measurable, achievable, relevant, and time-bound (SMART). * KPIs should be aligned with business objectives and mutually agreed upon by both parties. * Define thresholds, benchmarks, and reporting frequencies for each KPI in the contract. * Include provisions for regular performance reviews and adjustments to KPIs if needed. Tailor these KPIs to fit the unique requirements of your outsourcing engagement, focusing on metrics that directly impact business success and align with your desired outcomes.

Key Performance Indicators (KPIs) in Business Process Outsourcing (BPO) contracts should be carefully selected to align with the goals and expectations of both the client and the outsourcing provider. These KPIs can vary based on the nature of the outsourced processes, industry standards, and specific business objectives It's crucial that these KPIs are clearly defined, measurable, and agreed upon by both parties in the contract. They should also allow for periodic assessment and adjustment based on changing business needs or performance expectations. Regular reviews and discussions regarding these KPIs are essential to ensure the outsourcing arrangement remains aligned with the desired outcomes.

Throughout my career dealing with leading BPOs such as Transcom, Teleperformance and HP, these have been the key KPIs set: Response Time: Average time taken to respond to queries or issues. Resolution Time: Time taken to resolve customer concerns or complete tasks. Scorecards or evaluations based on predefined quality criteria. Ratings or feedback directly from customers. Measure of customer loyalty and satisfaction. Time taken from request to completion of a task. First contact resolution- how many queries resolved 1st time.