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JR/T 0173-2020: Banking centralized operation specification
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Banking centralized operation specification
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Basic data | Standard ID | JR/T 0173-2020 (JR/T0173-2020) | | Description (Translated English) | Banking centralized operation specification | | Sector / Industry | Finance Industry Standard (Recommended) | | Classification of Chinese Standard | A11 | | Word Count Estimation | 19,167 | | Date of Issue | 2020-01-17 | | Date of Implementation | 2020-01-17 | | Regulation (derived from) | Notice of the National Financial Standardization Technical Committee (2020.01.17) | | Issuing agency(ies) | People's Bank of China | JR/T 0173-2020: Banking centralized operation specification---This is a DRAFT version for illustration, not a final translation. Full copy of true-PDF in English version (including equations, symbols, images, flow-chart, tables, and figures etc.) will be manually/carefully translated upon your order.
Banking centralized operation specification
ICS 03.060
A 11
JR
People's Republic of China Financial Industry Standards
Centralized Operations Standards for the Banking Industry
2020-01-17 released
2020- 01-17 implementation
Table of contents
Foreword...III
1 Scope...1
2 Normative references...1
3 Terms and definitions...1
4 Principles...2
5 Organizational structure...2
6 Service Evaluation...4
7 Risk Management...9
8 Technical Application...12
9 Cost Management...14
References...16
Foreword
This standard was drafted in accordance with the rules given in GB/T 1.1-2009.
This standard was proposed by Bank of Communications Co., Ltd.
This standard is under the jurisdiction of the National Financial Standardization Technical Committee (SAC/TC 180).
Lead drafting unit of this standard. Bank of Communications Co., Ltd.
Drafting organizations of this standard. Science and Technology Department of the People’s Bank of China, Industrial and Commercial Bank of China Co., Ltd., Agricultural Bank of China Co., Ltd.,
Bank of China Co., Ltd., China Construction Bank Co., Ltd., China Everbright Bank Co., Ltd., China Merchants Bank Co., Ltd.
Company, Industrial Bank Co., Ltd., KPMG Consulting (China) Co., Ltd.
The main drafters of this standard. Yu Yali, Guo Mang, Li Wei, Yang Fuyu, Zhang Wanyin, Wang Haidong, Zhou Xiaolei, Dong Guangwen, Cao Wei, Zhou
Hong Yan, Tang Yi, Hao Xiangyang, Chen Jingxian, Zhao Jinlong, Zhang Xin, He Yanjun, Niu Jihong, Wu Jianbing, Chen Youmei, Liu Ruiqun, Qu Weimin,
Li Jianwei, Chen Lei, Zhang Yang, Zhou Xian, Niu Haiqing.
Centralized Operations Standards for the Banking Industry
1 Scope
This standard specifies the principles, organizational structure, service evaluation, risk management, technology application, cost management, etc. of the centralized operation of the banking industry.
Content.
This standard applies to the planning, implementation, evaluation, continuous optimization and management of centralized operations in the banking industry.
2 Normative references
The following documents are indispensable for the application of this document. For dated reference documents, only the dated version applies to this document.
For undated references, the latest version (including all amendments) applies to this document.
GB/T 32312-2015 Banking Customer Service Center Service Evaluation Index Specification
GB/T 32315-2015 Basic requirements for banking customer service centers
GB/T 5271.28-2001 Vocabulary Part 28.Basic concepts of artificial intelligence and expert systems
GB/T 35274-2017 Information Security Technology Big Data Service Security Capability Requirements
3 Terms and definitions
The following terms and definitions apply to this document.
3.1
Centralized operation
Across different organizational structures or business types, the personnel, systems, data, rules, etc. in the scattered operation activities are aggregated to improve
Improve work efficiency, quality, reduce costs, and enhance customer experience.
Note. Generally includes channel services, process operations, internal support, etc.
3.2
Channel service
Non-contact interactions with customers through voice, video and text (online) channels for communication services or business acceptance
behavior.
