Participant Handbook

Customised Courses under PMKVY (210 hrs)

Sector
IT-ITeS

Sub - Sector
Business Process Management
Occupation
Customer Relationship Management
Reference ID: SSC/Q2215, Version 1.0
NSQF Level 3

Associate Data
Entry Operator
Published by
IT – ITeS Sector Skill Council NASSCOM
Sector Skill Council Contact Details:
Address: Plot No. – 7, 8, 9 & 10 Sector – 126, Noida, Uttar Pradesh – 201303
New Delhi – 110049
Website: www.sscnasscom.com
Phone: 0120 4990111 – 0120 4990172

All Rights Reserved©2022

First Edition, January, 2023

IT – ITeS Sector Skill Council NASSCOM

Sector Skill Council Contact Details:
Address: Plot No. – 7, 8, 9 & 10 Sector – 126, Noida, Uttar Pradesh – 201303
New Delhi – 110049
Website: www.sscnasscom.com
Phone: 0120 4990111 – 0120 4990172
This book is sponsored by IT – ITeS Sector Skill Council NASSCOM
Under Creative Commons Licence: CC-BY-SA

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Disclamer
The information contained herein has been obtained from sources reliable to IT – ITES Sector Skill Council
NASSCOM. NASSCOM disclaims all warranties to the accuracy, completeness or adequacy of such information.
NASSCOM shall have no liability for errors, omissions, or inadequacies, in the information contained herein, or
for interpretations thereof. Every effort has been made to trace the owners of the copyright material included in
the book. The publishers would be grateful for any omissions brought to their notice for acknowledgements in
future editions of the book. No entity in NASSCOM shall be responsible for any loss whatsoever, sustained by
any person who relies on this material. The material in this publication is copyrighted. No parts of this
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media, unless authorized by the NASSCOM.
 Skilling is building a be er India.
If we have to move India towards
development then Skill Development
should be our mission.

iii
 IT-ITeS Sector Skills Council NASSCOM

SKILLING CONTENT: PARTICIPANT HANDBOOK

Associate Data Entry Operator, QP No

SSC/Q2215, NSQF Level 3

January 27th , 2022

January 27th , 2025
( IT-ITeS Sector Skills Council NASSCOM )

iv
Acknowledgments
This participant’s handbook meant for Associate Data Entry Operators is a sincere attempt to ensure the
availability of all the relevant information to the existing and prospective job holders in this job role. We
have compiled the content with inputs from the relevant Subject Matter Experts (SMEs) and industry
members to ensure it is the latest and authentic. We express our sincere gratitude to all the SMEs and
industry members who have made invaluable contributions to the completion of this participant’s
handbook. We would also like to thank all the experts and organizations who have helped us by reviewing
the content and providing their feedback to improve its quality.

This handbook will help deliver skill-based training in the field of Associate Data Entry. We hope that it will
benefit all the stakeholders, such as participants, trainers, and evaluators. We have made all efforts to
ensure the publication meets the current quality standards for the successful delivery of QP/NOS-based
training programs. We welcome and appreciate any suggestions for future improvements to this
handbook.

v
Par cipant Handbook

About this book

This par cipant handbook has been designed to serve as a guide for par cipants who aim to obtain the
required knowledge and skills to undertake various ac vi es in the role of a Associate Data Entry
Operator. Its content has been aligned with the latest Qualifica on Pack (QP) prepared for the job role.
With a qualified trainer’s guidance, the par cipants will be equipped with the following for working
efficiently in the job role:

Ÿ Knowledge and Understanding: The relevant opera onal knowledge and understanding to perform
the required tasks.

Ÿ Performance Criteria: The essen al skills through hands-on training to perform the required
opera ons to the applicable quality standards.

Ÿ Professional Skills: The Ability to make appropriate opera onal decisions about the field of work.

The handbook details the relevant ac vi es to be carried out by a Associate Data Entry Operator. A er
studying this handbook, job holders will be adequately skilled in carrying out their du es according to the
applicable quality standards. The handbook is aligned with the following Na onal Occupa onal
Standards (NOS) detailed in the latest and approved version of Associate Data Entry Operator QP:

Ÿ SSC/N3022: Undertake Data Entry Services

Ÿ DGT/VSQ/ N0102 - Prac ce Employability Skills

The handbook has been divided into an appropriate number of units and sub-units based on the content
of the relevant QP. We hope it will facilitate easy and structured learning for the par cipants, allowing
them to obtain enhanced knowledge and skills.

Symbols Used

Key Learning Exercise Notes Unit Ac vi y

Outcomes Objectives

vi
 Associate Data Entry Operator

Table of Contents
S.No. Modules and Units Page No.

1. Introduction 1
Unit 1.1 - IT-Ites/BPM Industry – An Introduction 3
Unit 1.2 - Job Responsibilities and Career Opportunities for a Associate Data Entry Operator 7
2. Concept of Data Entry (SSC/N3022) 12
Unit 2.1 - Data Entry 14
3. Software Requirement for Data Entry (SSC/N3022) 22
Unit 3.1 - Data Entry Software 24
4. Process of Data Entry (SSC/N3022) 35
Unit 4.1 - Data Entry Process 37
5. Troubleshooting in Data Entry (SSC/N3022) 49
Unit 5.1 - Data Entry Problems and Solutions 51
Unit 5.2 - Data Entry Automation 56
6. Assisting Data Entry Process (SSC/N3022) 60
Unit 6.1 - Customer Data Management 62
Unit 6.2 - Network Administration 67
Unit 6.3 - Data Backup 71
7. Skill sets of Data Entry Services (SSC/N3022) 77
Unit 7.1 - Questioning Techniques 79
Unit 7.2 - Data Entry and Software 85
Unit 7.3 - Data Extraction 88
Unit 7.4 - Data Validation and Error Detection 91
8. Incident Management in Data Entry Services (SSC/N3022) 99
Unit 8.1 - Introduction to Incident Management 101
Unit 8.2 - Incident Management Tools 108
9. Employability Skills (DGT/VSQ/N0102) 115
The book on new Employability Skills is available at the following location:
h ps://eskillindia.org/NewEmployability
Scan the QR code below to access the ebook

10. Annexure 119

vii
Par cipant Handbook

viii
1. Introduc on
Unit 1.1 - IT-Ites/BPM Industry – An Introduction
Unit 1.2 - Job Responsibilities and Career Opportunities
for a Associate Data Entry Operator
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Comprehend various delivery models used in the IT-BPM industry.
2. Examine the current growth and development standards of the IT-BPM industry.

2
 Associate Data Entry Operator

UNIT 1.1: IT-ITeS/BPM Industry – An Introduc on

Unit Objectives
By the end of this unit, participants will be able to:
1. Explain the relevance of the IT-ITeS sector.
2. Conduct internet browsing to collate informa on and ar cles regarding the IT- ITeS/BPM industry.
3. Iden fy the various sub-sectors of the IT-BPM industry from the gathered informa on.
4. Categorize the key emerging trends in the IT-BPM industry.

1.1.1 India's IT-ITeS/BPM Industry

Ÿ Informa on Technology (IT), Informa on Technology Enabled Services (ITes)/ Business Process
Management (BPM) are vital to the Indian economy.

Ÿ The IT and BPM market accounts for 9.3% of India's GDP and 56% of the global outsourcing market.

Ÿ India's IT and business services market is projected to reach US$ 19.93 billion by 2025.

Ÿ According to an es mate, IT spending in India is forecasted to increase to US$ 101.8 billion in 2022
from US$ 81.89 billion in 2021.

Ÿ India's IT & BPM industry is well-diversified across ver cals, such as Banking, Financial Services, and
Insurance (BFSI) sector, telecom and retail.

Ÿ In FY21, India ranked third worldwide with 608,000 cloud experts across all ver cals, including
technology.

Ÿ The computer so ware and hardware sector in India a racted cumula ve foreign direct investment
(FDI) inflows worth US$ 81.31 billion between April 2000 and December 2021.

Ÿ IT companies are one of the top employers in the country's organized sector.

Source: www.ibef.org/industry/informa on-technology-india

Sector Composi on

Fig. 1.1.1 Sector Composi on of the Indian IT Market

Source: www.ibef.org/industry/informa on-technology-india/infographic

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Par cipant Handbook

It has been no ced that the IT Services and ITeS-BPO industries have impacted the Indian economy's
growth. The Indian IT/ITeS industry has become one of the country's greatest success stories, pu ng it on
the worldwide map as a leader in Informa on Technology (IT) and Business Process Outsourcing (BPO). In
every way, the Indian informa on technology (IT) and informa on technology-enabled services (ITeS)
industries are intertwined. The industry has not only improved India's global image. However, it has also
fueled economic progress and contributed significantly to social transforma on. With its low cost, large
resource pool, and competence, India has the opportunity to tap into a booming market.

Fig. 1.1.2 Structure of the IT-BPM Industry

1.1.3 Key Trends in the IT-BPM Industry

Ÿ More and more organiza ons are embracing digital transforma on, and BPM is taking a central role in
the transforma on. Driven by the need for speed and agility, in addi on to the tradi onal needs for
efficiency and op miza on, organiza ons are now turning to BPM as a key driver of digital
transforma on. As a result, organiza ons are looking to work with partners that have innova ve
digital capabili es.

Ÿ The path of digital transforma on is a technology-powered re-alignment of organiza ons – to move

away from internally focused business processes and look towards customer-facing engagement.
With rising customer demands, companies are deploying BPM with a cross-enterprise focus between
front-end and back-end office processes in order to deliver end-to-end responsive customers
interac ons.

4
 Associate Data Entry Operator

Ÿ Organiza ons are seeing the value of adop ng new business intelligence pla orms and advanced
analy cs op ons providing greater data visibility to employees. BPM solu ons need to ensure that the
informa on moves seamlessly between users, thus elimina ng the need for extra emails and similar
communica ons.

Ÿ Recent years have witnessed an increase in the collabora on of IT and BPM players on the supplier
front. The BPM vendor landscape is moving toward integrated/combined solu ons with vendors
offering case management and BPM in the same products, while some vendors provide separate
products for automa on of different processes.

Ÿ Robo c Process Automa on (RPA) has become the backbone of BPM. However, the industry further
looks to embrace emerging technologies such as Ar ficial Intelligence (AI), Machine Learning and
cogni ve technologies. Capitalizing on new technologies and re-skilling the workforce will help IT and
BPM companies to capture business, especially in technology-focused sectors like banking, insurance
and financial services.

1.1.4 Search on the Internet About IT-ITeS/BPM Industry

1. Android/Tablet

Ÿ On the Android phone or tablet, open the Chrome app Chrome.

Ÿ In the address bar, type IT-ITeS/BPM industry and search.

Ÿ Tap the result, Go, or Con nue Con nue.

Tip: As one types, one may get sugges ons based on the web and app ac vity. Users can delete individual
sugges ons from the search history or hide sec ons of sugges ons based on the ac vity when they
appear.

2. Computer

Ÿ On the computer, open Chrome applica on.

Ÿ In the address bar, enter IT-ITeS/BPM industry search.

Ÿ Select a result or press Enter.

Tip: As one types, one may get sugges ons based on the web and app ac vity. Users can delete individual
sugges ons from the search history or hide sec ons of sugges ons based on the ac vity when they
appear.

5
Par cipant Handbook

Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v=V
WbjrPE1Oyo
IT- ITeS /BPM Industry – An Introduc on

6
 Associate Data Entry Operator

UNIT 1.2: Job Responsibili es and Career Opportuni es for a

Associate Data Entry Operator

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss the role and responsibili es of a Associate Data Entry Operator.
2. Explain the personal a ributes required in a Associate Data Entry Operator.
3. Iden fy the career path for a Associate Data Entry Operator.

1.2.1 Job Responsibili es of a Associate Data Entry Operator

A Associate Data Entry Operator has the following job responsibili es:

Undertaking data entry services, which includes the following ac vi es:

Ÿ Collec ng the customer informa on within the es mated meframe.

Ÿ Iden fying and resolving problems related to networking/connec vity/opera ng system/so ware
installa on/ configura on of computer/ hardware data entry.

Ÿ Iden fying and resolving errors related to database management, database access management,
service request delay, etc.

Ÿ Coordina ng with the relevant appropriate, such as line manager/supervisor/ subject ma er

experts.

Managing own work to meet the applicable requirements, which includes the following ac vi es:

Ÿ U lizing the available resources efficiently.

Ÿ Ensuring compliance with the organiza onal guidelines and applicable quality standards.

Maintaining a healthy, safe and secure work environment, which includes the following ac vi es:

Ÿ Complying with the organiza on’s health, safety and security policies.

Ÿ Following the relevant safety procedure during emergencies.

7
Par cipant Handbook

1.2.2 Personal A ributes of a Associate Data Entry Operator

A Associate Data Entry Operator should have some essen al personal a ributes for performing various
tasks effec vely. The individual should be curious and willing to learn about new technologies to keep up
with industry trends, e.g. innova ons in database management systems and IT ini a ves.

It is important for the individual to be comfortable with using the relevant IT systems. For example – the
individual is required to perform data entry which requires one to be good at typing on a keyboard with a
good speed and accuracy. The individual in this job role should be proficient in typing with the ability to
type 50-80 words per minute. Some data entry posi ons may require a typing speed of over 80 words per
minute. A Data Entry Operator should have a en on to detail and the ability to work with concentra on
to avoid mistakes during data entry.

Another vital requirement is the ability to retrieve data from a computer.

The individual may have to work in a team environment that requires the individual to have coordina on
skills and amenable behaviour. Appropriate verbal and wri en communica on skills are also necessary.

1.2.3 Career Map for a Associate Data Entry Operator

As a Associate Data Entry Operator gains knowledge and experience, the individual may progress into
different job roles. Please refer to the career map given below to learn about the career progression
opportuni es available to a Associate Data Entry Operator:

Career Map for a Associate Data Entry Opeator

Fig. 1.2.1 Career Map for a Associate Data Entry Operator

8
 Associate Data Entry Operator

Exercise
1. Iden fy the two sectors of the Indian IT market.

2. Iden fy the middle-level technical support/IT helpdesk job role that a Associate Data Entry Operator
can move into for career progress.

9
Par cipant Handbook

Notes

10
Associate Data Entry Operator
2. Concept of Data
Entry
Unit 2.1 - Data Entry

SSC/N3022
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Explain data entry services, procedures, and the policies applicable.
2. Analyze the method of informa on gathering for date entry purposes.

13
 Associate Data Entry Operator

UNIT 2.1: Data Entry

Unit Objectives
By the end of this unit, participants will be able to:
1. Iden fy the data entry procedures, tools, and techniques.
2. Explain the role and importance of the data entry operator in suppor ng business opera ons.
3. Design plans to collate specific informa on/data from customer/ client to be entered.
4. Examine standard policies to record and perform a service request.

2.1.1 Introduc on to Data Entry

Data entry is a vast field that has differing data entry requirements depending on the industry and job role.
Data entry is a technical skill that includes entering data and upda ng informa on into an electronic
service or database. It’s a systema c process that helps store correct informa on in an organized manner.

Data Entry Operators enter data or update the company database in a computer system with the help of
dedicated so ware tools and computer hardware. Data entry is a valuable skill that helps reduce costs
across organiza ons.

