why you must measure - forever

26
Copyright © 2011 by ScottMadden, Inc. All rights reserved. Enhancing Customer Satisfaction Through Ongoing Measurement and Improvement Richard E. Arbuthnot, Executive Director, NSSC Samuel T. Poston, SVP, ScottMadden, Inc. March 2, 2011

Upload: shared-services-outsourcing-network-sson

Post on 11-May-2015

587 views

Category:

Business


6 download

DESCRIPTION

Enhancing Customer Satisfaction Through Ongoing Measurement and Improvement

TRANSCRIPT

Page 1: Why You Must Measure - Forever

Copyright © 2011 by ScottMadden, Inc. All rights reserved.

Enhancing Customer Satisfaction Through Ongoing Measurement and

Improvement

Richard E. Arbuthnot, Executive Director, NSSC

Samuel T. Poston, SVP, ScottMadden, Inc.

March 2, 2011

Page 2: Why You Must Measure - Forever

Copyright © 2011 by ScottMadden, Inc. All rights reserved.

� Why You Must Measure

� NASA Shared Services Center (NSSC) Customer Satisfaction Measurement Program

Agenda

1

—Forever!

Page 3: Why You Must Measure - Forever

Copyright © 2011 by ScottMadden, Inc. All rights reserved.

Why You Must Measure—Forever!

� Stakeholders are relentless in pursuit of the truth—the whole truth

— Executives

— Customers

— Employees

— Partnerships/Alliances

— Community

2

Page 4: Why You Must Measure - Forever

Copyright © 2011 by ScottMadden, Inc. All rights reserved.

Why You Must Measure—Forever!

� The whole truth

— $ = ROI

— Operational performance

— Employee engagement and satisfaction

— Customer satisfaction

3

Page 5: Why You Must Measure - Forever

Copyright © 2011 by ScottMadden, Inc. All rights reserved.

Customer Satisfaction Measurement

� Three customer satisfaction metrics

4

Satisfactionwith

Offerings

Attraction (Awareness &

Need)

Satisfactionwith

Interaction

Page 6: Why You Must Measure - Forever

Copyright © 2011 by ScottMadden, Inc. All rights reserved.

Two Customer Satisfaction Givens

1. Perception is reality

2. Reality changes

5

Page 7: Why You Must Measure - Forever

Rick Arbuthnot

Executive Director

NASA Shared Services Center

Shared Services & Outsourcing Week – Orlando, FL

Enhancing Customer Satisfaction Through

Ongoing Measurement and Improvement

March 2, 2011March 2, 2011

National Aeronautics and Space Administration

www.nasa.gov

Page 8: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

7

Agenda

• NASA Overview

• NSSC Overview and Vision/Mission

• Importance of the Overall Survey Strategy

• Customer Satisfaction Survey Types

• Using Survey Results to Shape Strategy and Culture

• Addressing Customer Concerns

• Lessons Learned

• Key Benefits of Surveying

7

Page 9: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

The National Aeronautics and Space Administration

• NASA Mission Statement

– To advance and communicate scientific knowledge and understanding of

the earth, the solar system, and the universe

– To advance human exploration, use, and development of space

– To research, develop, verify, and transfer advanced aeronautics and space

technologies

• NASA Vision

– To reach for new heights and reveal the unknown so that what we do and

learn will benefit all humankind.

8

Page 10: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

9

What is the NASA Shared Services Center (NSSC)?

• The NSSC was established in 2006 and just celebrated its fifth anniversary on

March 1, 2011

• The NSSC consolidates activities performed at various NASA Centers into a

separate, independent NASA Service Center

• The NSSC has transitioned 52 administrative and transactional activities in

four lines of business:

– Financial Management

– Human Resources

– Information Technology

– Procurement

National Aeronautics and Space Administration

Page 11: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

The NSSC’s Vision and Mission

10

Mission:To provide timely, accurate, high-quality, cost-effective, and customer–focusedsupport for selected NASA business and technical services.

Vision:Unparalleled Service

Page 12: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

11

Importance of Overall Survey Strategy

• Establishing a baseline for quality of service pre-transition is essential

– Provides you with an understanding of which areas need the most work and attention

– Provides more than anecdotes for the inevitable post-transition comparisons

• Having a robust overall survey strategy enables your shared services organization to view trends in customer satisfaction

• Customer satisfaction surveys are used to recognize best practices

• Provides opportunity to engage with important and influential customer groups

• Survey comments allow us to listen and respond to the “Voice of the Customer”

Page 13: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

12

Customer Satisfaction Survey Types

Type Purpose Frequency

Baseline Used to establish customer satisfaction levels

for services being performed at NASA Centers

that will transition to the NSSC.