Note. generally includes customer service, marketing, collection, etc.
3.3
Process operation
With the help of image recognition technology and workflow technology, transactions or operations are segmented, transformed and optimized, and multiple operation steps and links
The act of separating and implementing treatment afterwards.
Note. Common process operations include. bill or voucher review, transfer and remittance, manual inspection and printing, authorization review, post-supervision, anti-money laundering, information entry, etc.
3.4
Internal support corporate support
It does not directly face bank customers, but mainly provides various services to the bank's internal institutions.
Note. Common internal support services include. internal bank financial management (such as reimbursement, payment), human resources, procurement, real estate and property management, information technology,
Equipment operation and maintenance, etc.
3.5
Customer satisfaction research; CSR
The degree of matching between customer expectations and customer experience is an index obtained after customers perceive the effectiveness of banking services and compare with their expectations.
[GB/T 32312-2015, definition 2.5]
3.6
Big data
It has the characteristics of huge amount of data, diverse types, fast flow speed, and changeable characteristics, and it is difficult to use traditional data architecture and data
Processing technology for effective organization, storage, calculation, analysis and management of data sets.
[GB/T 35274-2017, definition 3.1]
3.7
Artificial intelligence
An interdisciplinary subject, usually regarded as a branch of computer science, where the research shows various aspects related to human intelligence (such as reasoning and learning)
Functional models and systems.
[GB/T 5271.28-2001, definition 28.01.01]
4 principles
4.1 Feasibility
The feasibility of centralized operation, including but not limited to.
a) Meet regulatory requirements.
b) Have a clear, standard, and reproducible business process.
c) Suitable for homogeneous, large-scale or specialized processing.
d) Support remote or regional centralized operation.
4.2 Necessity
The necessity of centralized operation, including but not limited to.
a) In line with the bank's development strategy.
b) Conducive to improving customer experience.
c) Conducive to improving the quality and efficiency of operations.
d) Conducive to cost control.
e) Conducive to risk control.
5 Organizational structure
5.1 Management Mode
5.1.1 Regional centralized management
Regional centralized management refers to the centralized operation of eligible businesses or processes in branches or branches at all levels in a certain area.
The management model of the industry.
5.1.2 Centralized Management of Sectors
Centralized management of sectors refers to the centralized operation of eligible businesses or processes within the scope of the bank according to the attribution of business sectors
Management model.
5.1.3 Centralized management of large operations
The centralized management of large operations refers to the management mode of centralized operation of the qualified business or process of the bank. Large operation centralized management
If there are multiple sites, it is generally led by a central site, which is responsible for communicating and coordinating with various business management parties externally, and managing each site internally.
Breaking point. Each branch site generally adopts flat management, and implements specific production tasks in accordance with the unified scheduling of the main center.
5.2 Site selection
In addition to meeting the needs of business development, the site selection for centralized operations should also comprehensively consider the local economic and cultural environment, human resources, and transportation.
Factors such as operating costs, preferential policies, geopolitical risks, the difficulty of remote site management, and the environment of the work area. Work area environment should comply with GB/T 32315-2015
In Chapter 3 Work Area Environment Related Contents.
5.3 Employment form
Under the premise of meeting the regulatory requirements of the policies and the human resource planning of the bank, centralized operations can flexibly use formal establishment, labor dispatch or
Employment forms such as outsourcing.
5.4 Position setting
5.4.1 Job classification
Centralized operations According to the requirements of the service objectives, comprehensively considering factors such as business volume, cost and efficiency, scientific methods are used to set up each post reasonably
According to the risk control requirements of the work content involved in each position, explore suitable employment forms, including but not limited to front-line positions
Position and back-line posts.
5.4.2 Frontline positions
Front-line positions are directly responsible for the tasks, including but not limited to.
a) Manager post. responsible for the daily operation and personnel management of the production line, and should ensure the orderly and efficient completion of production operations.
b) Shift (group) leader post. On-site management of shifts (groups) should be carried out to improve the quality and efficiency of employees' operations.
c) Employee job. According to the standard process, the job should be completed within the specified time with quality and quantity.
