ni best practice scheme launch event 24 january 2008 innovation in customer service catherine...
TRANSCRIPT
NI Best Practice Scheme Launch Event 24 January 2008
INNOVATION IN CUSTOMER
SERVICE
Catherine McFarland
Liz Johnston
INNOVATION IN PEOPLE MANAGEMENT
Elaine Magee
Innovation in Customer Service
Recognising the Challenges
Making the Change
The Customer Perspective
Looking to the Future
Customer Service Recognising the Challenges
Identifying the Issues – Why Change?:
Direct customer feedbackRES Surveys – 26 CouncilsRPA ResearchConsumer Council ResearchThe Changing Public Sector Environment
Customer Service The Issues
The Structures were complex – customers had difficultly knowing which number to ring to contact the correct person
Customers were frustrated and felt that they were passed from ‘pillar to post’
Customers found difficulty in getting answers to their questions
One of the main sources of customer complaints was about the handling of calls/queries
Basic Customer Expectations
An immediate answer to simple questions
A single number to ring
As much help as possible at first point of contact
A professional, friendly, helpful and positive response
Delivering the Change – The Customer
• We need to place the customer at the heart of our services by:
Understanding what the customer expects from our services and the values important to them
Applying those values to all of our services Empowering our customers through information, support,
advice and education Involving our customers in a meaningful way in service
development and delivery
Delivering the Change - Internally
• Basic Requirements – we needed:• A fundamental review and transformation of
Customer Service - requiring
A clear vision and commitment from the Top!
Clear Corporate Goals putting the customer at the centre of our services
A system which cascades the corporate objectives down to individual level
The Initial Changes
Change the Structure – The introduction of a team of professional Customer Service Advisors
Change the Culture – Development of a tailored programme of Customer Care for all staff.
Change the Number – Remove the Direct Line numbers for the main functions
The Role of the Customer Service Advisor
Dealing with customer queries at first point of contact
Developing customer care policy Developing a customer care training programme
for all staff Reporting back and influencing service delivery Developing systems to support the role
Resourcing the Change
• In four ways:
Human: Professional, capable and well trained staff
Technological: Use technology to support service delivery
Financial: Build in the necessary resources to your budgets
Physical: Utilize your assets to maximum benefit
The Customer Perspective
• The Outcome for the CustomerA transformation of Customer Service resulting in:
Seamless Service
A consistent and high level of professionalism
An answer at first point of contact for 70-80% of enquiries
The Customer Perspective
• Key Measures of Success
Customer Satisfaction
Elected Members Satisfaction
Staff Satisfaction
Positive PR
Antrim Borough Council’s Customer Relationship Management (CRM)
Much bigger than an electronic system Concerns the relationship between the
organisation and its customers ‘Integrating the customer’
Looking to the Future
CRM Conditions
A new way of THINKING Change in overall culture Change in structure A new way of DOING things Processes that are capable and effective Structures, systems and people that support a
business centred on its customers Connectivity (end to end processes) both
internally and externally
Antrim Borough Council’s electronic CRM Objectives
Customer profile Integrated CRM system across Council Reduce costs, wastage and complaints Provide instant market research Effective team work Action orientation Management Reports Continuous Improvement Service Delivery
A Final Thought
• Who is our customer: “A customer is the most important visitor in our
premises. He is not dependent on us, we are dependent on him. He is not an interruption to our work, he is the purpose of it. He is not an outsider to our business, he is part of it. We are not doing him a favour by serving him; he is doing us a favour by giving us the opportunity to do so”.
Mahatma Gandhi
• The Policy
• Context
• Why did we do it?
• Who is it for?
• What is the Policy?
• Consistent Application
• Are we succeeding?
• Case Study – Disability
• The Results
CONTENTS
Employer of Choice Accreditation 2007
‘Dare to be Different’ motto
Innovation Award ‘demonstrated a willingness to take risks which far exceed any legislative requirements’
CONTEXT
Employee friendly working practices feature strongly on the Government’s agenda – recognised need to go beyond ‘statutory duty’ to ‘best practice’
New Policy was based on employee feedback plub reports from Equality Commission which confirm that millions in Britain could be using skills more fully if flexible working was available
Demonstrates commitment to people and willingness to take risks
Why did we do it?
Standard Monday-Friday, 9-5pm working pattern is less relevant in terms of service provision
Customer and employee expectations are raising continually
Found that existing policies were not utilised and did not appear to meet the real needs of employees
Why did we do it?
All employees eligible to make a request
Must demonstrate how the request fits with the aim of achieving work-life balance
Who is it for?
Offer a completely flexible approach
Employees ‘tailor’ their personal solutions to work-life balance solutions throughout their employment career
No rules about the solutions employees can propose
Major statement of commitment by Council
What is the Policy?
Standard application
Defined approvals process
Independent approval through Employee of Choice Working Group
Consistent Implementation
Uptake increased – but not a ‘deluge’
Personal testimonies from staff and managers
Range of solutions extends wider than anticipated eg. phased retirements, part time working, rehabilitation following disability
Are we succeeding?
Rehabilitation following a back injury – move from manual to administrative work
‘…has now been a member of the team for 18 months and has proved competent and capable within his new post. He has undertaken training in administration, computer applications and customer care and despite having little experience in such areas has coped well and become an integral member of the team.’
Case Study - Disability
The Results
Sustained performance over 3 years:
Absenteeism – exceeded 2007 target by achieving a 5.07% absenteeism rate, this was a 25% improvement against the previous year
Retention – sustained at a very low level from 2004 – 2007, according to CIPD the average turnover in public sector is 13.7%, Council sustained around 7% in recent years
‘Daring to be different’ means being prepared to take risks to achieve more -
‘It is time for us to stand and cheer for the doer, the achiever, the one who recognizes the challenge and does something about it.’Vince Lombardi
Most of the things worth doing in the world had been declared impossible before they were done.Louis. D. Brandeis
In closing…