Conducted once for each service

within a year of the projected

transition to the NSSC.

Broad-Based Used to assess how well the NSSC is

performing services that have transitioned from

the NASA Centers.

Conducted annually for all activities

that have transitioned to the NSSC

for at least six months.

Transactional Used to measure a statistical sample of the

ongoing work performed by the NSSC. Uses a

five-point scale to rate: Timeliness, Accuracy,

Quality, and Overall Effectiveness.

Conducted weekly, monthly,

quarterly, or semi-annually

depending on the service.

(Ex: Domestic Travel or Training)

Non-Transactional Used to address the opinions of the community

responsible for oversight of the activity. More

specific questions asked.

Conducted less frequently than

higher volume activities.

(Ex: Culture or Exit Survey)

Page 14: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Using Survey Results to Shape Strategy and Culture

• Survey results are used to shape the annual Balanced Scorecard, which

establishes areas of emphasis for organizational units

– Senior Leadership Team conducts a quarterly review of progress

• Once survey results are received and analyzed, formal briefings are conducted

with Senior Management and functional leaders

– Briefings highlight areas of emphasis and recognize superior performance

– Strong emphasis on listening to the “Voice of the Customer”

• 2008 and 2010 Broad-Based Survey results have indicated the need to

address customer concerns including:

– Improving responsiveness to customer inquiries

– Highlighting recent and ongoing activities of interest to the customer

– Improving usability of the NSSC Customer Service Website13

Page 15: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Broad-Based Surveys – Overall Satisfaction

14

= Increase – NOT

statistically significant3= Increase – statistically

significant3= Decrease – NOT

statistically significant3= Decrease – statistically

significant3

* Prior score is from the baseline survey

Summary of Changes in Performance

Page 16: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Addressing Customer Concerns from 2008 Surveys

• Developed the NSSC Responsiveness Program to address perception by

some customers that they didn’t receive responses in a timely manner

• NSSC Responsiveness Program includes business rules and guidelines for:

– Responding to customer calls and e-mails by requiring employees to create

a help desk ticket if they receive a direct call or e-mail requesting that work

be done

» If a helpdesk case will not be resolved by the 4th business day, then the

customer will be notified via e-mail or phone with an explanation and the expected time for resolution on the 4th business day

– Handling help desk tickets expeditiously by limiting transfer of help desk

tickets form one employee to another

» Help desk cases can be transferred no more than two times

» The third employee is then responsible for resolving the case

15

Page 17: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Addressing Customer Concerns from 2008 Surveys (cont.)

– Standardizing “Out of Office” e-mail and voicemail replies

» Provided employees with instructions on updating messages remotely, tips on

etiquette for messages, and sample messages

» Special attention placed on providing all necessary information and maintaining a respectful, friendly, and approachable tone

– Preparing high-quality, professional, and consistent written

communications for customers

» Conduct regular annual and ad hoc reviews of standard communications

» Customer Satisfaction and Communication Team works closely with functional

managers

• 2010 Broad-Based Survey results have shown significant improvement in

customer perceptions of the knowledge and responsiveness of NSSC

personnel

16

Page 18: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Addressing Customer Concerns from 2010 Surveys

• Developed several methods of outreach developed to keep customers

informed about NSSC activities that affect them

– Monthly articles distributed to Centers for use in their local publications

– “The NSSC News” published and distributed quarterly to provide more

detailed coverage of NSSC activities

– Center visits scheduled annually to provide face-to-face opportunities for

Q&A

• Provided significant upgrades to the NSSC Customer Service website to

address usability issues

– Dynamic FAQs now allow for customer feedback, ratings, and suggestions

on specific content

– Search engine optimization increased to help users find content through

NASA.gov and multiple search engines (Google, Bing, Yahoo, etc.)

17

Page 19: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Monitoring Performance Metrics to Increase Customer Satisfaction

• Annual SLA/SLI summit brings customers to the NSSC from all Centers to

discuss any proposed changes to the SLIs

– Customer concerns are discussed and evaluated and often run parallel to

customer satisfaction survey feedback

– Monthly Performance and Utilization Report distributed to stakeholders and

posted on our website keeps customers updated on our performance

relative to the agreed upon SLIs

• Since the end of transition, the NSSC has continued to make progress meeting

SLIs while handling an increasing workload

– FY06: 91.43% (64/70)*

– FY07: 90.75% (157/173)

– FY08: 92.48% (246/266)

– FY09: 94.15% (306/325)

– FY10: 94.69% (303/320)