Data entry may also involve scanning documents using a scanner. With the advancement in technology,
there even are specialized so ware available today that can turn an image of text into editable text. It
helps convert printed text or handwri en notes into digital copies. Microso OneNote is a good example
of such so ware. These are known as Op cal Character Recogni on (OCR) so ware. One can even use
similar online tools for the purpose.

Data entry is primarily carried out on spreadsheets, and it is a tool that a data entry operator should be
adept at using. It is used in mul ple sectors such as IT businesses, banking, etc.

2.1.2 Importance of Data Entry Operators

With modern businesses genera ng an enormous amount of data, it is important for them to collect,
organize and analyze data to gain insights into their opera ons, financial health, and what their
customers/clients need or prefer. Data insights also help businesses make decisions regarding expansion
or streamlining opera ons.

Data Entry Operators compile and organize a variety of data. While entering data, a Data Entry Operator
also verifies it to ensure accuracy and then formats it appropriately as per the organiza onal guidelines.
Verifying the data is cri cal to ensure its reliability for making relevant decisions.

In a large company, different departments may need access to different kinds of data. A Data Entry
Operator plays a crucial role in ensuring the availability of data to various stakeholders as per their
requirements.

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Par cipant Handbook

2.1.3 Types of Data Entry Jobs

Depending on the industry, there are the following types of data entry jobs:
Ÿ Accoun ng Data Entry Clerk
Ÿ Human Resources Data Entry Clerk
Ÿ Insurance Data Entry Clerk
Ÿ Medical Records Data Entry Clerk
Ÿ Order Data Entry Clerk
Ÿ Personnel Records Data Entry Clerk
Ÿ Shipping and Receiving Data Entry Clerk
There can even be job roles that have data entry as a secondary func on while the main func ons are
different.
Usually, data entry involves all kinds of data that is recorded and organized in a digital format. The source
of data can be paper documents or some other means, such as computer files containing data in an
unorganized state. Following are different types of data that a Data Entry Operator may deal with:

Manual Data Entry Online Data Entry Transcrip on Data Entry Keyer
Plain Data Entry: Online Form Filling: Medical Transcrip on: Product Catalogue Data
This involves simply Online Form Filling Medical transcrip on is Entry: Some companies
reading a PDF requires tedious work quite a common type need to keep a record
document and typing it as some would be of data entry. of the details of their
into a Word document given a huge amount of products. The
or entering data into a data and enter it in an Familiarity with products, along with
spreadsheet. online form. advanced medical their specifica ons, are
terminology is a must, listed in a format.
Some mes, as well as great
informa on is not listening and shorthand
given at all, and the wri ng skills.
Data Entry Specialist
would have to find it, Medical
usually through surfing Transcrip onist job is
the internet. o en paid be er
among different types
of data entry jobs.

Word Processor or Online Survey: Online Medical Coding: Payroll Data Entry
Typist: This requires Survey Jobs are used by Medical coding is a rare Operator: Payroll Data
skills such as le er, companies to get job. This is Entry Services help
chart, graph and table feedback for a transforming some companies
crea on, and mailing par cular product to healthcare diagnosis, recheck and record
labels and reports. help them improve or procedures, and their accoun ng work
Since these are more design the best medical services into in a systema c
on the technical side, products for their alphanumeric codes. manner.
most data entry consumers.
specialists have It helps get all accounts
undergone training to cleared and ordered in
acquire the needed any desired format.
skills.

15
 Associate Data Entry Operator

Cleaning of Data: Data Online Data Capturing Legal Transcrip on : Entering Data into
Entry Specialists may and Entering: Legal firms employ Web-Based System: In
also be required to This is capturing data transcrip onists to get this data entry job,
detect and remove or from various internet audio interviews reading documents,
correct erroneous data publica ons, such as recorded in text form usually pertaining to
from a database such eBooks and e- for legal purposes. legal departments or
as a Word file or an magazines, etc. insurance claims, is
Excel spreadsheet. involved. One is
required to write down
the details in a word
document or a
spreadsheet.

It could also be for the

automobile registra on
number, owner’s
name, contact details,
etc.
Email Processing: Email Hospitals: The task is
processing is simply entering details, such
processing emails, as pa ent notes,
going through hospital records,
thousands of emails in accident reports and
a day, reading, other records in a
understanding the spreadsheet or
content and making a par cular so ware.
list or categorizing
emails in a
spreadsheet.
Upda ng Database: Municipal records: The
These databases could task is to enter
be names, phone municipal records
numbers, email IDs, details like birth, legal
addresses, etc. documents, town
records, etc.
Data Entry Operators
can help update
exis ng records or
create new ones
online.

Table 2.1.1 Types of Data Entry Jobs

Some large organiza ons may have extensive data entry requirements and outsource the data entry work
to companies that work dedicatedly on data entry. They may offer the advantage of comple ng data entry
promptly with the use of modern data management tools. Some companies may also offer data analysis
services, helping save me and make effec ve business decisions.

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Par cipant Handbook

2.1.4 Data Entry Tools and Procedures

There are different tools used for data entry these days. The popular ones are:
Ÿ Text or word processor
Ÿ Spreadsheet
Ÿ Database package
Ÿ Sta s cal package
Ÿ Dedicated data entry system
Ÿ Op cal Mark Recogni on (OMR)/ Op cal Character Recogni on (OCR) programs
Among these, word processors and spreadsheets are the most widely used tools as these are cost-
effec ve and come pre-loaded on most computers, not requiring any addi onal costs. Word processor is
preferred for textual data entry, while spreadsheet is preferred for numerical data entry.

2.1.5 Data Entry Process

Ÿ The data entry process starts with the Data Entry Operator receiving the data from their team leader
or manager in the form of paper/ hard copy documents or digital/scanned documents containing raw
data.
Ÿ In case a Data Entry Operator works independently (e.g. freelancer), the individual should prepare and
follow a plan to collate specific informa on/data from customer/ client for data entry.
Ÿ On the other hand, while working with a company, one should follow the organiza onal policies to
record service requests and work on them accordingly as per the applicable Turnaround Time (TAT).
Ÿ Appropriate precau ons should be taken to ensure that two persons do not work on the same data.
Solu ons include the use of a central data file with data allocated to different Data Entry Operators and
appropriate techniques, such as colour coding. Some organiza ons, depending on their budget, may
use dedicated data management systems for efficient data management.
Ÿ Data alloca on should be supervised by dedicated personnel to avoid any conflicts in its processing.
Ÿ Data entry is then carried out using the relevant tool used by the organiza on.
Ÿ Once the data is entered, it is important to follow the appropriate quality control mechanisms to
ensure correct data entry. This involves matching the entered data randomly with the original data. In
organiza ons with adequate personnel, this may be done by dedicated quality control personnel.
Ÿ Once it is determined that data has been entered correctly, the next step is proofreading the data to
ensure clarity and accuracy with no typing and gramma cal errors.
Ÿ A er proofreading, the data should be forma ed as per the applicable requirements.
Ÿ The final step is saving the data files at an appropriate loca on on the computer system (on the hard
drive). One may be required to share the final data with the relevant personnel via email or by prin ng.
Ÿ In large organiza ons with strict quality control measures, data entry work may be subject to further
verifica on and quality checks.
Ÿ Remote access to resources
Ÿ Web security.
Ÿ Entry devices for offices, buildings
Ÿ PDS (Public Distribu on System)

17
 Associate Data Entry Operator

Exercise
1. Iden fy two types of data entry jobs.

2. Give two examples of manual data entry.

18
Par cipant Handbook

Notes

19
Associate Data Entry Operator
3. Software Requirement
for Data Entry
Unit 3.1 - Data Entry Software

SSC/N3022
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Inspect the data being entered from mul ple sources to check authen city and remove errors.
2. Iden fy the so ware requirements to collate data in a systema c format.

22
 Associate Data Entry Operator

Unit 3.1 - Data Entry So ware

Unit Objectives
By the end of this unit, participants will be able to:
1. Iden fy different so ware needed for report wri ng, including MS office suite or Open Office.
2. Dis nguish between various types of data through the use of database management so ware.
3. Verify data from mul ple sources before entering the same.
4. Analyse the transcribed data with the source document for any correc ons required like missing
values, incorrect data types, etc.
5. Use the standard alphanumeric keyboard to perform data entry opera ons.
6. Comprehend technical aspects of various networking topologies like Mesh, Star, Tree, Full Mesh, etc.

3.1.1 Report Wri ng

A report is a concise document wri en for a specific purpose and audience. It usually records and
analyses a situa on/problem, o en recommending future ac on. A report should be factual, precise and
well-structured. It should present facts impar ally.

The specific format and informa on in a report may vary between organiza ons and departments. To
ensure consistency in report wri ng, one should determine if there are any specific structure or report
wri ng guidelines at the organiza on level and follow them.

A report's goal is to provide the reader with an organised path through the material so they may quickly
and easily locate what they're looking for.

For this reason, reports usually have numbered sec ons and sub-sec ons accompanied by a clear and full
contents page lis ng each heading. Page numbering is also essen al.

Reports may include any or all of the items listed below:

Ÿ A descrip on of a situa on or sequence of events

Ÿ Interpreta ons of the significance of the referred situa on or events, either an individual's analysis or
an analysis informed by the views of others, should have an accurate reference when ci ng other
par es

Ÿ An assessment of the data or study findings

Ÿ An assessment of the data or study findings;

Ÿ Relevant recommenda ons concerning a course of ac on

Ÿ Conclusions

Some of these elements may not be there in all reports.

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Par cipant Handbook

3.1.2 Report Wri ng So ware

For wri ng reports, the word processor is a widely used
program. Word processors, such as Microso (MS) Word,
come with several features. A word processor can be
used for various purposes, such as preparing reports,
invoices, le ers, contracts, resumes, etc. For the ease of
making documents, most word processors come with
loaded templates that users can u lize to prepare Fig. 3.1.1 MS Word
documents quickly in a presentable format. For example
– one can use a variety of templates available in the
program to prepare a resume quickly.

Following are some of the features available in word processors, making them useful for wri ng
reports:

Ÿ One can change the font style, size and colour.

Ÿ It is easy to change the line spacing and alignment of text and images.

Ÿ One can even organize text in numbers and bullet points for easy reading.

Ÿ One can insert tables, charts, graphs, images, shapes, header, footer, etc. These make the report
presentable and much easy to go through as compared to a plain text file.

Ÿ There are a number of templates or designs that one choose from to create a document. An
appropriate template or design helps enhance the appearance of a document.

Ÿ One can change the page layout, including orienta on, margins, indenta on, columns, spacing, etc.

Ÿ While wri ng lengthy documents, such as a white paper, one may need to insert a table of contents,
cap on, bibliography, cita ons, footnotes, etc. One can find these features in most work processors.

Ÿ Once a document is prepared, it is cri cal to review it for accuracy. With the review feature available
in a word processor, one can.

o Conduct spelling and grammar checks using a specific language version, e.g. English India or
English US

o Use the thesaurus to subs tute words

o Check the word count

o Insert comments, etc.

Apart from MS Word, one can prepare reports using PowerPoint also. However, PowerPoint
presenta ons are suitable for preparing brief reports that highlight the key points.

For greater effec veness, organiza ons may use both a word processor and PowerPoint, allowing the
target audience to go through the summary in PowerPoint and read the details in MS Word.

Apart from Microso , one can use the Google so ware programs and similar other programs from other
service providers that offer similar features; however, with some varia ons usually.

24
 Associate Data Entry Operator

3.1.3 Database Management System

Databases are now used by businesses to store transac onal data. Simply described, a database is a
collec on of structured data that has been kept on a certain computer system or server. Programmers and
industry professionals have lauded the DMBS over the years for its well defined procedure for avoiding
data redundancy and effec vely storing data.

A Database Management System (DBMS) handles data crea on and management. It also allows users to
access and update data at any me. However, a corpora on should select a database management
so ware according to its unique requirements.

Using a DBMS, a company can update, create, define, and send queries to an administra ve database
instantly.

This can be transforma ve for companies that want to capitalize on various data formats and retrieval
methods. With an a rac ve visual representa on, a DBMS is ideal for small and large companies to
manage precious data.

Types of Database Management So ware

These can be broadly classified into four types. The most popular types of database management systems
with examples include:

1. Hierarchical

A hierarchical Data management solu on stores data in a parent-children rela onship node, each
represen ng a par cular en ty. This type of database management so ware allows one-to-one and
one-to-many rela onships, i.e., a parent node can have one or mul ple child nodes, whereas the
children node can only have one parent node.

2. Network

A network DBMS is a model that supports many-to-many rela onships, which helps store real-life
rela onships between en es. It is an extension of the hierarchical data management soluu on that
allows modelers to design a more flexible model. In this type of DBMS model, the child nodes are
represented by arrows.

3. Rela onal

A rela onal DBMS is a model where rela onships are based on the en es’ data. Compared to
hierarchical and network models, it offers greater flexibility and allows for more simplified
rela onships between en es, making it a popular choice among data modelers. Data stored in fixed
structures can be organized efficiently using SQL.

4. Object-Oriented

An Object-Oriented DBMS — as the name suggests — is based on object-oriented programming (OOP).

It’s a data management solu on type where en es are represented in objects and stored in memory.

It provides a unified programming environment and is compa ble with various programming
languages, including Java, C++, .Net, and Visual Basic, to name a few.

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3.1.4 Data Entry Requirements

As data entry is performed on the computer system, a Data Entry Operator should be skilled in using the
standard alphanumeric keyboard to perform data entry opera ons.

Data Entry Operators work in a variety of industries, such as healthcare, retail, finance, transporta on,
etc. The kind of data they deal with is unstructured that should be entered into the appropriate computer
applica on and organized for analysis.

It is important for a Data Entry Operator to verify data from mul ple sources, if feasible, before
performing data entry. This helps ensure that data entry is being done correctly. Data entry carried out
without verifica on which later turns out to be incorrect later may cause a Data Entry Operator's efforts to
go waste.

Once data entry is completed, one should analyse the entered/transcribed data and match it with the
source document to iden fy the requirement of any correc ons, such as missing values, incorrect data
types, etc.

Any such correc ons should be done in a mely manner to ensure the data is finalized for the intended
use.

3.1.5 Data Verifica on

The dependability of the data is increased by verifying or confirming the accuracy of the replies provided
using the Data Entry window, such as filling paper surveys. To make sure the original operator did not
make any mistakes, data can be double-entered to be validated. Though it might be a me-consuming
procedure, this is a very effec ve approach to ensure that data is almost error-free.
Typically, a second person inputs some or all of the data submi ed by the first person to double-check it.
As operators frequently make the same mistakes, it is not advised for users to double-check their own
informa on.
Any discrepancies between the first and second mes of data entering are found during the verifica on
phase. Data entering is interrupted and both sets of data are presented if any discrepancies are found,
enabling the verifier to enter the right value again.
Before the verifica on process can begin, the criteria must be defined.
One of the Key Result Areas for an Operator is how much me it takes to enrol a Enrolee/ Enrolee. The
Operator needs to balance speed of entering data with the quality of informa on that is fed into the
system. At no instance can speed be more important than quality.
However, the Operator can do few things that can reduce the processing me for each individual. For
example, Operators can enter demographic details of Enrolees during off hours. They usually capture the
demographic details when the biometric devices are connected to the enrolment sta on. This reduces
the life of the biometric devices. A domino impact of entering data in off hours is that it speeds up
enrolment process, reduces device wai ng me and also reduces the wai ng me for Enrolees, thus
impac ng crowd management.
Another approach is to ask the Supervisor to load up pre-enrolled data on his or her laptop/ desktop. Pre
enrolment data helps in reducing the cycle me for enrolment at centre significantly.

