why you must measure - forever
DESCRIPTION
Enhancing Customer Satisfaction Through Ongoing Measurement and ImprovementTRANSCRIPT
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
Copyright © 2011 by ScottMadden, Inc. All rights reserved.
� Why You Must Measure
� NASA Shared Services Center (NSSC) Customer Satisfaction Measurement Program
Agenda
1
—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
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
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Copyright © 2011 by ScottMadden, Inc. All rights reserved.
Customer Satisfaction Measurement
� Three customer satisfaction metrics
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Satisfactionwith
Offerings
Attraction (Awareness &
Need)
Satisfactionwith
Interaction
Copyright © 2011 by ScottMadden, Inc. All rights reserved.
Two Customer Satisfaction Givens
1. Perception is reality
2. Reality changes
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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
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
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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.
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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
NASA Shared Services Center
National Aeronautics and Space Administration
The NSSC’s Vision and Mission
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Mission:To provide timely, accurate, high-quality, cost-effective, and customer–focusedsupport for selected NASA business and technical services.
Vision:Unparalleled Service
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”
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)
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
NASA Shared Services Center
National Aeronautics and Space Administration
Broad-Based Surveys – Overall Satisfaction
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= 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
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
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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
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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.)
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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
NASA Shared Services Center
National Aeronautics and Space Administration
Service Level Indicators (SLIs) – Scorecard by Month (FY10)
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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
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
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
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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
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
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
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