5.4.3 Back-line posts
Back-line positions are responsible for the support and guarantee of production operations, including but not limited to.
a) Planning and management post. formulate operation plans and regularly review and analyze them to improve the overall level of centralized operations.
b) Dispatch management post. Perform authority configuration, process monitoring and emergency handling of the business, and ensure the continuity of centralized operations.
c) Shift management post. prepare shift plan and monitor its implementation, so as to improve the utilization of various resources in centralized operation.
d) Risk management post. A centralized operation risk system should be established to evaluate, monitor and deal with various risks, and reduce the related business of centralized operation
risk.
e) Quality management post. Monitor and manage the quality of centralized operations to ensure the operational level of centralized operations.
f) Training management post. A training system should be established and training should be implemented according to business needs to improve the quality of centralized operation personnel.
g) Data analysis post. timely statistical analysis of centralized operation related data, indicators, hot events, customer demands, etc.
Continuous optimization of business, products and services provides a reference basis.
h) Work order management post. The work order should be passed to the relevant department in time, and the processing situation should be tracked to ensure the feedback of the centralized operation business
Get an effective solution.
i) Knowledge base management post. The maintenance of various business data and information should be completed in time to ensure the accuracy of the centralized operation business data.
j) Comprehensive management post. It should ensure the normal development of human resources, performance management, and logistics.
6 Service Evaluation
6.1 Customer Service
6.1.1 Business volume indicators
The business volume index refers to the quantity index of the service provided by the commercial bank to customers, usually as an observation index. The index content includes but not limited to.
a) Incoming calls. the number of customer sessions initiated by customers.
b) Incoming response volume. The number of sessions initiated by the customer and successfully connected by the customer service staff.
c) Outgoing calls. The number of customer sessions initiated by customer service personnel.
d) Outgoing response volume. The number of sessions initiated by customer service personnel successfully connected by customers.
6.1.2 Quality Index
The quality index refers to the level index of the service provided to customers, as an evaluation or assessment index for work improvement, the index content includes but not limited
in.
a) Customer satisfaction. Calculate the proportion of customers’ feedback to customers who are "satisfied" or above. The statistical methods include system research and manual
Research. The higher the value, the more satisfied the customer is with the service.
b) Quality inspection pass rate. According to the quality inspection requirements, the percentage of samples whose sampling results are "qualified" and above during the customer service process are counted. The number
The higher the value, the better the employee's implementation of quality inspection requirements.
c) One-time problem solving rate. Calculate the proportion of incoming electricity that customers do not repeatedly initiate service requests within a specified time. The higher the value,
Shows that employees are more capable of solving customer problems.
d) Complaint settlement rate on time. Calculate the proportion of customer complaints resolved within the specified time. The higher the value, it indicates that the employee solves the customer
6.1.3 Efficiency Index
The efficiency index refers to the timeliness index for providing services to customers, which serves as the basis for planning, scheduling and scheduling. The index content includes but is not limited to.
a) Connection rate. Count the percentage of customers who initiate conversations and get responses. The higher the value, the better the response to customer service needs
high.
b) Service level. Count the proportion of customers who initiate a conversation and get a response within a specified time, usually 20s as the metric. The number
The higher the value, the more adequate the customer service capabilities.
c) Average response speed. Count the average length of time from when a client initiates a conversation to when a response is received. The smaller the value, the customer service ability
The more fully.
d) Average session duration. In a certain period of time, the average duration from the beginning to the end of the session initiated by the customer is counted. The value has a reasonable
The interval value of is greater than or less than the interval threshold, which indicates that the service level in the current statistical period is abnormal. The smaller the value and the customer
The higher the satisfaction, the stronger the ability to handle customer needs.