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3.1.6 Data Analysis

The process of cleansing, conver ng, and modelling data in order to find relevant informa on for
corporate decision-making is known as data analysis. Extrac ng usable informa on from data and making
decisions based on that analysis are the goals of data analysis.

Tools for data analysis make it simpler for users to handle and edit data, examine the connec ons and
correla ons between different data sets, and find pa erns and trends that may be interpreted.

SQL, JAVA, MATLAB, SAS, PYTHON, are some widely used data analysis tools.

A data analysis process is nothing more than gathering data using the right so ware or tool that enables
you to study the data and iden fy pa erns in it. You can get to final conclusions or make judgments based
on such knowledge and facts.

Data Analysis consists of the following phases:

Ÿ Data Requirement Gathering

Ÿ Data Collec on

Ÿ Data Cleaning

Ÿ Data Analysis

Ÿ Data Interpreta on

Ÿ Data Visualiza on

3.1.7 Alphanumeric Data Entry

Entering data onto a computer using only le ers and numbers is known as alphanumeric data entry.
Usually, they are pu ng this data into spreadsheets or databases. A secretary may enter a person's
address, which has both numbers and le ers, into their database as an example.

Here are some samples addresses that contain alphanumeric characters:

Ÿ 701 Market Dr.

Ÿ 396 Data Ave.

Ÿ 1149 Entry St.

Alphanumeric data input frequently involves sensi ve informa on such addresses, emails, iden fica on
numbers, and passwords; as a result, high-level typing skills are required of the individual entering it to
avoid mistakes.

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3.1.8 Networking Topologies

Geometric representa on of how computers are connected to each other is known as topology. There are
five types of topology – Mesh, Star, Bus, Ring and Hybrid.

Types of Topology

There are five types of topology in computer networks:

Fig. 3.1.2 Types of Topology

1. Mesh Topology

In the mesh topology, each device is connected to every other device on the network through a
dedicated point-to-point link. It means that the link only carries data for the two connected devices
only.

Fig. 3.1.3 Mesh Topology

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2. Star Topology

In the star topology, each device in the network is connected to a central device called the hub. Unlike
Mesh topology, star topology doesn’t allow direct communica on between devices. A device must
have to communicate through the hub. If one device wants to send data to the other device, it has to
first send the data to the hub, and then the hub transmits that data to the designated device.

Fig. 3.1.4 Star Topology

3. Bus Topology

In the bus topology, there is the main cable, and all the devices are connected to this main cable
through drop lines. There is a device called a tap that connects the drop line to the main cable. Since all
the data is transmi ed over the main cable, there is a limit on drop lines and the distance the main
cable can have.

Fig. 3.1.5 Bus Topology

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4. Ring Topology

In the ring topology, each device is connected with the two devices on either side of it. There are two
dedicated point-to-point links a device has with the devices on either side of it. This structure forms a
ring. Thus, it is known as a ring topology. If a device wants to send data to another device, then it sends
the data in one direc on. Each device in the ring topology has a repeater. If the received data is
intended for another device, then the repeater forwards this data un l the intended device receives it.

Fig. 3.1.6 Ring Topology

5. Hybrid Topology

A combina on of two or more topologies is known as hybrid topology. For example, a combina on of
star and mesh topology is known as hybrid topology.

Fig. 3.1.7 Ring Topology

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Par cipant Handbook

Exercise
1. Explain briefly what report wri ng is.

2. Explain the purpose of a data management system.

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v
=Wd ZZ4G0Vg
Data Entry So ware

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Par cipant Handbook
4. Data Entry Process
Unit 4.1 - Data Entry Process

SSC/N3022
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Evaluate the helpdesk feedback system and its importance.
2. Design a suitable and reasonable meframe for the entry to be processed and revert to the customer on the
same.

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UNIT 4.1: Data Entry Process

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss the adequacy of exis ng helpdesk feedback systems.
2. Discuss methods of the data entry process.
3. Organize source documents and files rela ve to the data entered.
4. Maintain proper security, storage and backup of data files.
5. Analyse the purpose of the rule-based decision-making process in data entry opera ons.
6. Evaluate the process of scanning documents and transcrip on of data into the system.
7. Es mate a suitable meline for comple ng a service request.

4.1.1 Customer Feedback

Taking customer feedback and applying it to improve a business is a great method to expand and produce
more revenues. A business must learn how to collect, organise, and analyse customer feedback to be er
align with market reali es and the demands of customers.

Customer feedback is informa on offered verbally or in wri ng by customers about their interac ons
with a product, service, company personnel, or other brand assets that comprise the overall experience.
Customer feedback can take several forms, depending on the customer's interests, habits, and
disposi ons. Customer sa sfac on and sen ments toward an organisa on are revealed through all types
of reviews, complaints, apprecia ons, insights, and other data.

Customer feedback is a reliable source of informa on regarding the state of a company and its services. It
assists a business in determining what needs to be improved and what works. As a result, one may assess
customer feedback and create an amazing customer experience that will generate posi ve change in the
organisa on.

Customer feedback is cri cal as it costs much higher to a ract new customers than it does to retain the
exis ng ones. That is why one should keep their customers sa sfied and happy.

Importance of Customer Feedback

Ÿ Helps iden fy customer preferences - Customer feedback is cri cal for evalua ng a customer's
requirements and preferences, especially when a company launches new items. Focus groups, in-
person research, and customer phone surveys are examples of customer feedback strategies used to
iden fy which product features, flavours, or styles consumers like.

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Ÿ Assists in determining what is important to customers - Without customer feedback, a business

would be unable to match the consumer's product needs. As a result, its items would most likely fail
in the market.

Ÿ Allows for comparisons to compe tors - Customer feedback also allows businesses to be er
understand how customers rank and use their products in comparison to compe tors' products. It is
cri cal to understand where a company's products and services thrive or fall short in comparison to
market alterna ves.

Ÿ It can help improve customer service - Customer feedback can be used to evaluate how the staff at a
firm handle customer queries. A typical sort of marke ng research is customer service sa sfac on
surveys. Surveys can help businesses understand whether customers are ge ng their inquiries
answered and their problems resolved.

Furthermore, a business can detect if some customer care representa ves are being disrespec ul to
clients, par cularly if the topic of rudeness comes up frequently during the surveys.

Ÿ Helps iden fy necessary changes - Customer feedback is especially significant when a company
surveys lost customers to iden fy why customers are no longer purchasing its products or taking its
services. The survey's goal is to determine whether there is anything the company can do to reclaim a
customer's business.

Ÿ Assists in spo ng market trends - Customer feedback is also useful in detec ng specific technical
trends among customers. For example, a new market compe tor may provide new and improved
technology that could threaten the current technology sold by a corpora on. If clients demonstrate a
preference for and purchase this technology, the corpora on must consider transi oning to the new
technology.

4.1.2 Methods of Ge ng Customer Feedback

The method used to collect customer feedback is determined not only by the primary goal but also by the
consumer's perspec ve. One should consider how experienced customers are with a technology, which
devices they use most frequently, how much me they have, how long they've been a customer with the
business, and whether they've previously provided feedback.

Consider the me and human resources as well. One should keep in mind that, depending on the quality
and quan ty of customer feedback, an appropriate amount of me and effort will need to be invested in
drawing conclusions.

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Following are the methods for taking customer feedback. It’s important to implement customer feedback
as early as possible to keep their business. Taking customer feedback, in general, doesn’t require the use
of complicated tools or processes.

Ÿ Customer feedback survey

Ÿ Customer interview
Ÿ Customer feedback email

Ÿ Customer feedback on social media

Ÿ Paper feedback forms

Ÿ Survey kiosks

Ÿ Phone calls conducted by sales, marke ng, or customer support

Ÿ SMS surveys
Ÿ Live chat with customer support agents
Ÿ Online community and forums

Ÿ Net Promoter Score (NPS) surveys

Ÿ Customer Effort Score (CES) surveys
Ÿ Customer Sa sfac on (CSAT) surveys

Ÿ Comment and feedback sec on on the website

Ÿ Post-purchase feedback forms
Ÿ In-App feedback

Ÿ Review pla orms and websites

4.1.3 Data Entry Methods

There are numerous effec ve data entry techniques, and which one to employ depends on a variety of
factors, including the need for speed, accuracy, and user training; the cost of the data entry technique and
the techniques currently in use in the organisa on.

1. Keyboard - Since keyboarding is the first form of data entry, most people are likely to be familiar with
it. Over the years, some keyboard advancements have been implemented. Features include
dedicated program-opening keys, scrolling and web-browsing keys, and keys that may be
programmed with macros to minimise the number of keystrokes needed. Keyboards and mouse with
infrared or Bluetooth connec vity are also significant advancements.

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2. Op cal Character Recogni on (OCR) - OCR enables users to read input from a source document with
an op cal scanner. OCR systems can speed up data entry by 60 to 90% compared to some keying
techniques.

OCR operates more quickly since there is no need to encode or manually enter data from source
documents. It does away with a lot of the labour-intensive and error-prone processes of tradi onal
input devices. As a result, OCR requires less employee skills and correspondingly less training, which
reduces errors and the amount of me employees spend making unnecessary efforts. Addi onally, it
transfers the responsibility of data quality control directly to the unit producing it. OCR, which is now
widely accessible, has one more really useful applica on: turning faxes into editable documents.

Other Methods of Data Entry

There is also widely increasing adop on of other data entering techniques. The majority of these
techniques lower labour costs, requiring minimal operator exper se or training, moving data entry closer
to the data source, and doing away with the requirement for a source document. As a result, they have
developed into quick and extremely trustworthy data entry techniques. These techniques include - bar
codes, mark-sense forms, data strips, and magne c ink character recogni on.

Ÿ Magne c Ink Character Recogni on – On the bo om of some credit card bills as well as bank checks,
magne c ink characters can be seen. The method is similar to OCR, in which special characters are
read using this technique, although their applica on is restricted. Through the use of a machine that
scans and decodes a single line of material encoded with magne c par cle-filled ink, data is entered
using magne c ink character recogni on (MICR). MICR is a high-speed and reliable method that is
not suscep ble to accep ng stray marks (for not being encoded magne cally). It also serves as a
security measure against bad checks, and Data Entry Operators can see the numbers making up the
code to verify it.

Ÿ Mark-Sense Forms - Mark-sense forms use a scanner that detects where marks have been made on
par cular forms. It allows for easy and efficient data entry. Its typical use includes scoring answer
sheets for survey ques onnaires. The data entry staff needs minimal training to use this technology,
allowing a large number of forms to be handled.

Mark-sense forms have the disadvantage that, while readers can tell if a mark has been made, they
are unable to interpret the mark in the same way as op cal character readers can. As a result,
incomplete data can be entered using stray marks on forms.

Ÿ Bar Codes - Bar codes are commonly found on product labels, but they can also be found on hospital
pa ent iden fica on bracelets and in virtually any situa on where an item or person needs to be
checked in and out of an inventory system. Because they appear as a sequence of narrow and wide
bands on a label and encode numbers or le ers, bar codes might be thought of as metacodes or
codes encoding codes. In turn, these symbols have access to product data in the computer memory.
To validate or record informa on about the product being scanned, bands on the label are drawn in
the light of a scanner or lightpen.

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 Associate Data Entry Operator

The manufacturer iden fica on number, the product iden fica on number, a code to check the
accuracy of the scan, and codes to mark the start and finish of the scan are all included on a bar-coded
label.

For data entry, bar coding offers an incredibly high level of precision. Because each item does not need
to be individually price-marked, businesses can save labour costs.

Ÿ RFID - Radio Frequency Iden fica on, also referred to as RFID, enables the automa c data collec on
using RFID tags or transponders that come equipped with a chip and an antenna. It's possible for an
RFID tag to have its own power supply. If it lacks the power of its own, the antenna draws just enough
energy from an incoming signal to give power to the chip and send out a response. Animals, persons,
products, and packages can all have RFID tags affixed to them so that they can be iden fied via radio
frequency.

RFID tags can be passive or ac ve. Due to their short range, they are also known as proximity cards.
Ac ve tags have their own power source, making them much more reliable. Unlike ac ve tags, passive
RFID tags don’t contain an internal power source. The average size of passive tags is that of a postage
stamp, and they are low-priced. Large retail establishments use them to enhance their supply chain
and inventory management procedures.

A reader is needed to read the data from an RFID tag. The tag is turned on by the reader so that it may
be read. The reader reads the informa on from the chip inside the tag, decodes the data, and then
sends it to a host computer for processing.

Vehicles using an electronic toll pass to cross a toll road is an example. Every me such a vehicle passes
a toll booth, an RFID transponder can be connected to the windshield and read. The RFID reader at the
toll booth can also func on as a writer, allowing for the storage of a balance on the RFID chip.

4.1.4 Data Entry Process

The process of entering values into computer so ware in a systema c way is known as data entry. It can
be manual or automated, i.e. handled by a person or a machine. Data entry by an operator is known as
manual data entry, and if done by a machine, it is known as automated electronic data entry. Data entry is
a part of a larger data management process, which aids decision-making. Once data entry is completed,
data is analysed, and relevant conclusions are drawn. This helps an organiza on in making appropriate
decisions concerning its business ac vi es.

Ÿ A Data Entry Operator is required to methods to collate the appropriate informa on from the
customer or the relevant personnel for the data entry process. This includes the source documents.
The individual organizes the source documents and files for data entry.

Ÿ One may be required to configure his/her computer for data entry, including changing se ngs the
relevant so ware se ngs according to the type of data to be entered. It also includes se ng up a
network and internet connec on.

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Ÿ As we have discussed already in the module, there are different technologies that allow a Data Entry
Operator to scan documents to extract data/informa on/transcrip on of data on a computer in the
electronic form. These include simple scanning using a scanner or the use of OCR, MICR and other
more efficient technologies.

Ÿ A Data Entry Operator scans the documents to access them on a computer. The individual may be
required to convert the scanned documents to an editable format. One can use dedicated free and
premium so ware for the purpose.

Ÿ One should es mate an appropriate meline for comple ng data entry service requests. This
depends on the amount of data to be entered and the efforts required. For example – if the source
documents contain informa on/data in a disorganized state, it will likely take more me for data
entry in comparison to entering data from documents containing well-organized data. Going through
hand-wri en data may prove to be extra me-consuming in comparison to typed data.

Once the above preparatory steps are taken, the steps given below are followed, which are part of the
core data entry process:

Ÿ Data capturing and entering - This type of data entry opera on focuses on collec ng data from
different sources – offline or online. The employer o en provides this informa on.

Ÿ Data cleansing - Data cleansing is a type of opera on during which informa on is filtered to remove
duplicates or inaccurate data. This type of data entry opera on makes sure that informa on stored in
the database is not only up-to-date but free of errors.

Ÿ Data processing - Data processing's main focus is not only to store and filter informa on but to edit
informa on in a way that fulfils its par cular purpose. In this way, data processing is also helpful in
analyzing informa on stored so that it can be used later. Some notable tasks of data processing
include accoun ng and photo edi ng.

