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

Choosing the correct electronic system

ResearchVendorProduct

FlexibleCost Effective

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

Our Vision

CONTINUOUSLYImprove customer serviceImprove customer relationships

ONE STOP SHOP!

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

NORTHERN IRELAND BEST PRACTICE SCHEME

LAUNCH EVENT 24 JANUARY 2008

INNOVATION IN PEOPLE MANAGEMENT

• 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

THE POLICY…

WORK – LIFE BALANCE

… ALLOWING YOU TO DESIGN

YOUR OWN SOLUTIONS

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…