6.1.4 Management indicators
Management indicators refer to the ability indicators to provide services to customers, as the basis for the assessment of on-site management, the indicators include but are not limited to.
a) Online rate. Calculate the proportion of production personnel who are online. The higher the value, the more abundant the resources for customer service.
b) Customer production staff ratio. the ratio of the number of production staff to the number of incoming customers. The higher the value, the more abundant the resources for customer service.
c) Working hours utilization. Count the sum of customer conversation time and post-call processing time, as a percentage of the total online time of production personnel. The
The higher the value, the more fully utilized the resources of customer service.
6.2 Marketing/Collection
6.2.1 Process indicators
Process indicators are progress indicators for marketing and collection. As observation indicators, the content of the indicators includes but is not limited to.
a) Outbound call list connection rate. Count the percentage of the number of customers successfully contacted in the total number of outbound call list customers. The larger the value, the outbound name
The better the execution of the order.
b) Rolling rate of collection accounts. Count the year-on-year changes in the number of current overdue accounts by level. A value greater than 0 means that the level exceeds
The number of expiration accounts is increasing. A value less than 0 means that the number of overdue accounts at this level is decreasing. A value equal to 0 means no change.
c) Rolling rate of collection amount. Count the year-on-year changes in the amount of current overdue accounts by level. Value greater than 0 means this level
Don’t mean that the amount of overdue accounts is increasing. A value less than 0 means that the amount of overdue accounts at this level is decreasing. A value equal to 0 means no change.
6.2.2 Quality Index
The quality index is the level index of marketing and collection, as an evaluation or assessment index of work improvement, the index content includes but not limited to.
a) Calling performance rate. Calculate the percentage of outbound calls that meet the requirements of calligraphy. The higher the value, the better the employee's ability to perform speech skills.
b) Sampling pass rate. According to the quality inspection requirements, the proportion of samples whose sampling results are "qualified" and above during outbound calls are counted. Value
The higher the value, the better the employee's performance of quality inspection requirements.
6.2.3 Result indicators
Outcome indicators are revenue indicators for marketing and collection. They are used as key evaluation or payment reference indicators. The indicators include but are not limited to.
a) Success rate of collection accounts. Count the proportion of the number of successful collection accounts in the total number of overdue accounts within a certain period of time. The higher the value,
It means the better the performance of collection.
b) Refund amount. Count the amount of accounts successfully recovered through outbound calls within a certain period of time. The value is greater than 0, indicating the income of outbound operations
A positive value, a value less than 0 indicates a negative return, and a value equal to 0 indicates no change.
The total amount of overdue accounts at the beginning of the period and the total amount of overdue accounts at the end of the period
c) Periodic bill collection rate. Calculate the proportion of accounts successfully collected within a certain period of time in the beginning and overdue accounts. The higher the value,
It means the better the performance of collection.
d) Transaction amount. Count the amount of transactions reached through outbound calls within a certain period of time. Value is greater than 0, indicating that the income of outbound operations is positive
Value, a value less than 0 means that the return is negative, and a value equal to 0 means no change.
The total amount of successful transactions at the end of the period The total amount of successful transactions at the beginning of the period
e) Intermediate income. Count the amount of intermediate income achieved through outbound calls within a certain period of time. The value is greater than 0, indicating the income of outbound operations
A positive value, a value less than 0 indicates a negative return, and a value equal to 0 indicates no change.
f) Promotion rate. Calculate the proportion of the number of customers successfully upgraded through outbound calls within a certain period of time in the total number of outbound customers. The number
The higher the value, the better the execution of customer promotion.
g) Order placement rate. Calculate the proportion of the number of customers who successfully traded through outbound calls within a certain period of time in the total number of outbound customers. The more the value
High indicates that the execution of outbound transactions is better.
6.3 Process operations
6.3.1 Business volume indicators
The business volume index is the quantity index of the process operation, as a reference index for evaluation, acceptance or payment, the index content includes but not limited to.
a) Business volume. The number of transactions that entered the operation process.
b) Task volume. The number of tasks that should be processed collectively after entering the operation process and decomposing according to certain rules.
c) Number of characters. The number of characters entered during centralized processing and recorded correctly and effectively by the system.