Ÿ Data classifica on - For the organiza on of informa on, data classifica on is required. This
opera on is about categorizing data under their appropriate a ributes—hence 'classifica on'.
Organizing business cards, for example, is part of this data entry opera on type.

Ÿ Data conversion - Data conversion is about conver ng one format to another. This means, for
instance, changing a word file into PDF format. Typing on a word file coming from a handwri en
document is also another illustra on of how data conversion opera on works.

Ÿ Forma ng and edi ng opera ons - Data forma ng opera ons use the operator's English grammar
skills in order to correct gramma cal errors and spelling mistakes in the database. This also means
this type of opera on combines the knowledge in English with that of so ware such as MS Word in
order to correctly format the data to the needs of a company.

It is important to follow the applicable data security processes, including safe storage and maintaining the
backup of data files to protect against accidental loss.

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 Associate Data Entry Operator

4.1.5 Data Organiza on

The process of categorising and classifying data to improve its usability is known as data organisa on.
You'll need to organise your data in the most logical and orderly way possible, similar to how we organise
cri cal papers in file folders, so you and anybody else who accesses it can quickly find what they're
searching for.

Tips for ensuring the best possible data organisa on

Create naming conven ons that are precise and consistent. Give the files meaningful and understandable
names. One may use a file renaming programme to automa cally rename many files if needed.

Keep file names simple. Don't use symbols. If dates are used, u lise a standard format.

Manage all file versions properly. Instead of saving over the exis ng file, one must create a new one with
an altered name. Another name for this is "file versioning."

To standardise categories and define each one's func on, create and use a data dic onary. This will
enable all par es involved in the firm to get the most from the datasets that have gathered.

4.1.6 Guidelines for Data Security and Backup

Security

All copies of your data, including your working data set, backup copies, and archived copies, need to be
taken into account in terms of security.

Ÿ Network security

o Avoid pos ng private informa on online.

o Store private informa on on a computer not linked to the internet

Ÿ Physical Security

o Only allow authorized personnel to solve computer issues

o Only allow authorized personnel to solve computer issues

Ÿ Computer Systems & Files

o Update your virus protec on.

o If you must transfer secret material through email or FTP, encrypt it beforehand.

o On computers and data, use secure passwords.

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Storage & Backup

The maintenance of backup copies of your data is among the most crucial data management jobs. Data
loss due to hard disc failure or uninten onal dele on is a serious possibility.

Ÿ Remember to use the Backup 3-2-1 Rule

o Make 3 copies of your data—2 copies are insufficient!

o Two dis nct formats, such as an internal hard drive with a backup casse e or a DVD (short-term)
plus a flash drive

o 2 physical backups and 1 cloud backup are kept off-site.

Ÿ Backup op ons

o Departmental or ins tu on server

o Tape backups

o University archives

o Cloud storage

o External hard drives

o Discipline-specific repositories

o Hard drives - personal or work computer

4.1.7 Data Mining - Rule Based Classifica on

IF-THEN Rules
Rule-based classifier makes use of a set of IF-THEN rules for classifica on. We can express a rule in the
following from:

Ÿ IF condi on THEN conclusion

Ÿ Let us consider a rule R1,
R1: IF age = youth AND student = yes

THEN buy_computer = yes

Points to remember:
Ÿ The IF part of the rule is called rule antecedent or precondi on.

Ÿ The THEN part of the rule is called rule consequent.

Ÿ The antecedent part the condi on consist of one or more a ribute tests and these tests are logically
ANDed.

Ÿ The consequent part consists of class predic on.

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4.1.8 Scanner
A device that captures images from photographs, posters, magazine pages, and similar sources, etc is
known as Scanner. The captured image can be displayed and edited. Scanners can be used to scan black-
and white and color documents.

Types of Scanner
Ÿ Drum Scanner

Ÿ Flatbed Scanner

Ÿ Film Scanner
Ÿ Hand Scanner

Ÿ Document Scanner

Fig. 4.1.1 Scanner

4.1.9 Time Es ma on
One of the most important skills for a data entry operator is accurate me es ma on. Without it, it would
be difficult to provide be er services to the customers or es mate how long the service request
comple on will take.
Even more crucially for the professional future, sponsors frequently determine a service request success
or failure based on whether it was completed on me and under budget. One must be able to bargain for
reasonable spending limits and realis c comple on dates if they want to provide be er services to
customers.

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Exercise
1. State two benefits of taking customer feedback.

2. Iden fy two methods of taking customer feedback.

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Notes

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Par cipant Handbook
5. Troubleshooting in
Data Entry Process
Unit 5.1 – Data Entry Problems and Solutions
Unit 5.2 – Data Entry Automation

SSC/N3022
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Categorize and examine the essen al steps required to analyse data.
2. Examine common errors and plan to mi gate them.

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UNIT 5.1: Data Entry Problems and Solu ons

Unit Objectives
By the end of this unit, participants will be able to:
1. Deliberate typical problems raised by customers and their solu ons.
2. Understand why manual data entry errors happen and learn ways to avoid them.
3. Examine progress/delay in the process and update the technical team and/or customers.
4. Examine the common errors in data entry, including transcrip on and transposi on errors.
5. Plan an error mi ga on program, including double-checking all completed work as a standard
opera ng procedure.

5.1.1 Common Data Entry Issues

Data entry is vital for every business looking to manage data and keep track of everything, e.g. invoices,
product lists, employee paychecks, etc. It includes all kinds of businesses, i.e. service-based industries,
retail companies, government-based businesses, etc. Effec ve data management is cri cal to the smooth
func oning of a business organiza on. Data entry is a vital part of the overall data management process.
Data entry may experience different types of issues, causing setbacks. Following are some of the primary
issues experienced with data entry:

Ÿ Errors in the input Process - Most typical data entry errors occur while inpu ng data. A li le typo can
result in erroneous records and misinforma on, affec ng the reliability of data records. This is
par cularly common when data is entered manually. Even the finest data entry operators may make
mistakes, which can poten ally cause financial losses to a business or embarrassment in front of a
client. When a data entry operator mistypes informa on into a field during data entry, and it goes
unno ced, the error may impact the accuracy of all the related informa on. For example – mul ple
incorrect calcula ons based on the incorrect informa on in the product catalogue.

Ÿ Data configura on - Even the most comprehensive data entry programs may create problems for a
business. One common issue is incorrect forma ng, resul ng in the correct data being entered into
the wrong fields. Large businesses with a large clientele maintain a database of their clients to be able
to contact them for different purposes. They may use a so ware program with several fields for
phone numbers and mailing addresses. This may cause disorganiza on, leading to duplica on of
informa on. In certain instances, the so ware program may be unable to sort out the excess
informa on. Also, incomplete data is one of the major drawbacks of manual data entry, which
considerably impacts work quality.

Ÿ Human error - Many problems revolve around simple human error, just like the data input issues.
Human issues, such as weariness, speed of data entry input, interrup ons/distrac ons, emo onal
components, and inadequate me can all nega vely impact data management. People can also
misinterpret data, e.g. making mistakes while reading numbers from a spreadsheet.

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Human error is o en a factor in data management. Therefore businesses must consider this when
addressing poten al concerns. Modern so ware programs can be adjusted to specific requirements,
assis ng in effec ve and error-free data management. For example – an efficient so ware program
should be able to iden fy common typing errors and rec fy them automa cally – a feature already
found in word processors. Apart from that, Data Entry Operators should be provided with a conducive
environment in which they can work without distrac ons. They should also take regular breaks to
maintain their concentra on levels.

Ÿ Skills of Data Entry Operators - Data Entry Operators need speed and accuracy. They should also be
knowledgeable and competent enough to face the relevant challenges confidently. For example –
comprehending handwri en data can be challenging and requires one to follow stringent quality
measures to ensure the quality of data being extracted from such documents. In contrast, poor
a en on to detail or ineffec ve quality checks will affect the quality of data being recorded.
Many data entry operators are assigned me-consuming and redundant data entry du es that do not
make the best use of their abili es. Data Entry Operators should be assigned an appropriate amount of
work to ensure they do not make errors while trying to meet the daily targets.

Moreover, these staffs aren’t o en adequately trained to enter data efficiently. Therefore, Data Entry
Operators should be appropriately trained for effec ve data entry. Also, the quality of raw data should
be ensured.

When one comes across issues during data entry that impacts the progress and is likely to cause delay,
one should coordinate with the technical team to resolve any technical issues promptly. It is important
to update the client/customer about the progress and any issues experienced. One should be able to
set the right expecta ons with the client/customer so that they are aware of when they can expect
data entry to be completed.
As discussed above, one may come across issues errors in data entry, including transcrip on and
transposi on errors. Such issues may o en be common, while some issues may be rare and complex.
It’s cri cal for a Data Entry Operator to learn the solu ons or fixes for common issues so that they can
be resolved without impac ng the melines commi ed to the client/customer. On the other hand,
one should know whom to approach for the solu on of complex issues with a focus on ensuring
minimum impact on produc vity and data entry opera ons. Such focus on comple ng work as per the
agreed melines helps an organiza on earn a good reputa on and consequently more business.

As one gains experience working in a certain profile and on the relevant systems, one understands the
typical issues. For efficient work, one should prepare an error mi ga on plan and implement it to
ensure it doesn’t impact work and work quality.

For example – data entry is s ll performed manually to a great extent, which means it is prone to
manual errors. To overcome this issue, an effec ve quality control process is required, such as double-
checking the work. This is an example of a Standard Opera ng Procedure (SOP) and underlines the
importance of preparing and following SOPs.

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5.1.2 Manual Data Entry Errors

The manual data entries are caused due to the errors in their calibra on. The manual data entry falls
vic m to human error. That could be a spelling, grammar or punctua on mistake, either through a rushed
typo or just incorrect usage.

Then there are the occasions when people enter data incorrectly. A erroneous number, data
uninten onally placed into the incorrect spreadsheet field, or an incorrect email entered into a CRM
record are just a few examples. If not caught right away, the employee finds it frustra ng to have to go
back and amend the incorrect entry. The records are messed up, but more significantly, if the problem is
not fixed, it may result in embarrassing errors.

5.1.3 Ways to Minimize Data Entry Errors

Firstly, one should ensure that the data entry so ware has descrip ve informa on for each field so that
the data entry operators know what type of informa on should be input and exactly where. It helps avoid
confusion and achieve consistency when more than one data entry operator works on data entry. There
should be unique fields for each type of informa on, with no ambiguity. Fields that look similar or require
similar types of informa on may increase the chances of error.

All fields should be labelled or described appropriately, such as phone number, mobile number, email
address, mailing address, monetary value, etc. One should not rely on free-form text fields that don’t have
fields marked clearly.

Appropriate training of the data entry operators in the use of data entry so ware is also vital so that they
can effec vely and accurately manage the relevant data. The cost of rec fying errors in a database can be
huge. Therefore, the focus should be on ge ng the data input correctly the first me. That becomes
achievable with an efficient system and workforce.

A business needs to iden fy poten al issues, such as so ware configura on or input errors. Appropriate
preven ve measures or checks should be implemented to minimize any errors. A small correc on, such as
using descrip ve text for each data field, may save a business significantly on me, money and effort.
Investment in efficient so ware and skilled data entry operators can significantly help a business reduce
data entry issues. Data entry problems may some mes be too many and subtle to handle. In such a case, a
business may outsource the data entry tasks to a specialist firm, provided the budget allows.

5.1.4 Customer Service Delays

If there are any delays in customer service, they can be handled by the following steps:
Ÿ Don't Make Excuses.
Ÿ Be Honest and forthcoming.
Ÿ Don't make promises you can't keep.
Ÿ Apologize.
Ÿ Offer poten al solu ons.
Ÿ Follow up once the problem is resolved.
Ÿ Thank the customer for their pa ence.

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5.1.5 Mi ga on Plan
Mi ga on is the process of taking steps to lessen the effects of an unfavourable occurrence or danger that
is produced by nature, technology, or people. While crucial components of the overall emergency
management cycle, mi ga on and a mi ga on strategy are mandated by many new standards and
recommenda ons. The dangers must be located before a mi ga on strategy can be created. A sound
founda on for mi ga on planning will be established by looking at historical records and occurrences,
conduc ng hazard iden fica on inspec ons, and analysing processes in addi on to being aware of
poten al risks, outcomes, and delivery methods. Systems are kept in a ready state and cost-effec ve
plans are devised and submi ed to management for financing and approval.

The ac ons performed in advance to be er posi on the organisa on to react to and carry out its
opera ons in the event of a catastrophic occurrence are known as prepara on. Examples of
preparedness ac vi es include training, communica ons systems, resource procurement and
administra on, and drills and exercises. These ini a ves ought to incorporate the staff members' homes
and families in addi on to the company as a whole.

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v
=A75SOVIZ18k
Data Entry Problems and Solu ons

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UNIT 5.2: Data Entry Automa on

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss a framework that can be created to Automate the Data Entry Process.

5.2.1 Benefits Of Data Entry Automa on

The data entry process is mainly manual and takes a great deal of me for this reason. If it can be
automated, it has many benefits to offer. Automa on o en brings value to a business. The same applies to
data entry.

Following are the key benefits of data entry automa on.

Ÿ Reduc on in errors - The reduc on in human errors is one of the most significant benefits of
automa on. When humans perform a task, they tend to make errors for several reasons, e.g. lack of
mo va on, being red, distrac ons, etc. Human beings are prone to making errors.

In contrast, automa on or so ware that can provide a consistent output with constant input can help
reduce errors significantly. With machine learning and Ar ficial Intelligence (AI), machines can now
be taught to work as humans, but much more efficiently and consistently.

Ÿ Quicker processing - Different Data Entry Operators work at varying speeds. Some may be quick,
while others may take extra me to complete the same amount of work. Extra work may cause
humans to make more errors. On the other hand, automa on helps get data entry done at consistent
speeds and quicker than humans. With defined rules for data entry programmed in so ware, a much
greater volume can be processed in a much shorter period. Machines do not need rest as humans do.
They, however, need regular maintenance to avoid any disrup ons in work.

Ÿ Be er u liza on of workforce - Data entry is monotonous, dull and repe ve. It offers li le to no
scope for crea vity. Moreover, it may cause mental fa gue and burnout in humans. With automa on
and data entry handled by machines, human resources can be deployed elsewhere, giving them the
chance to face challenges and show crea vity in overcoming them.

Ÿ Lower costs and more value - Automa on is an investment that takes me and money. It also takes
me for the investment made in automa on to be recovered. However, once it is recovered, it
becomes much more economical to carry out data entry than paying Data Entry Operators monthly.

Thus, each day or hour that automated data entry is done will save money compared to the
workforce-driven model.

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5.2.2 Data Entry Automa on Solu ons

It is clear that automa on in data entry has substan al benefits to offer. Let us now explore the
possibili es for automa on in the field. Following are some of the emerging and promising technologies
that can revolu onize the data entry processes.

Ÿ Op cal Character Recogni on (OCR) - Op cal Character Recogni on is a technology that helps
digitally convert informa on that isn’t readable for machines into a format that machines can read
and comprehend, e.g. handwri en and typed documents. This is the primary objec ve of most
manual data entry. The technology has been in use for some me now and has undergone
development, becoming more accurate.

Banks were the ins tu ons that adopted the technology during the early years. They u lized the
technology to sort cheques and saved a considerable amount of me that otherwise would have
been spent by bank staff on manually sor ng cheques.