– FY11: 99.12% (113/114)* * Denotes a partial FY18

Page 20: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Service Level Indicators (SLIs) – Scorecard by Month (FY10)

19

Activity by Month Oct Nov Dec Jan Feb Mar Apr May Jun Jly Aug Sep

Accounts Payable - On Time Payments

Accounts Payable - Int. < $200/MM

Payroll

Domestic TravelN o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted

Foreign TravelN o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted N o t R epo rted

PCS (6) Travel

PCS (15) Travel

PCS (30) Travel

Relocation Assistance

NASA Awards & Recognition Processing

Off-Site Training

Internal Training <25K

Internal Training >25K

SES AppointmentsN/A

SES CDP Mentor AppraisalsN/A N/A N/A N/A N/A N/A N/A

Retirement Estimate - 10 day

Retirement Estimate - 20 day

Retirement Estimate - 45 day

Retirement Processing - 10 day

Retirement Processing - 20 dayN/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

eOPF - 15 Day

eOPF - 25 Day

Personnel Action Processing

Grants

Grants - Supplemental

SBIR / STTR - Phase 1N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

SBIR / STTR - Phase 2N/A

Initial Call Resolution

Call Response Rate

Call Abandonment Rate

Website Availability

Page 21: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Service Level Indicators (SLIs) – Scorecard by Month (FY11)

20

Activity by Month Oct Nov Dec Jan Feb Mar Apr May Jun Jly Aug Sep

Accounts Payable - On Time Payments

Accounts Payable - Int. < $200/MM

Payroll

Domestic Travel

Foreign Travel

PCS (6) Travel

PCS (15) Travel

PCS (30) Travel

Relocation Assistance

NASA Awards & Recognition Processing

Off-Site Training

Internal Training <25K

Internal Training >25K

SES Appointments

SES CDP Mentor Appraisals

Retirement Estimate - 10 day

Retirement Estimate - 20 day

Retirement Estimate - 45 day

Retirement Processing - 10 day

Retirement Processing - 20 dayN/A N/A N/A N/A

eOPF - 15 Day

eOPF - 25 Day

Personnel Action Processing

Grants

Grants - Supplemental

SBIR / STTR - Phase 1N/A N/A N/A N/A

SBIR / STTR - Phase 2N/A N/A N/A N/A

SBIR / STTR - Phase 2 - Modifications

Initial Call Resolution

Call Response Rate

Call Abandonment Rate

Website Availability

Page 22: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

Strategies for Continuing to Improve Customer Satisfaction

• Ongoing analysis of targeted surveys with a focus on listening and responding

to the “Voice of the Customer”

• Outreach to customers via surveys, quarterly video conferences, newsletters,

videos, face-to-face meetings, social media, etc.

• Demonstrating transparency by sharing survey results and SLI performance

metrics with stakeholders posting them on our website

• Known Dissatisfied Customer Focus Groups

– Bring together small groups of dissatisfied customers to gain additional

insight into any areas of concern

– Similar events also conducted when the NSSC visits NASA Centers

• “Anatomy of a Service Breakdown” case study

21

Page 23: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

22

Lessons Learned

• Follow-up with results so people know they were heard

– Results made available on the NSSC website

– Results e-mailed to those who received Broad-Based Customer Satisfaction Surveys

• Develop appropriate survey populations

– Carefully work with functional experts to determine the ideal composition of the survey populations

• Avoid “survey fatigue”

– Participants are generally surveyed no more than once in a consecutive three month period to avoid “nuisance” surveying

– Rampant surveying will ultimately drive down response rates

Page 24: Why You Must Measure - Forever

NASA Shared Services Center

National Aeronautics and Space Administration

23

Key Benefits of Surveying

• Listen to the “Voice of the Customer”

– Customers can provide additional feedback by providing comments about their “pain points” and suggestions for improvement

• Develop data-driven strategies to address areas of concern as well as highlight best practices

– Well-crafted surveys provide more than just a “gut feeling” about what areas are doing well and what areas need more attention

– Issues and concerns can be addressed before they become problems

• Improve and expand the use of our Tier-0 services based on customer suggestions and feedback

• Ensure a continuous drive to pursue our Vision of “Unparalleled Service”

– The customer is ultimately the judge of how well we’re performing

Page 25: Why You Must Measure - Forever
Page 26: Why You Must Measure - Forever

25

Samuel T. Poston

Senior Vice President

ScottMadden, Inc.

919.781.4191

Richard E. Arbuthnot

Executive Director

NASA Shared Services Center

228.813.6001

[email protected] [email protected] [email protected]@scottmadden.com

http://www.twitter.com/sampostonpostshttp://www.twitter.com/sampostonposts