service excellence in university human resources · service excellence in university human...

Service Excellence inUniversity Human Resources

Sonia Vazquez RobellHR Operations Projects & Initiatives Manager

CUPA-HR NJ Chapter Spring SessionApril 24, 2015

Service Excellence In University Human Resources

Session Agenda:

• Setting Service Excellence Standards

• Getting Started: Building an Organization Focused on Service Excellence

• Service Excellence Going Forward

© Copyright 2014 University Human Resources

Setting Service Excellence Standards

Service Standards: Why are they important?

• What is your definition of service standards?

• Why do you think having service standards is important?


Service Standards: Why are they important?

We serve:• Over 9,000 full- and part-time faculty• Over 15,400 full- and part-time staff• 5,289 retired faculty and staff• 214,444 staff job applications

In 2014, our Faculty & Staff Resource Center and our Benefits Administration Center serviced approximately:• 21,400 phone calls• 4,291 walk-ins• 12,472 benefits consultations & resolutions• 879 employees attended orientations for new hires


Service Standards – The Guiding Principles


First Impressions

Professional Communication

OwnershipRespect

Teamwork

First ImpressionsAtUHR,firstimpressionsshouldbewelcoming,inviting,

andreassuring.


First ImpressionsAtUHR,firstimpressionsshouldbewelcoming,inviting,and

reassuring.

Acknowledge customers, including co-workers, immediately –smile, make eye contact, and offer assistance. Introduce yourself and address customers with a formal greeting unless asked to do otherwise.

Listen attentively to the customer and check for understanding. Ask, “Have I answered all your questions?”

Wear our ID badge in a location easily seen by customers at all times.

Maintain a professional appearance in accordance with established dress code.

Keep our work area clean, neat and safe.



AtUHR,wehaveanobligationtoprovideclear,accurateinformationandtoachievemutualunderstandingbyactive

listeningandopen,respectfuldialogue.


Professional CommunicationAtUHR,wehaveanobligationtoprovideclear,accurateinformationandtoachievemutualunderstandingbyactivelisteningandopen,

respectfuldialogue.

Communicate in a manner that is positive, professional and easily understood.

Listen actively, focus on the person and check for understanding by repeating and asking questions.

Pay attention to our customers’ thoughts and feelings and adapt our response to make them feel comfortable and understood.

Acknowledge your understanding of the issue/problem without blaming others; then seek to find solutions.

Provide accurate information.


More on professional communication…

Telephone Calls and Emails

• We established a UHR Protocol for answering telephone calls and responding to emails.

• The Protocol provides: Standard script for answering telephone calls Standard out-of-the office and busy/away voice mail and

email messages Timeframe for acknowledging receipt and/or respond to e-

mails is within one business day. If not able to provide a response to the client’s inquiry within this timeframe, acknowledge receipt and provide an estimate of when you will address their issue.


More on professional communication…

Confidentiality

• Be fully informed of University and HR confidentiality policies and requirements. All UHR staff are required to read, understand, and sign confidentiality agreements.

• Never discuss employee matters in locations where conversations could be overheard (elevator, hallway, break room, etc.).

• Only authorized personnel are permitted access to, and to be in secure HR areas.


Ownership

AtUHR,personalaccountabilityandresponsibilityareanessentialpartofourculture.

For All Staff


OwnershipAtUHR,personalaccountabilityandresponsibilityareanessential

partofourculture.For All Staff

Take Initiative• Identify problems and opportunities for improvement.

• Promptly respond to customer requests or seek assistance from another employee to answer a question or solve a problem.

• Generate meaningful new ideas, alternatives and solutions.

• With supervisor’s approval, follow through and, as appropriate, involve others in implementation.

• Use “mistakes” as opportunities for change.

• Seek feedback and support from supervisor for solutions and innovations.


More on ownership…

Take Responsibility

• Focus on the issue and working on a solution rather than on blaming others.

• Actively seek information to stay informed; ask for what is needed without complaining about the lack of information.

• Ask yourself, “What more can I do to ensure the best possible customer experience?”


More on ownership…Think Organizationally

• Behave in ways that are consistent with HR’s Vision, Mission and Values.

• Envision your role as an Ambassador of HR.

• Positively represent the organization to management and employees.

• Familiarize yourself with university’s campuses and resources, so you can answer questions, provide information, and help customers.


More on ownership…For Managers and Supervisors



Empower Others

• Regularly communicate the vision, mission and values, and let employees know how they contribute to the big picture.

• Encourage and enable decision making closest to the customer within established policies and protocols.

• Clearly delegate responsibility / authority to staff whenever possible.

• Regularly acknowledge employee’s efforts.



Be Accountable

• As a supervisor, hold yourself and others accountable for meeting high standards of service toward all customers.

• Conduct performance feedback and evaluations regularly and on a timely basis.

• Address performance which falls below service standards as it happens.

• Use the progressive disciplinary process when necessary.


More on ownership…UHR also utilizes the HDRT - Help Desk Request Ticketing, a system to track and document service requests.

A ticket is created and given a ticket number is used to help track the case.