However, that early use of OCR relied on characters being formed and arranged in a specific manner.
Data entry largely involves documents that have characters in any shape or form. Therefore, the OCR
technology needs to be enhanced further before it can be adopted at a full scale in data entry.

OCR has been helpful in conver ng historical data, such as old newspapers, into formats that can be
conveniently saved, searched, and accessed.

Ÿ Natural Language Processing (NLP) - The field of Natural Language Processing (NLP) integrates
linguis cs, computer science, and ar ficial intelligence. The human language is decrypted and
decoded through NLP. The goal of NLP is to comprehend and make sense of human language, most
commonly spoken words or phrases. Using NLP, machines can even interact with humans. NLP is
predicted to be one of the first steps toward automa ng data entry.

Ÿ Robo c Process Automa on (RPA) - RPA is a type of automa on in which a computer or a robot with
an appropriate so ware program learns to replicate human behaviour. Appropriately trained or
programmed robots can complete tasks much more quickly and accurately than humans. In terms of
data entry, human beings at a me can usually read only a few words on a page and transfer them to
digital media in a ma er of seconds. On the other hand, a robot may be able to do it much faster,
though reading only one character at a me. They will be much more consistent also, while humans
tend to make mistakes. However, robots should be programmed in such a manner that they can
handle any devia ons or anomalies. This requires extensive research and tes ng.

Ÿ Data entry automa on with Ar ficial Intelligence (AI) - AI is a technology that aims to make a
machine or a so ware programme embedded in a machine behave like a human and respond
appropriately to inputs. To machines, the forma ed text has been intelligible for as long as so ware
programmes have existed. However, unforma ed text, such as a doctor's handwri en prescrip on,
or audio, video, and images are beyond the capabili es of machines.

With the help of AI in integra on with Machine Learning (ML), machines are learning to understand
and process unforma ed informa on as well. Many algorithms permit so ware programs to
con nue learning as they keep receiving addi onal informa on and adjust their output accordingly.

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Exercise
1. List down two problems experienced with data entry.

2. Iden fy a solu on for minimizing data entry errors.

3. List down two benefits of data entry automa on.

4. Iden fy two data entry automa on solu ons.

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Notes

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6. Assisting Data Entry
Process
Unit 6.1 - Customer Data Management
Unit 6.2 - Network Administration
Unit 6.3 - Data Backup

SSC/N3022
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Key Learning Outcomes

By the end of this module, par cipants will be able to:

1. Summarize various backup du es required for the data entry process.

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UNIT 6.1: Customer Data Management

Unit Objectives
By the end of this unit, participants will be able to:
1. Plan methods to collate the right informa on from the customer to enable the data entry process.
2. Summarize the importance of documen ng, classifying, and priori zing service requests and crowd
management.

6.1.1 Customer Data Management (CDM)

CDM is the process of collec ng, organising, and analysing customer data. It is an important mechanism
to consider while making changes to:

Ÿ Rates of customer acquisi on, sa sfac on, and reten on.

Ÿ Strategies for customer visibility and communica on.

Ÿ Enhanced data quality and revenue.

6.1.2 Collec on of Customer Data

Every organiza on needs to collect customer data and create an effec ve database. It is also necessary to
follow the rules and regula ons of the customer’s country and loca on while collec ng and storing data
about the customers.

The following methods can be used to collect compelling data:

Fig. 6.1.1 Methods for Collec ng Customer Data

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1. Iden ty Data: Iden ty data is the collec on of informa on about a par cular person. This data can
create a rela onship and accessible communica on with the customer. The collected data includes
their name, address, date of birth, region, gender, contact number, social media, banking details,
email, etc.

This type of informa on can be collected when consumers submit their payment informa on during
the checkout process, sign up for the newsle er, or voluntarily hand it over to obtain a product, service,
or reward.

The following can be used for a aining the data:

a. Tailored sign-up forms

b. Discount vouchers for first purchases

c. Providing pre-order opportuni es

d. Tailored e-Commerce checkout process

e. Warranty cards

f. Loyalty/rewards programs

2. Quan ta ve Data: To understand the customer on an individual level, it is necessary to use measurable
opera onal data, or quan ta ve data, to understand how the consumer interacts with the business.

Quan ta ve data is informa on gathered along the customer journey, including discovery details,
channel interac ons, and conversion-specific processes that lead to the purchase. Quan ta ve data
examples include:

a. Online/Offline Transac ons: Product Purchased, Time of Purchase, Amount of Purchases,

Order/Subscrip on Value, Order/Renewal Dates, Cart Abandonment, Product Returns, etc.

b. Customer Service: Complaint Details, Call Center Communica on, Customer Query Details, etc.

c. Inbound/Outbound Communica on: Date, Time, etc.

d. Online Ac vity: Website Visits, Online Registra on, Product Views, etc.

e. Social Network: Social Handles, Interac ons, Interests, Groups, etc.

Channel-specific technologies are available throughout the customer’s life me and should be adjusted to
assess marke ng goals and strategy.

To begin gathering quan ta ve data on customers are:

a. Google Analy cs and other web analy cs tools

b. Heatmaps based on website cookies and mouse tracking on landing pages.

c. Pixel tracking in emails/newsle ers

d. Keeping track of previous purchasing transac ons

e. Keeping track of past-customer support communica ons

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3. Descrip ve Data: A step up from iden fica on data, descrip ve data includes addi onal demographic
informa on that correctly defines the customer. To incorporate op mal ming in the marke ng
ac vi es, use predic ve analysis. Descrip ve data examples include:

Ÿ Marital Status, Rela onships, Number of Children, and so forth.

Ÿ Property type, car ownership, pet ownership, hobbies, collec ons, interests, etc.
Ÿ High school, college, further educa on, and so forth.

Ÿ Job Title, Job Descrip on, Income, Professional Background, and so forth.

Obtaining high-quality descrip ve data is a difficult task that necessitates more crea vity. Companies
generally use in-depth surveys to collect data, delving into seasonal growth and decrease, purchasing
pa erns, and the longevity of the customer cycle.

Here are several approaches for gathering descrip ve data:

a. Ques ons for an open-ended interview
b. Comprehensive ques onnaires and surveys

c. Target behaviour observa ons

d. Focus group discussions
e. Forms of advanced leads

4. Qualita ve Data: The qualita ve data describe the reasoning behind the choices customers make.
Ques ons will o en begin with the words "How, Why, and How," such as "how ideas and a tudes are
formed.
Ÿ A tudinal: Perceived value, ra ng, feedback, the likelihood of repurchase, and so on.
Ÿ Mo va onal: Purchase Reason, Customer Needs, etc.
Ÿ Likes/Dislikes, Preferences, and soon.
The following methods can be used to collect qualita ve data:

a. Industry-related websites ra ng
b. Social media monitoring tools for customer engagement
c. Customized newsle er sign-up procedure

d. Making use of a favourite, save, or ra ng system

e. Ques ons about deep listening and feedback form

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6.1.3 Service Request

The tool for tracking ini al service contacts is a service request record. In order to resolve a service
request, necessary informa on must be obtained from the person making the request, and then it must
be decided whether any addi onal ac on is required. One can generate an issue, problem, or work order
right from the service request if addressing it necessitates doing so. Addi onally, the service request and
exis ng records can be connected.
To record a service requirement, one can create a service request record.
Prior zing Service Request

The service requests can be documented and classified on a priority basis:

Ÿ Low Priority: Visitors who are not ac ve consumers o en make low priority requests. Inquiries such
as general product enquiries, sponsorship requests, and so on may fall into this category. They do not
necessitate a prompt reac on.

Ÿ Medium Priority: Medium priority requests include product use and troubleshoo ng inquiries that
do not interfere with the customer's ability to u lise the product; also, they may be casual users or
have subscribed to the free version of the product. While they may not necessitate an instant
reac on, they should be addressed soon.
Ÿ High Priority: Customers with high priority requests are those whose product usage is being
hampered or impeded by the issue at hand. These queries require a prompt response.

Ÿ First Priority: Customers who are unable to use the product due to an issue make the highest priority
requests. They demand quick a en on and should be immediate at the front of the line.

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Notes

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UNIT 6.2: Network Administra on

Unit Objectives
By the end of this unit, participants will be able to:
1. Manage PC configura on, networking, network admin, layers of networking, etc.
2. Explain the OSI model of networking.

6.2.1 Network Administra on

Network administra on entails a variety of opera onal du es that aid in the smooth and effec ve
running of a network. Except for the smallest networks, maintaining network opera ons would be
impossible without network administra on.

The following are the most important network management tasks:

Ÿ Network design, implementa on, and assessment

Ÿ Regular backups are conducted and managed.

Ÿ Network diagrams, network cabling manuals, and other technical documenta on are created.

Ÿ Access to network resources requires proper authen ca on.

Ÿ Assistance with troubleshoo ng is available.

Ÿ Network security administra on, including intrusion detec on.

6.2.2 Components of Network Administra on

There are three main components:

1. Network Monitoring

Network monitoring is required to keep track of unusual traffic pa erns, network infrastructure health,
and network-connected devices. It aids in the early detec on of aberrant behaviour, network
difficul es, or excessive bandwidth usage, as well as the preven on and remedia on of network
quality and security concerns.

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2. Network Management

Network management includes network planning, installa on, and configura on, among other
administra ve tasks. It entails:

Ÿ Replanning the network in response to changing organisa onal needs.

Ÿ Pu ng the network in place for op mal efficiency.

Ÿ Se ng different networking and security protocols, installing security updates, and upgrading
networking infrastructure firmware, such as routers, hubs, switches, and firewalls.

Ÿ Examining the network for flaws.

Ÿ Assessing quality and capacity in order to expand or reduce network capacity and control
resource waste.

3. Network Security

Network security employs various techniques to ensure a network is secure. To prevent or iden fy
unwanted behaviour in the network, it employs a variety of techniques, including firewalls, intrusion
detec on and preven on systems, and an -malware so ware.

6.2.3 Open Systems Interconnec on (OSI) Model

Open Systems Interconnec on Model (OSI Model) is a conceptual framework for describing the
opera ons of a networking system. The OSI model describes computer func ons into a common set of
rules and standards in order to facilitate interoperability across various devices and applica ons. The OSI
reference model divides computer system communica ons into seven abstrac on layers: physical, data
link, network, transport, session, presenta on, and applica on.

6.2.4 Func onal Layers of OSI Model

The seven abstrac on layers are:

1. Physical Layer: Open Systems Interconnec on Model’s lowest level is concerned with electrically or
op cally passing raw unstructured data bits over the network from the physical layer of the sending
device to the physical layer of the receiving device. It may include parameters like voltages, pin layout,
cabling, and radio frequencies. One may encounter "physical" resources such as network hubs,
cabling, repeaters, network adapters, or modems at the physical layer.

2. Data Link Layer: At the data connec on layer, directly linked nodes carry out node-to-node data
transfer, where data is packaged into frames. The data connec on layer corrects any errors that may
have occurred at the physical layer.

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There are two sub-layers in the data connec on layer. The first is media access control (MAC), which
rules and mul plexes device communica ons over a network. The second, logical link control (LLC),
controls traffic and errors on the physical media and defines line protocols.

3. Network Layer: The network layer is in charge of accep ng frames from the data link layer and rou ng
them to their respec ve des na ons depending on the addresses contained inside the frame. The
network layer locates the des na on using logical IP addresses (internet protocol). Routers are an
essen al component at this er because they route informa on across networks.

4. Transport Layer: The transport layer is in charge of data packet delivery and error checking. It governs
the size, sequencing, and, ul mately, data flow between systems and hosts. TCP, or Transmission
Control Protocol, is a well-known transport layer example.

5. Session Layer: The session layer manages communica ons between machines. At layer 5, a session or
connec on between devices is established, organised, and terminated. Authen ca on and
reconnec ons are also session layer services.

6. Presenta on Layer: The presenta on layer prepares or transforms data for the applica on layer based
on the syntax or seman cs that the applica on accepts. As a result, it's some mes called the syntac c
layer. The applica on layer's encryp on and decryp on can be controlled by this layer.

7. Applica on Layer: The layer interacts directly with the so ware applica on at this er. This layer
provides network services to end-user programmes like a web browser or Office 365. The applica on
layer determines communica on partners, resource availability, and communica on synchronisa on.

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Notes

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UNIT 6.3: Data Backup

Unit Objectives
By the end of this unit, participants will be able to:
1. Undertake various backup ac vi es of data entered.

6.3.1 Data Backup

Data backup is the process of replica ng data from one place. It can be required another in the event of a
tragedy, accident, or malicious a ack. Data is the lifeblood of modern organisa ons, and losing it may
have disastrous effects and cause opera ons to be disrupted.

6.3.2 Types of Data Backup

There are three kinds of data backup:

1. Full Backup

A full backup is when all files and folders are copied thoroughly. This is the most me-consuming of all
backup techniques, and it may strain the network if the backup is performed over it. It is, however, the
easiest to recover from because all of the data required are in the same backup set. Regularly
scheduled full backups demand the greatest storage of any op on.

2. Incremental Backup

Incremental backup is a backup method that supports only the data that has changed since the
previous complete backup. The disadvantage is that if an incremental-based data backup copy is
u lised for recovery, a complete restora on takes longer.

3. Differen al Backup

Differen al backups are a compromise between execu ng complete backups and incremental backups
on a regular basis.

One full backup is required for incremental backups. Only the files that have changed since the
previous complete backup are backed up a er that. To restore, all that is required is the most recent
complete backup set and the most recent differen al backup set.

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6.2.3 Data Backup Concept

Data backup includes several important concepts:

Ÿ Backup solu ons and tools—while it is feasible to back up data manually, most companies rely on a
technological solu on to back up their data regularly and consistently.

Ÿ Backup administrator—every company should appoint someone to be in charge of backups. That

individual should verify that backup solu ons are properly configured and tested regularly, and that
vital data is backed up.

Ÿ Backup scope and schedule—a company must establish a backup strategy that specifies which files
and systems should be backed up and how o en data should be backed up.

Ÿ RPO (Recovery Point Objec ve)—The amount of data a company is willing to lose in the event of a
disaster is decided by backup frequency. The RPO is 24 hours if systems are backed up once a day. The
lower the RPO, the more data storage, compu ng, and network resources are required to accomplish
frequent backups.

Ÿ Recovery me objec ve (RTM)—The me it takes for an organisa on to restore data or systems

from backup and resume regular opera ons is known as the recovery me objec ve (RTO). Copying
data and fixing systems for significant data volumes and/or backups kept off-premises might take
me, and robust technological solu ons are required to assure a low RTO.

6.3.4 Data Backup Op on

The following are the backup op ons available:

1. Removable Media: Backing up files using removable media like CDs, DVDs, newer Blu-Ray discs, or
USB flash drives is a straigh orward solu on. This is feasible for smaller environments, but one needs
to back up to many drives for more significant data volumes, complica ng recovery. One should also
keep backups in a different loca on, as they may be lost in the event of a disaster. Tape backups are
also included in this category.

2. Redaduncy: An extra hard drive, or a completely redundant system, can be put up as a duplicate of a
sensi ve system's campaign at a given point in me. Another email server, for example, serves as a
backup to the primary email server. Redundancy is a strong strategy, but it isn’t easy to implement. It
necessitates regular replica on across cloned systems and is only beneficial in the event of a single
system failure unless the redundant systems are located at a remote loca on.