6.3.2 Quality Index
The quality index is the level index of the process operation, as an evaluation or reference index for work improvement, the index content includes but not limited to.
a) Error rate. Count the proportion of the number of tasks identified as errors in the total number of tasks within a certain period of time. The lower the value, the more concentrated
The better the quality of the job. Mistakes refer to situations in which business risks arise due to violations of business operation regulations.
Error Rate Error Task Number of Task Total Task
b) Risk-weighted error rate. Count the proportion of the number of error tasks identified as different risk levels in the total number of tasks within a certain period of time.
The lower the value, the lower the overall risk level of concentrated operations. The risk level of a single transaction can be expressed by a risk coefficient index.
Risk-weighted error rate The total amount of risk coefficient tasks corresponding to each error error
c) Sampling pass rate. According to the quality inspection requirements, the percentage of samples whose sampling results are "qualified" and above during the statistical process operation.
The higher the value, the better the employee's performance of quality inspection requirements.
6.3.3 Efficiency Index
Efficiency indicators are time-efficiency indicators for process operations, which serve as the basis for centralized operation planning, scheduling, and scheduling. The indicators include but are not limited to.
a) Average business processing time. Count the average time from the initiation of the business to the completion of all business processing. The smaller the value, the
The overall operation capability of the process operation is stronger.
b) Average task processing time. the average time from sending to the background to the completion of background processing. The smaller the value, the flow
The stronger the centralized operation ability of the process operation.
c) Overflow rate. Count the proportion of tasks that overflow to other worksites for processing. The smaller the value, the concentration of process operations
The more adequate the job ability.
6.4 Internal support
The service evaluation and assessment of internal support businesses can be based on the needs of the business management party, the attributes of the delivery business, timeliness and accuracy requirements
Requirements and other aspects.
6.5 Evaluation of other services
In addition to the above indicators, under the premise of ensuring the normal operation of the business, attention should also be paid to the application of cutting-edge technologies in centralized operations, including
But not limited to.
a) Self-service or smart replacement rate. Count the proportion of the application of self-service or smart job replacing manual work. The higher the value, the self-help or
The wider the coverage of smart technology applications.
b) Technology application maturity. Calculate the proportion of business volume that does not require manual intervention in self-service or intelligent operations. The higher the value,
Indicates the higher the maturity of self-service or smart technology applications.
c) Slicing rate. Calculate the proportion of the vouchers entered after slicing in the information entry operation. The larger the value,
The higher the efficiency of information entry, the lower the cost of response.
d) Rollback rate. count the number of job tasks initiated by the business initiator within a certain period of time.
The percentage of all tasks initiated. The lower the value, the higher the quality of the job handover of the initiator, and the
The lower the operating cost.
7 Risk management
7.1 Risk of centralized operation
The main risks faced by centralized operations include but are not limited to.
a) Business continuity risk.
b) Operational risk.
c) Outsourcing risks.
d) Other risks.
7.2 Business continuity risk
7.2.1 Overview of business continuity risks
Business continuity risk refers to the risk that some or all of the bank’s business is interrupted for some reason, causing the bank to fail to provide services to customers. banking
The business continuity risks faced by centralized operations include but are not limited to.
a) Information technology failures. Information system technology failures, supporting facilities failures.
b) Service interruption. Unable to continuously provide services for some reason, etc.
c) Man-made sabotage. hacker attacks, terrorist attacks, etc.
d) Natural disasters. fires, lightning strikes, tsunamis, earthquakes, typhoons, major epidemics, etc.
7.2.2 Business Continuity Risk Management
The business continuity risk management of centralized operations in the banking industry includes but is not limited to.
a) Establish an organization. establish a daily management organization structure, such as decision-making agencies, executive agencies, management agencies, guarantee agencies, and aud...
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