The ticket number is sent to the caller via email or verbally along with a statement indicating if the issue was not resolved through the initial phone call that a best effort will be put forth to resolve within 24 hours.

Staff in designated HR units are expected to use this system to track, document, and resolve service requests from our clients.

System analytics will be conducted regularly to identify trends and improve service.

All UHR staff will be trained. Training includes: defining ownership of each ticket, referral process, and how to use the system.


Respect

AtUHR,respectisattheheartofeverythingwedo.


RespectAtUHR,respectisattheheartofeverythingwedo.

• Listen to the customer with an open mind.

• Treat others in a compassionate, patient manner.

• Provide undivided attention.

• Create a professional environment

• Empathize with others, put yourself in their place.

• Anticipate our customer’s needs.

• Respond to customer requests in a timely manner.

• Recognize, respect and respond to the diversity of our customers and colleagues.


TeamworkAtUHR,ourcustomersarebetterservedandmore

satisfiedwhenweworktogetherasateam.


TeamworkAtUHR,ourcustomersarebetterservedandmoresatisfiedwhenwe

worktogetherasateam.

• Work cooperatively, as members of the team.

• Treat team members with professionalism and respect.

• Encourage participation from all team members (the team may consist of employees, faculty, and co-workers).

• “Step up and pitch in” when colleagues and other UHR units need assistance, after checking with your supervisor. Work with others collaboratively in problem-solving and decision-making.


UHR Service Excellence Standards

First Impressions


Ownership

Respect

Teamwork

Getting Started: Building an Organization Focused on

Service Excellence

Building an Organization Focused on Service Excellence

• Formal training, tools and resources were provided to all managers and staff to understand and follow the established Service Excellence Standards.

• Managers and their staff discussed the Service Excellence Standards to: Define the expectations and outcomes of each individual’s

job responsibilities in relation to the standards; Embrace the Service Excellence Standards in their work,

and interactions with customers and colleagues; and Share ideas and ways to improve customer service.


Building an Organization Focused on Service Excellence

• Tools and resources created for staff and managers: Service Excellence Standards Confidentiality Policy Statement Dress CodeQuick Reference Guide of UHR Service Protocol Document templates: Word, Excel and PowerPoint Letterhead templates UHR Portal

• The Service Excellence Vision and Poster


UHR Portal


Service Excellence Going Forward

Service Excellence Initiative Where are we today?

• Service Excellence Training has been completed by all staff. Feedback provided by staff and actions taken to address feedback.

• All Service Excellence program documents and resources readily available to all from the UHR Portal.

• Service Excellence Vision Poster Displayed At All Resource Centers. Communicates our vision to our clients Remind us everyday of our service standards

• Service Excellence is an integral component of the new Balanced Scorecard Project for UHR.

HR Service Excellence InitiativeStaff Feedback and Actions Taken

• More communication/updates and tools for HR staff

Monthly HR Staff Briefings Previews of HR communications to the University Expanded and improved HR Portal

• Understanding HR and its functional units. More interaction between HR units. Learning more about the University, particularly after the integration

Hold presentations at monthly Staff Briefings to explain the functions of each HR area: benefits, IT, labor relations, etc.

Presented “Rutgers Facts” at Staff Briefing Regularly scheduled HR Leadership meetings for the

integrated management of HR functions across the University

HR Service Excellence Initiative Next Steps

How do we keep the momentum going?

• Make “Service Excellence” an agenda item in your regular staff meetings:Discuss successes, problems, concerns, suggestions for

improvements, etc. All staff should feel comfortable with respectfully conveying their opinions and recommendations.

• Celebrate service successes and openly share with all of HR: Recognize successes directly with your staff and

colleagues, and/or via emails, personal notes, etc. Let Senior Leadership know about these service excellence

successes Feature at monthly HR Staff Briefings and on the UHR

website - Rutgers UHR Service Success Stories at: http://rutgersuhr.tumblr.com/

Rutgers UHR Service Success Stories


HR Service Excellence Initiative -Next Steps


• Involve all staff in service improvement:

Solicit ideas and suggestions for improving customers service. Perhaps, run contests with prizes/recognition for winners.

Managers and staff should be proactive in identifying and enrolling for training courses that broaden their customer service skills and professional development.

• Run quarterly statistical analyses of ticket system data regarding services provided, trends, and customer satisfaction feedback.

Report at HR Staff Briefings



• Create cross-functional team composed of managers and staff to focus on service excellence and process improvement

Review statistical analysis, build on successful approaches, address issues, determine necessary improvements, establish new service initiatives, and benchmark best practices

• Conduct refresher service excellence sessions once or twice a year for all HR staff


Revisit and update onboarding process for HR staff• Redefine process with a focus on providing Service Excellence training to new HR staff

Discuss establishing protocol for dealing with rude behavior (insults, cursing, aggression, etc.) by customers and colleagues.

Our Goal: Satisfied Customers

Thank You!

For additional questions, please contact:

Sonia Vazquez RobellHR Operations Projects & Initiatives Manager

E-mail: [email protected]: (848) 932-3880

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