3. External Hard Drive: A high-capacity external hard drive may be installed in the network, and archive
so ware can be used to store changes to local files on that hard drive. With archive so ware, one may
recover files from external storage with an RPO of just a few minutes. However, one external drive will
no longer be enough when data quan es expand and the RPO skyrocket. Using an external drive
means deploying it on the local network, which is dangerous.

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4. Hardware Appliances: Many suppliers provide en re backup appliances commonly installed in a 19"
rack. Backup appliances come with plenty of storage and backup so ware already installed. Install
backup agents on the systems that need to be backed up, set up a backup schedule and policy, and the
data will begin to flow to the backup device. Try to isolate the backup device from the local network
and, if feasible, at a remote loca on, as with previous solu ons.

5. So ware Appliances: So ware-based backup solu ons are more difficult to set up and operate than
hardware backup appliances, but they provide more flexibility. They enable users to specify the
systems and data they want to back up, assign backups to the storage device of their choosing, and
manage the backup process automa cally.

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Exercise
1. Fill in the Blanks:

Iden ty Data, Data Backup, Service Request Management, Open System Interconnec on.

a. ____________________________ is the process of replica ng data from one place.

b. ______________ is the collec on of informa on about a par cular person.

c. ______________________________________ is a conceptual framework for describing the

opera ons of a networking system.

d. __________________ is the procedures and technologies that enable various departments

within an organiza on.

2. Explain a few backup op ons available.

3. Explain in brief about CDM.

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Notes

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7. Skillsets of Data
Entry Services
Unit 7.1 - Questioning Techniques
Unit 7.2 - Data Entry and Software
Unit 7.3 - Data Extraction
Unit 7.4 - Data Validation and Error Detection

SSC/N3022
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Illustrate proper ways of upskilling the data entry process through the use of advanced so ware.
2. Demonstrate applica on of various IT components that assists in the quick data entry process.

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UNIT 7.1: Ques oning Techniques

Unit Objectives
By the end of this unit, participants will be able to:
1. Iden fy various ques oning techniques for a be er understanding of an issue.
2. Create a Frequently Asked Ques ons - FAQ for customer-facing issues.

7.1.1 Ques oning Techniques

Ques oning techniques are to know the appropriate ques ons to ask to gain the informa on one needs in
customer service and dis nguish between an adequate and an outstanding customer service experience.

Ques oning techniques refer to the many different types of queries we ques on customers or clients.
Using a range of inquiries will help in iden fying valuable data.

7.1.2 Types of Ques oning Techniques

Asking the appropriate ques ons can provide the knowledge one requires when one requires it. As a
result, it is a vital talent for customer service representa ves.

Fortunately, advisers may u lize various ques oning approaches to improve this competence. The
following is the list:

1. Open and Close Ques ons

Open ques ons most o en start with what, why and how. They cannot be replied to with a simple yes
or no answer. Open ques ons are u lized to gain a deeper understanding of the consumer and the
call's purpose. Customers' feelings, ideas, and views regarding a product or service can be revealed
with their coopera on. This data may then be u lized to assist fix and improving the situa on.

Open ques ons are more likely to be used when:

Ÿ Assis ng the consumer in changing their mindset.

Ÿ To learn more about the consumer.

Ÿ Listening and caring about what the consumer has to say.

Closed ques ons begin with where, what, when, or who but can only be replied to with a single word.
Both ques ons have a func on and can help get vital informa on from customers. Closed ques ons
can assist in establishing the fundamentals. It comprises informa on such as the customer's name,
important dates, and other relevant details. Closed ques ons are also helpful in verifying that a
consumer has been comprehended.

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2. Funnel Ques ons

The Funnel Effect is what gives rise to funnel ques ons. The Funnel Effect comprises three stages, as
seen in the figure below:

Fig 7.1.1 Funnel Effect

Step 1: Ask Open Ques ons: Begin by asking open ques ons regarding the topic since this will provide all
the informa on required to con nue the conversa on.

Step 2: Asking Probing Ques ons: These are the types of ques ons that will help in exploring further the
reasoning and emo ons behind the customer's responses to the open ques ons.

These are some examples of funnel ques ons to probe for informa on:

Ÿ Could you elaborate on what you mean by...?

Ÿ How long have you been dealing with this problem?

Ÿ Can you tell me anything about how it looks or sounds?

Ÿ When you a empted to..., what happened?

Ÿ When this started, what were you doing?

Step 3: Asking Closing Ques ons: By asking closing ques ons, one can ensure that the service provider
and the customer understand what has been covered in that par cular line of ques oning.

The term "funnel ques ons" refers to how to string these ques ons together.

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3. TED Ques ons

Tell, Explain, Describe. TED ques ons can help in asking be er probing ques ons in customer service.

Examples of TED Ques oning Include:

Ÿ Tell me, how did that make you feel?

Ÿ Tell me, how did this affect you?

Ÿ Explain to me how did this happen?

Ÿ Explain to me what difficul es have you faced?

Ÿ Describe how that felt

Ÿ Describe how that looked

Ÿ Describe your ideal resolu on

TED ques ons are great to use when more informa on is required.

4. Leading Ques ons

Leading ques ons, o en known as loaded ques ons, are inquiries that imply a specific answer.
Customers are "led" to the answer, hence the term. As a type of persuasion, they are a successful
ques oning method in customer service and sales.

5. Signpos ng

Signpos ng is an excellent customer service prac ce that helps conversa ons, including queries, flow
more easily. As the names suggest, signpos ng involves using statements to indicate the coming
ques on. The signpos ng technique allows customers to prepare and makes calls more organized.

Some examples of signpos ng statements include:

Ÿ “In a minute, I’ll ask you for your account number.”

Ÿ “In a moment, you’ll need a pen and paper.”

Ÿ “In a minute, I’ll transfer you to the relevant department.”

6. Valida ng Customers

Valida ng customers by ques oning them can improve customer service and create an atmosphere of
a en on and caring. Customers may be more willing to give informa on in this se ng.

Examples of customer valida on statements could include, “I understand why you feel like that” or “I
think that is a great choice”. Statements like these can reassure and support customers.

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7. Understanding Customer

Different people communicate in different ways. Therefore, customers will respond be er to the
ques oning if communicated with them in the method that suits them best.

Customers will typically prefer one of two kinds of communica on:

Ÿ Push Communica on – This is to ask lots of ques ons of the customer.

Ÿ Pull Communica on – This is to share lots of informa on with the customer.

7.1.2 Frequently Asked Ques on (FAQ)

The most common ques on asked by customers has answers on the FAQ page of the website. However,
customers frequently ask the same few issues, and responding to all of their concerns via customer
service or e-mails can raise costs and reduce produc vity.

For running a successful business, the customers should have all the informa on about the products and
services. Therefore, a well-maintained FAQ page is vital for any business as it reduces the need for
constant online customer support.
The following steps are used for crea ng an FAQ page:

1. Use the service data to iden fy the standard ques ons: It is important to include ques ons
represen ng current client problems when crea ng a responsive FAQ page. It may also gather
common inquiries from support e-mails and previous customer care call logs.
2. For each FAQ, provide concise and accurate solu ons: Customers go to FAQ sites to get answers to
their ques ons. A well-wri en answer to a frequently asked issue may save numerous support ckets,
phone calls, and chat answers. In addi on, when a company can help clients with their FAQs, it may
simply acquire their trust and urge them to place orders immediately.

3. Over me, update content and add new solu ons: It is essen al to keep up with business
developments and changes by upda ng the FAQs regularly. Customers may quickly lose interest in an
outdated and incorrect FAQ page, affec ng the company's image.
4. Add a Quick Search box: The search tool is helpful on a FAQ page. It helps customers find informa on
on a large website easily. As a result, including a search box on the FAQ page speeds up the process of
finding relevant informa on and improves the user experience.
5. Structure the FAQ sec on: There are several op ons based on the type of queries the company
receives over me when crea ng a FAQ website.

To assist visitors in finding appropriate answers to their inquiries, categorize the ques ons into topics
or service areas. It can help in elimina ng the need to navigate through queries that are not relevant.
The FAQ page can be structured in the following:

Ÿ Descrip ve subheads: guide customers to the answers to their inquiries.

Ÿ Featured ques ons: provide customers with quick access to the most frequently asked ques ons.

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6. Add the FAQ page to the website: It is beneficial to build the website in such a manner that the FAQ
page is no ceable and easy to find. An FAQ page should be integrated into the general design of a
website rather than being an a erthought.

7. Monitor the FAQ page performance: Regularly monitoring the performance of the FAQ page is a smart
technique for a posi ve client experience. Consider and address the following elements to determine
the effec veness of the page:

Ÿ Is the page adequately addressing customers’ needs?

Ÿ Is the page up-to-date & does it reflect the latest changes and updates in the business?

Ÿ Does the page bring new customers to the site?

Ÿ Does the FAQ page direct customers to other sec ons of the website?

Ÿ Do the customers' responses to the site reflect trust, sa sfac on, and engagement?

8. Include space for live-support op ons: While having a FAQ and an up-to-date knowledge base is
essen al for rapidly answering client ques ons, using a Live Chat to provide faster replies is even more
beneficial. In addi on, many clients prefer live chat to e-mail, phone support, and other customer care
op ons because live chat assistance is quick and convenient.

Customers may interact with the business regarding the answers they need via live chat. Compared to
e-mails, live support works significantly be er. However, it is not easy to es mate when customers will
receive an e-mail reply.

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v=W-
Kq5RZuyww
Ques oning Techniques

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UNIT 7.2: Data Entry and So ware

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss various work methodologies to expedite data entry.
2. Evaluate the purpose of the so ware, including Ninox, Piesync, AutoEntry, etc., in the data entry
process.

7.2.1 Data Entry

Data entry includes entering and upda ng data into an electronic service or database. An individual who
enters data does so by directly inpu ng data into a company database with a computer, mouse,
keyboard, scanner or other data entry tool.

There are several methods to enhance data entry skills, with the assistance of a computer system or
through structured training. The data entry skills can be improved by:

Ÿ Enhancing current typing skills: Take note of the present body posi on and typing structure.
Double-check the hand posture's accuracy and comfort for maximum accuracy and comfort.

Ÿ Desk space should be comfortable: Data entry requires long dura ons of si ng and typing on a
computer. A comfy chair with back support and height adjustment capabili es is one of the most
effec ve methods to increase comfort when working at a desk. Place the computer monitors at eye
level as well. Fact-checking, data input speed, efficiency, and produc vity may all benefit from dual
displays.

Ÿ Use the online typing tools: Several online programmes helps in evalua ng the present typing
abili es and iden fying areas where to improve. Prac sing with these typing tools may enhance
typing speed and efficiency. In addi on, consider viewing online videos that demonstrate data input
in the basic computer so ware to improve fundamental computer and so ware skills.

Ÿ Master data entry shortcuts: Use shortcuts with specific so ware products to save me. For
example, use the TAB and ENTER keys in spreadsheet so ware to insert previously typed
informa on. One may find many spreadsheets and keyboard shortcuts online or ask the supervisor
for sugges ons.

Ÿ Allow me to proofread: Mistakes can happen in any work done, so it is essen al to examine the
work before submi ng it. If no editor or proofreader is available, it may be beneficial to take a break
from a project. Then, when one returns to it, one may proofread it themselves.

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7.2.2 Data Entry So ware

Data entry so ware provides the automa on and replacement of costly and inefficient paper and manual
data input opera ons with robust programmes that may be u lized on computers, cellphones, and
tablets. Data entry so ware may either create electronic forms to replace paper forms or en rely
automate categoriza on and data extrac on from incoming documents, depending on the user's needs.

7.2.3 Importance of Data Entry So ware

The following are the advantages of using data entry so ware:

Ÿ Reduces Errors: The automated data input system may reduce errors significantly. It has the
poten al to save the company much money. The data input tool acts as a dependable technique for
preven ng data entry errors.

Ÿ Saves me: With the help of data entry so ware, a company may handle data more effec vely and
streamline the en re data management process. The data input tools can extract informa on from
any business document in seconds. For example, the data entry system may handle e-mails, PDFs,
faxed order forms, hard-copy invoices, and receipts. In addi on, the data entry tool takes the data
from each document immediately a er it arrives, so there are no human delays in the business
process.

Ÿ Increases accuracy: Data entry so ware validates data before impor ng it into the main company
applica ons, such as an ERP system (Enterprise resource planning system). The automa c method
will ensure that data is free of errors and missing informa on.

Ÿ Saves Money: Money is saved since the data input so ware streamlines corporate processes. It
becomes much easier to save money on regular tasks this way. Organiza ons are not required to
spend money on inefficient opera ons.

Ÿ Reduces paperwork and expenses: Maintaining and organizing the enormous amounts of
paperwork completed every day costs a lot of money. The company must spend on file cabinets, ink,
printers, and staff to put the papers together. In addi on, rental offices are responsible for paying for
the office space needed to hold all files. With a data entry system, all of these problems can be
solved.

Ÿ Enhances clarity and efficiency: Organiza ons may decrease workplace clu er by replacing physical
papers with digital counterparts, which improves clarity and produc vity. All records may be
accessed by authorized personnel and any internet-connected device using data input tools. In
addi on, users can avoid searching for misfiled papers by using data input so ware.

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Notes

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UNIT 7.3: Data Extrac on

Unit Objectives
By the end of this unit, participants will be able to:
1. Demonstrate effec ve use of informa on technology to input/extract data results.

7.3.1 Data Extrac on

Data extrac on is gathering or obtaining various data types from several sources, many of which are
unstructured or poorly organized. Data extrac on allows data to be consolidated, processed and refined
before being stored in a centralized loca on and changed. These sites might be on-premises, cloud-based,
or a combina on of both.

Data extrac on is the first step in ETL (extract, transform, load) and ELT (extract, load, transform)
processes. ETL/ELT are themselves part of a complete data integra on strategy.

The ETL procedure is divided into three steps:

Ÿ Extrac on: Data is extracted from various sources or systems. The extrac on process locates and
iden fies important data before processing or transforma on. Many different data types may be
integrated and processed for business insight via extrac on.

Ÿ Transforma on: The data may now be refined a er being adequately extracted. Data is sorted,
structured, and sani zed during the transforma on stage. Duplicate entries will be eliminated,
missing informa on will be removed or supplemented, and audits will be conducted to provide
trustworthy, consistent, and useable data.

Ÿ Loading: For storage and analysis, the converted, high-quality data is supplied to a single, unified
des na on loca on.

7.3.2 Types of Data Extrac on

Data extrac on is a flexible and powerful procedure that may help businesses collect various business-
related data. Iden fying the data needed is the first step in pu ng data extrac on to work. The following
are examples of data that are frequently extracted:

Ÿ Customer data is the type of informa on that businesses and organiza ons use to understand their
customers and supporters be er. Names, phone numbers, e-mail addresses, unique iden fica on
numbers, transac on history, social media ac vity, and online searches, to men on a few, are all
examples of personal informa on.

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Ÿ Financial data includes sales figures, purchase expenses, opera onal margins, and even the
compe tors' pricing. Companies may use this informa on to track performance, enhance efficiency,
and plan strategically.

Ÿ Performance Data by Use, Task, or Process: This broad data category contains informa on about
individual tasks or processes. A retailer, for example, would want to know about its shipping
opera ons, while a hospital might want to track post-surgical results or pa ent comments.

Effec ve use of informa on technology enables one to extract useful data results, for this, one should use
the appropriate so ware tool, e.g. Fivetran.

In this direc on, it is also cri cal to have effec ve data valida on and error detec on mechanisms. This
helps ensure the quality and integrity of final data, which is used to make crucial business decisions.
Without data valida on and error detec on mechanisms, a business may make decisions relying on faulty
data, thus incurring losses.

7.3.3 Importance of Data Extrac on

The following are some of the advantages of employing a data extrac on tool:

Ÿ More Control: Companies can use data extrac on to import data from other sources into their
systems. Consequently, businesses can keep their data from being segregated by out-of-date
programmes or so ware licencing. It is their informa on, and extrac on offers the ability to do
anything visitors want with it.

Ÿ Increased Speed: Companies typically work with mul ple sorts of data in different systems as they
develop. Data extrac on helps to integrate mul ple data sets by consolida ng that informa on into
a unified system.

Ÿ Simplified Sharing: Data extrac on may be a simple approach for companies to give beneficial but
restricted data access to external partners that wish to share some but not all of their data. Extrac on
also makes it possible to exchange standardized and useable data.

Ÿ Precision and accuracy: The need to enter, amend, and re-enter massive amounts of data takes its
toll on data integrity, and manual processes and hand-coding increase the chances of mistakes. Data
extrac on automates opera ons to reduce mistakes and save me fixing them.

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Notes

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UNIT 7.4: Data Valida on and Error Detec on

Unit Objectives
By the end of this unit, participants will be able to:
1. Use proper data valida on and error detec on mechanisms.

7.4.1 Data Valida on

Data valida on is the process of valida ng the accuracy and quality of data. It is accomplished by including
various checks into a system or report to guarantee that input and stored data are logically consistent.
Data is input into automated systems with li le or no human interven on. As a result, it is cri cal to make
sure that the data that goes into the system is valid and fulfils the quality requirements that have been set.
If the data is incorrectly recorded, it will be of li le u lity and may result in more serious downstream
repor ng issues. Even if unstructured data is submi ed accurately, cleaning, conver ng, and storing it will
entail expenses.

7.4.2 Types of Data Valida on

Data valida on can take numerous forms. Before saving data in a database, most data valida on methods
will execute one or more tests to confirm that the data is accurate. The following are examples of data
valida on checks:

1. Verify the data type

A data type check verifies that the entered informa on is the right type. A field, for example, could only
take numeric input. If this is the case, the system should reject any data that contains addi onal
characters such as le ers or special symbols.

2. Code Verifica on

A code check verifies that a field is chosen from a legi mate set of op ons or that it adheres to specific
forma ng constraints. For example, checking a postal code against a list of valid codes makes it easy to
verify if it is legi mate. Other elements, such as country codes and NAICS industry codes, can be
treated in the same way.

3. Range Verifica on

A range check will see if the input data is inside a specific range. La tude and longitude, for example,
are frequently employed in geographic data. The la tude should be between -90 and 90 degrees, and
the longitude should be between -180 and 180 degrees any values outside of this range are regarded
as invalid.

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4. Format Check

Many data types have a predetermined format. Date columns with a set format, such as "YYYY-MM-
DD" or "DD-MM-YYYY," are famous use cases. Data valida on that ensures dates are forma ed
correctly helps preserve consistency across data and throughout me.

5. Consistency Check

A consistency check is a logical check that ensures data is entered in a logically consistent manner. For
example, checking whether the delivery date for an item is later than the shipping date.

6. Uniqueness Check

Some data like IDs or e-mail addresses are unique by nature. Therefore, these fields in a database
should almost certainly contain unique entries. A uniqueness check guarantees that an item is not put
into a database numerous mes.

7.4.3 Steps for Data Valida on

The steps are:

Step 1: Determine Data Sample

Select the data to be sampled. If the amount of data is large, one should usually validate a por on of it
rather than the whole data. It is important to select how much data to sample and what kind of error rate
is acceptable to ensure the project's success.

Step 2: Validate the Database

Before moving the data, make sure that all necessary informa on is available in the current database.
Compare the source and target data fields to determine the number of records and unique Ids

Step 3: Validate the Data Format

Determine the data's overall health and the changes that will be necessary to bring the source data into
compliance with the direct instruc on. Then search for incongruent or incomplete counts, duplicate data,
incorrect formats, and null field values.

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7.4.4 Error Detec on

The techniques used to iden fy noise or other impairments introduced into data as it is being transferred
from source to des na on are referred to as error detec on in networking. Error detec on ensures that
data transmission over suscep ble networks is dependable.

Error detec on reduces the chance of sending wrong frames to the des na on, referred to as undetected
error probability.

The techniques are:

1. Simple Parity Check:

Ÿ In even parity, the extra bit is sent in addi on to the original bits, and in odd parity, the extra bit is
sent in place of the original bit.

Ÿ A frame is created by coun ng the number of 1s in each frame. In even parity, a bit with the value 0
is added if the number of 1s is even. In this way, the number of 1s remains even. A value of 1 is
added to an odd number of 1s to make it even.

Ÿ The receiver simply counts how many 1s are in the frame. The frame is considered uncorrupted and
approved if the number of 1s is even and even parity is used. There will be no damage to the frame if
the number of 1s is odd and odd parity is used.

Ÿ Coun ng the number of 1s can iden fy a single bit flip in transit. In cases where more than one bit is
incorrect, it is extremely difficult for the receiver to iden fy the problem.

Fig. 7.4.1 Simple Parity Check

2. Two-Dimensional Parity Check:

Parity check bits, which are similar to a basic parity check bit, are computed for each row. Parity check
bits are calculated for each column and sent along with the data. At the receiving end, they are
compared to the parity bits calculated on the received data.

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Fig. 7.4.2 Two-Dimensional Parity Check

3. Checksum:

Ÿ The data is split into k segments of m bits each in the checksum error detec on technique.

Ÿ To get the total, the segments are summed at the sender’s end using 1’s complement arithme c. To
obtain the checksum, a complement of the sum is taken.

Ÿ The checksum segment is sent with the data segments.

Ÿ To obtain the total, all received segments are summed using 1’s complement arithme c at the
receiver’s end. The sum is then calculated.

Ÿ If the result is 0, the data is accepted; otherwise, it is rejected.

Fig. 7.4.3 Checksum

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4. Cyclic Redundancy Check:

CRC is an alterna ve method for determining whether or not a received frame includes valid data. The
binary division of the data bits being delivered is used in this approach. Polynomials are used to
generate the divisor.

The sender divides the bits that are being transferred and calculate the remainder. The sender inserts
the remainder at the end of the original bits before sending the actual bits. A codeword is made up of
the actual data bits plus the remainder. The transmi er sends data bits in the form of codewords.

The receiver, on the other hand, divides the codewords using the same CRC divisor. If the remainder
consists en rely of zeros, the data bits are validated; otherwise, it is assumed that some data
corrup on happened during transmission.

Fig. 7.4.4 Cyclic Redundancy Check

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Exercise
1. Write the full form of the following acronyms.

a. FAQ

b. ETL

c. TED

2. Fill in the Blanks

Error Detec on, Data Valida on, Data Extrac on, Data Entry So ware

a. ___________________ provides the automa on and replacement of costly and inefficient paper
and manual data input opera ons with robust programmes that may be u lized on computers,
cellphones, and tablets.

b. ______________ is gathering or obtaining various data types from several sources, many of
which are unstructured or poorly organized.

c. The techniques used to iden fy noise or other impairments introduced into data as it is being
transferred from source to des na on are referred to as ______________ in networking.

d. _____________ is the process of valida ng the accuracy and quality of data.

3. Explain the steps in the funnel ques on technique.

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v=
eAYBH3lIK8o
Data Valida on and Error Detec on

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Par cipant Handbook
8. Incident
Management in
Data Entry Services
Unit 8.1 - Introduction to Incident Management
Unit 8.2 - Incident Management Tools

SSC/N3022
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Illustrate proper ways of maintaining the confiden ality of storing security and backup files for future
use.
2. Demonstrate applica on of various solu ons for different types of incidents/service requests.

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UNIT 8.1: Introduc on to Incident Management

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss and iden fy the various types of incidents during process flow, including storage, applica ons,
and security.
2. Use Error cluster analysis and data event analysis to minimize incidents via analysis of the targeted
data.
3. Design frameworks to operate with both internal and external specialists for support to perform
correct incident management.
4. Analyse probable solu ons for database error management and database access management.

8.1.1 Incident
Any disrup on to an organiza on's opera ons, whether it impacts a single user or the en re business, is
known as an incident. In a nutshell, an incident is anything that disrupts corporate opera ons.

The situa on needs to be handled promptly, or it might turn into an emergency, crisis, or tragedy. An
incident can impact corporate opera ons, services, security, and other cri cal business processes if it is
not managed effec vely.

8.1.2 Type of Incidents

Any disrup on to an organiza on's opera ons, whether it impacts a single user or the en re business, is
known as an incident. In a nutshell, an incident is anything that disrupts corporate opera ons.

The situa on needs to be handled promptly, or it might turn into an emergency, crisis, or tragedy. An
incident can impact corporate opera ons, services, security, and other cri cal business processes if it is
not managed effec vely.

Fig. 8.1.1 Types of Incidents

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Mainly there are three types of incidents:

1. Major Incidents: These are large-scale incidents that occur suddenly. Every organiza on need to be
prepared to deal with them quickly and efficiently.
For example, an overnight server restart that causes app login issues for hundreds of users might
significantly impact the business. Employees cannot complete their work the next day because they
wait for the help desk crew to reset login creden als and distribute updates to users. At the same me,
the help desk employees arrive to discover a slew of related support ckets wai ng for them, pu ng
them in a posi on where they must deal with a mountain of paperwork to get started fixing issues.
In this circumstance, the organiza on needs an incident management system to handle many support
ckets while also recognizing and consolida ng similar requests. It can also allow support staff to
automa cally deliver form messages to end-users and exchange resolu ons across the support team
to speed up answers. Large-scale difficul es can result in long-term produc vity losses; thus, using
incident management to deal with these significant issues swi ly and effec vely is crucial. It is cri cal
to respond swi ly to these occurrences.
2. Repe ve Incidents: Some situa ons do not go away; no ma er what, the organiza on try to fix them.
In many situa ons, these occurrences indicate underlying issues with the IT setup. If one is not in a
posi on where problem management will help the organiza on, they have to rely on incident
management to resolve these difficul es. Without incident management, the support team would be
stuck dealing with these events every me they arise, hoping to remember what they did the last me
so they can swi ly resolve the issue.
A knowledge management system may be integrated with an incident management pla orm to iden fy
repeated events and provide users with the informa on they need to address them rapidly. The
organiza on may also write scripts to automa cally fix primary, repeatable occurrences, ensuring that the
help desk staff is not spending me on frequently occurring issues.
3. Complex Incidents: Most events that come into the support desk are pre y straigh orward. As a result,
the level 1 engineer may enter the cket, resolve the issue, and tell the user. However, a complicated
incident might cause considerable delays in this process. The level 1 technician will open and examine the
support case, and if the issue is too complicated, the user will need to escalate the cket to a level 2
engineer. If using a homegrown system in the organiza on, these shi s might cause problems to fall
between the cracks or take an excessively long me to address.
A dedicated incident management pla orm has the feature of workflow op miza on, aler ng, and
incident tracking tools one needs to handle complicated situa ons without ge ng into difficulty.

8.1.3 Error Cluster Analysis and Data

Event Analysis
Error Cluster Analysis: As the term suggests, it is about clustering similar or standard errors and analysing
them together to determine the causes and appropriate solu ons for them.

Data Event Analysis - Data event analysis is the evalua on of a business-related event that the company
needs to be aware of, and that needs to be documented in the company files.

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A data event may be generated internally or externally as a result of an ac on being taken or merely the
result of the passage of me. The informa on that must be recorded so that the event may be recalled and
acted upon is determined by data event analysis. It must also establish how the company learned about
the event or what triggered the company's awareness of the event.
These two types of analysis of the targeted data help in minimizing the iden fied and common incidents.

8.1.4 Incident Management

An incident management process is a collec on of processes and ac vi es used to respond to and
address important occurrences, including iden fying and repor ng incidents, who is accountable, what
tools are u lized, and how the problem is resolved.
Many sectors employ incident management processes, and incidents can range from IT system failure to
situa ons needing the a en on of healthcare experts to vital infrastructure maintenance.
It covers every aspect of an incident across its life cycle. It facilitates cket resolu on and makes cket
administra on more open. Ticket administra on might be complex without incident management. Some
of the most common issues that may arise are:
Ÿ End users have li le visibility into cket progress or predicted mescales.
Ÿ There is no reliable documenta on of previous events.
Ÿ Unable to document solu ons to difficul es that occur frequently.
Ÿ Business outages are higher, mainly when large disasters occur.
Ÿ Longer resolu on mes
Ÿ Lack of ability to report.
Ÿ Customer sa sfac on has dropped.

8.1.5 Incident Response Framework

The phrase "incident response" refers to the procedures and policies followed by a company in the event
of a cyber-a ack or data breach. The purpose of incident response is to lessen the impact of an a ack,
which means reducing the me, effort, expenses, and reputa onal harm connected with a cyber assault
or data breach. Aside from minimizing the many impacts of a cyber assault, the Incident Response process
may assist businesses in preven ng future a acks that compromise their informa on security.
Every organiza on should have a plan to assist them in recognizing, controlling, and removing
cybera acks. IR strategies define what cons tutes an a ack and provide organiza ons with a clear
roadmap for what to do in these incidents.
An incident response framework's objec ve is to assist organiza ons in developing standardized
response strategies. Large businesses with extensive security knowledge and experience are frequently
the developers of these frameworks.
The incident management framework is of the following:

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Prepare, Respond, Review

Fig. 8.1.2 Incident Management Framework

Prepare (Pre-Incident Pa erns)

Ÿ Make incidents visible and part of daily work

Ÿ Well defined incident roles

Ÿ Well defined incident response triggers

Ÿ Well defined on-call rota on & schedule

Ÿ On-call onboarding and training

Ÿ Incident command training & cer fica on

Ÿ Well defined communica on plan

Ÿ Well defined behaviour protocols

Respond (Incident Response Pa erns)

Ÿ Periodic CAN repor ng (Condi ons, Ac ons, Needs)

Ÿ Shared incident state document

Ÿ Incident call recording

Ÿ Incident swarming

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Review (Post-Incident Response Pa erns)

Ÿ Localized incident reviews

Ÿ Global incident reviews

Ÿ Post review improvement items

Ÿ Incident review template

Ÿ Incident impact assessment

Effec ve incident management requires the designing of appropriate frameworks to operate with the
support of internal and external specialists. One should apply the direct and recommended solu ons to
resolve typical customer problems. If that doesn't work, an appropriate workaround should be tried.
One should track the typical response mes and service mes for problems through an incident
management tool to iden fy the scope of improvement and make appropriate improvements. This
includes analysing probable solu ons for database error management and database access
management.

8.1.6 Incident Management Process

The methods and ac vi es used to respond to and resolve incidents are called incident management
processes. Who is accountable for repor ng, how incidents are detected and informed to IT teams, and
the technologies used are all covered.
When well-designed, incident management methods guarantee that all events are immediately
addressed, maintaining a high-quality level. Processes may also aid teams in improving exis ng
opera ons and avoiding future issues.
Any incident resolu on procedure follows a set of five steps. These procedures help teams respond to
incidents successfully by ensuring that no component of the issue is neglected.

Incident
Closure
Resolu on and
Recovery
Diagnosis and
inves ga on
Incident
No fica on &
Incident Escala on
Iden fica on,
Logging, and
Categoriza on

Fig. 8.1.3 Incident Management Process

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1. Incident Iden fica on, Logging, and Categoriza on: User reports, solu on analysis, and manual
iden fica on are all used to iden fy incidents. The incident is recorded, and the inquiry and
classifica on process may begin. It is cri cal to categorize occurrences to determine how they should
be handled and priori ze response resources.

2. Incident No fica on and Escala on: This stage includes event aler ng, though the me may vary
depending on how incidents are iden fied or classified. In addi on, if the incident is minimal, facts may
be recorded or alert conveyed without the need for an official no ce. Escala on is determined by the
incident's categoriza on and who is in charge of response processes. Escala on can happen unno ced
if events can be controlled automa cally.

3. Diagnosis and inves ga on: Staff can begin examining the kind, cause, and poten al remedies for an
issue a er assigned incident du es. One can select the relevant remedial procedures when an event
has been diagnosed. It involves informing affected employees, customers, or authori es about the
situa on and any an cipated service disrup ons.

4. Resolu on and Recovery: Elimina ng threats or fundamental causes of difficul es and returning
systems to full func onality is part of resolu on and recovery. Addi onal phases may be necessary
depending on the kind and severity of the incident.

For example, when a virus infec on occurs, one cannot simply erase the infected files and resume
opera ons. Instead, to prevent the infec on from spreading, make a clean duplicate of afflicted
systems, isolate the harmful components, and completely replace the systems.

5. Incident Closure: Closing incidents usually entails comple ng paperwork and analyzing the response
procedures. This assessment assists teams in iden fying areas for improvement and proac ve ways to
help prevent future accidents.

Providing a report or retrospec ve to administra ve staff, board members or consumers may also be
part of incident closure. This informa on can help regain any lost trust and openness in business
processes.

The following are some best prac ces for the incident management process:

Ÿ Detec ng issues early—before they have an impact on customers

Ÿ Quickly responding to and resolving incidents Communica on, collabora on, and measurement
of incident response need central management of event informa on.

Ÿ Responsibility for incident response and coordina on

Ÿ All aspects of incident management are being con nually improved.

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Notes

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UNIT 8.2: Incident Management Tools

Unit Objectives
By the end of this unit, participants will be able to:
1. Examine typical response mes and service mes for problems through the incident management
tool.

8.2.1 Incident Management Tools

IT teams may categorize, organize, and resolve significant incidents that cause down me or service
outages using an incident management tool. When an incident is detected, it remains at the centre of an
IT organiza on's ecosystem, sending real- me warnings to the relevant teams' phones.

8.2.2 Benefits of Incident Management Tools

The benefits of using incident management tools in the workplace are:

Ÿ Increased communica on: Incident management systems like Slack and Zoom allow employees and
management to communicate instantly, which would generally take longer or get unorganized if done
by email, text, or in-person talks. It can help in reducing the me it takes to respond to employee
queries or concerns and make it easier for employees and managers to handle situa ons.

Ÿ Quicker response me: Incident management so ware may significantly minimize me spent
recognizing and responding to workplace issues. An employee, for example, may report a
technological issue at their worksta on in minutes using an incident management applica on, with
management receiving prompt no fica on of the occurrence and being able to respond just as
swi ly.

Ÿ Detailed records: Incident management so ware is also helpful for keeping detailed records of the
many occurrences that occur in the workplace over me. For example, a virtual service desk solu on
may keep track of the many events and reports that employees submit, with management and IT
having access to that reported history as needed.

Ÿ Reduced workload: Incident management so ware can help create a more efficient workplace by
minimizing the workload that would otherwise be spent keeping track of various issues. Employees,
par cularly those in human resources, might profit from the reduced burden by focusing their
energies on more vital responsibili es at work.

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8.2.3 Criteria for Selec ng Incident Management Tools

The following steps would assist in selec ng incident management tools that are compa ble with the
company's prac ces:

1. Evaluate the company's needs

The first step in determining which incident management tool is best for the company is to assess its
objec ves and needs. Next, make a report outlining some of the company's most frequent problems,
and think about how alterna ve management tools may help relieve or handle those situa ons. Next,
consider ge ng input from employees on what they feel are the most prevalent issues in the company
and how they presently handle them. It may be accomplished by sending out a survey or ques onnaire
to employees to learn about the most cri cal ma ers in the company.

2. Evaluate the op ons

The next step is to undertake extensive research to get completely aware of the market's various
incident management tools. Then, make a spreadsheet where one may take notes on different tools
and categorize them depending on their purpose, features, price, and any other significant criteria that
might influence the ul mate pick. It might help limit the selec ons and focus on products that will
impact the company's incident management strategy.

3. Consider compa ble tools

A er narrowing down the list of viable event management systems, it is required to assess their
so ware compa bility. To further improve the incident management process, several management
technologies may collaborate and extract informa on and resources from one another. Consider
comparing the top tools to evaluate their cohesion and determine which is most consistent with the
workplace's goal, du es, and occurrences before making a final decision.

8.2.4 Commonly Used Incident Management Tools

The most commonly used incident management tools are:

1. Resolver

Resolver is an incident management tool that inves gates security issues that could disrupt an
organiza on's opera ons. Employees may u lise Resolver to report problems, which management can
address in minutes. Resolver simplifies incident management ac vi es like record-keeping while also
providing other benefits like effec ve data quality and the ability to quickly translate languages using
ar ficial intelligence.

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2. Splunk Enterprise

Splunk Enterprise is a tool that gives extensive data reports to managers and IT professionals so they
can make key technical and business choices while dealing with problems. The package includes email
and help desk assistance, in-person and live online training, an -spam and virus protec on, archiving,
and interoperability with many common so ware programmes. Splunk, as an incident management
tool, may help speed up problem resolu on by aler ng IT teams to poten al issues in real- me.

3. Fresh service

Fresh service, as an IT service management system, allows customers to submit ckets via a number of
channels, including email, chat, and even its own support site, which serves as a service desk. Fresh
service evaluates ckets using intelligence technology and provides related ar cles to the reporter
that may assist them in fixing their reported trouble. This tool is most advantageous to a company's IT
department since it allows them to send automa c answers to ckets, which may aid in the incident
management process.

4. Pager Duty

Pager Duty is a tool that allows businesses to no ce problems and respond to them in real- me. It
allows customers to report and handle issues, while managers may reply right away with a swipe on
their mobile app. Pager Duty also integrates with other incident management applica ons, such as
Slack, and allows management to schedule on-calls from their mobile device, poten ally increasing
scheduling efficiency.

5. Manage Engine Service Desk Plus

Manage Engine Service Desk Plus is an incident management tool that works in a service desk
structure, allowing employees to create ckets, make purchases, manage contracts, and track assets.
Manage Engine provides an Integrated Package that combines the so ware with addi onal
management solu ons to improve produc vity and op mise the issue management process. In
comparison to other prominent incident management products on the market, this management tool
has a compara vely modest pricing point.

6. Ops Genie

Ops Genie is an incident management tool which provides a fresh approach to dealing with
unexpected technical and opera onal issues at work. When an employee reports an event or another
concern emerges, the programme focuses on giving workers immediate no fica ons and alerts. It's
connected with more than 200 IT service management solu ons, allowing customers to make use of
the most valuable resources available across several programmes to handle their specific corporate
issues.

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7. JIRA Service Management

JIRA Service Management is among the most widely used incident management tools, providing staff
with a variety of choices for repor ng, monitoring, and responding to unexpected events. It employs a
collabora ve pla orm to expedite incident management procedures, such as its self-service site,
where employees may discover answers to problems without the interven on of management or
supervisors. In addi on, the JIRA applica on focuses on improving communica on across many
departments within a company, such as IT, development, and business opera ons.

8. iAuditor

iAuditor so ware is a common incident management tool that inspects and monitors numerous
systems for possible dangers to a company's security, quality control, and general business opera ons.
The programme provides users with in-person and online training, as well as extra educa onal tools
such as webinars and videos. It also employs collabora on technologies to make it easier for staff to
work together on audits, financial report inves ga ons, and other safety and quality assurance
inspec ons.

9. xMa ers

As an incident management tool, xMa ers provides businesses with a simplified pla orm for
preven ng, monitoring, and resolving technical catastrophes like so ware problems or internet
outages. The xMa ers program's major purpose is to prevent and resolve technical issues before they
disrupt company opera ons. Therefore it takes a proac ve approach to incident management.
Furthermore, the applica on links its own systems with standard management tools like JIRA, Splunk,
and Slack, making it a viable alterna ve for managers looking for solu ons that are compa ble with
other incident management programmes.

10. Slack

Slack is a collabora ve work hub that allows employees to connect in real- me across several
channels. Users can contribute images and documents, share links, and vote in surveys to assist
management in making organisa onal choices. Slack simplifies employee communica on by allowing
managers to build channels for individual departments, projects, and subjects. Employees may also
promptly report issues on Slack and share them with colleagues who can take fast ac on.

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Par cipant Handbook

Exercise
1. Fill in the Blanks

Complex, Incident Management Process, Respond

a. An __________________ is a collec on of processes and ac vi es used to respond to and address

important occurrences, including iden fying and repor ng incidents, who is accountable, what
tools are u lized, and how the problem is resolved.

b. The incident management framework consists of Prepare, ___________, and Review.

c. The three major incidents are: Major, Repe ve, and ___________________.

2. Name any three commonly used incident management tools.

3. Explain the incident management process.

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Notes

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Par cipant Handbook
9. Employability Skills

DGT/VSQ/N0102
Par cipant Handbook

Employability skills can be defined as those so skills which employers look for in a poten al employee.
These skills equip the employees to carry out their role to the best of their ability and client sa sfac on.
For example, the ability to explain what you mean in a clear and concise way through wri en and spoken
means, helps to build a be er rela onship with the client or the customer. Similarly, handling stress that
comes with deadlines for finishing work and ensuring that you meet the deadlines can be done through
effec ve self-management training. It can also be done by working well with other people from different
disciplines, backgrounds, and exper se to accomplish a task or goal. In today’s digital age, employers
expect that the employees should be able to make use of elementary func ons of informa on and
communica on technology to retrieve, access, store, produce, present and exchange informa on in
collabora ve networks via the Internet. Students need to develop entrepreneurial skills, so that they can
develop necessary knowledge and skills to start their own business, thus becoming job creators rather
than job seekers. Poten al employees need to develop green skills, which are the technical skills,
knowledge, values and a tudes needed in the workforce to develop and support sustainable social,
economic and environmental outcomes in business, industry and the community. Thus, students are
expected to acquire a range of skills so that you can meet the skill demands of the organisa on that you
would work for or to set up and run your own business.
This chapter is about employability skills, Cons tu onal values, becoming a professional in the 21st
Century, digital, financial, and legal literacy, diversity and Inclusion, English and communica on skills,
customer service, entrepreneurship, and appren ceship, ge ng ready for jobs and career development.
The scope covers the following :
Ÿ Introduc on to Employability Skills

Ÿ Cons tu onal values – Ci zenship

Ÿ Becoming a Professional in the 21st Century

Ÿ Basic English Skills

Ÿ Career Development & Goal Se ng

Ÿ Communica on Skills

Ÿ Diversity & Inclusion

Ÿ Financial and Legal Literacy

Ÿ Essen al Digital Skills

Ÿ Entrepreneurship

Ÿ Customer Service

Ÿ Ge ng ready for Appren ceship & Jobs

Scan/Click this QR Code to access eBook

h ps://eskillindia.org/NewEmployability

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Scan the QR Code to watch the related videos

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=PI8U2W2pnHQ =fWLZj4ufMRE =1Rfrgd-eyhU
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h ps://www.youtube.com/watch?v h ps://www.youtube.com/watch?v
=N4kgu1qi9_A =Vk5vbZXT-U4
Health Safety and Accident Repor ng Workplace Data Management

117
Par cipant Handbook
10. Annexure
 Participant Handbook

Page Video
Chapter No. Unit No. Topic No. QR Code Links QR Code (s) Duration
Chapter 1: Unit 1.1 - IT- 1.1.1 India's IT- 6 h ps://www.youtube.com 00:02:51
Introduc on ITeS/BPM ITeS/BPM Industry /watch?v=VWbjrPE1Oyo
Industry – An
Introduction 1.1.3 Key Trends in
the IT-BPM Industry
1.1.4 Search on the IT- ITeS /BPM Industry
– An Introduc on
Internet About IT-
ITeS/BPM Industry

Chapter 3: Unit 3.1 - 3.1.1 Report 32 h ps://www.youtube.com 00:02:07

So ware Data Entry Wri ng /watch?v=Wd ZZ4G0Vg
Requirement Software
for Data Entry 3.1.2 Report
Wri ng So ware
3.1.3 Database Data Entry
Management So ware
System

3.1.4 Data Entry

Requirement
3.1.5 Data
Verifica on
3.1.7 Alphanumeric
Data Entry
3.1.8 Networking
Topologies

Chapter 5: Unit 5.1 - 5.1.1 Common 54 h ps://www.youtube.com 00:02:22

Troubleshoo n Data Entry Data Entry Issues /watch?v=A75SOVIZ18k
g in Data Entry Problems
Process and 5.1.2 Manual Data
Solutions Entry Errors
5.1.3 Ways to Data Entry Problems
Minimize Data and Solu ons
Entry Errors
5.1.4 Customer
Service Delays
5.1.5 Mi ga on
Plan

Chapter 7: Unit 7.1 - 7.1.1 Ques oning 84 h ps://www.youtube.com 00:02:44

Skillsets of Questioning Techniques /watch?v=W-Kq5RZuyww
Data Entry Techniques
Services 7.1.2 Types of
Ques oning
Techniques Ques oning
Techniques
 Associate Data Entry Operator

Page Video
Chapter No. Unit No. Topic No. QR Code Links QR Code (s) Duration
Unit 7.4 - Data 7.4.1 Data 97 h ps://www.youtube.com 00:02:08
Validation and Valida on /watch?v=eAYBH3lIK8o
Error
Detection 7.4.2 Types of Data
Valida on
7.4.3 Steps for Data Data Valida on and
Valida on Error Detec on

7.4.4 Error
Detec on

Chapter 9: Employability Work ethics to 117 h ps://www.youtube.com

Prac ce Skills Follow /watch?v=PI8U2W2pnHQ 00:01:50
Employability
Skills

Work ethics to
Follow

Work h ps://www.youtube.com
Effec vely with /watch?v=fWLZj4ufMRE 00:02:36
Colleagues

Work Effec vely with

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Workplace Data h ps://www.youtube.co

Management m/watch?v=Vk5vbZXT-U4
00:02:15

Workplace Data
Management
Par cipant Handbook
IT – ITeS Sector Skill Council NASSCOM
Sector Skill Council Contact Details:
Address: Plot No. – 7, 8, 9 & 10 Sector – 126, Noida, Uttar Pradesh – 201303
New Delhi – 110049
Website: www.sscnasscom.com
Phone: 0120 4990111 – 0120 4990172