Mission Oriented Internal Customer Service

Report
Ms. Claudia Bogard CGFM
Senior Strategist and
Customer Service Advocate
ATO FAA
202-385-8353
[email protected]
Mr. Barry Prokop PMP SSMBB QFDGB ITIL
FAA Program Manager and
Vice President
Golden Key Group
703-426-8510
[email protected]
Agenda
 Challenge Facing Us All
 Our Goals and Objectives
 What We Did
 Executing the Plan for Success
 Internal Customer Service—What’s in It for You?
 You’ll Know You’re Succeeding When…
2
Challenge Facing Us All
3
Challenge Facing Us All
• Challenge 1
Understanding what your customers expect
• Challenge 2
Serving customers when they need you and want you
• Challenge 3
Knowing how to support customer-focused initiatives
• Challenge 4
Delivering a consistent experience to customers
• Challenge 5
Supporting preferred media for customer interactions
Adapted from Canada Bell Business Insights Newsletter, June 2012
4
Challenge Facing the FAA
Incorporate a “customer service” mind set
in a “back office” function
(administrative, human resources business, and labor and
employee development)
in a way that improves service delivery to
a multi-faceted, operational organization mission-critical to
our nation’s safety and economic well being
5
Challenge Facing The FAA
6
Challenge Facing Us
Movement to Shared
Services
Immediate: Fix what broke
 Improve performance
 Ramp up productivity
 Create Customer Service
Longer Term: Strategic Approach
 Psychological: Shift to
“Shared Services”
 Shrinking Resources: Funding
and People
 Organizational: Control and
Trust
7
The New Organization
8
Customer Service Challenge
 We are not a Call Center…We are not a Retailer
 We are a government organization going to a Shared Services Model
 We are a backstage operation “Serving Those Who Serve Others”
Googling…demonstrates the need to curate
Customer Service
1.52 Billion
“Customer Service”
286 Million
“Customer Service IT”
50 Million
“Customer Service Call Center”
1.9 Million
“Great Customer Service”
9.36 Million
“Customer Service Model”
3.1 Million
“Internal Customer Service”
130 Thousand
9
Our Goals and Objectives
 Transform the culture to customer centricity
 Act as customer service advocates
 Assess the changes with measurement tools
 Help our people see through the lens of the customer in
order to deliver better service
 Create job aids to make the transition easier, more
enjoyable, and consistent…and lasting
10
What We Did
 Understood our own culture
 Became experts in customer service
 Crafted a simple framework to communicate where we
were going
 Created tools to help us get there: processes,
workshops, job aids and cyclical measurements
 Executed our plan while listening to our customers
11
Understood Our Own Culture
 A culture of relationships
 “On stage” messages vs “real life” off stage talk
 The basis for organizational praise
 Action oriented…we decide; we want it now!
 Political landscape and pecking order
 Relatively new service center with ATO
12
Guiding Fundamental
We are all customers of each other.
GREAT CUSTOMER SERVICE
depends on excellent internal customer service.
YOU CAN’T HAVE ONE WITHOUT THE OTHER!
13
Change Our State of Mind
Update How We View Ourselves:
Understand How Our Organization Adds Value
The services we provide to our customers contribute to the safety of the
National Air Space. We are here because our customers need what we
produce. The ATO counts on us to be efficient and effective.
Adapt a Shared Vision of Our Ideal State:
What We Do Together in Our Organization
1.
2.
3.
We work collaboratively to achieve our overall business goals
We aim to meet our customers’ everyday needs with a customer
experience that is easy and enjoyable
We look to the future by creating processes that enhance our
service delivery
14
Our Customer Service Culture Is Driven By
How We Behave
How We
Respond
Customer
Service Skills
Common
Cultural
Values
Fundamental
Business
Skills
How We
Perform
Level of Accomplishment in the Combination of These Three
Areas is Critical to
Our Customer Service Performance
15
Translating Drivers into Actions
•
•
•
•
•
•
•
•
•
How we expect ourselves
How we expect ourselves to
How we expect ourselves to
to behave
Common Cultural Values
respond
perform
Customer Service Skills
Fundamental Business
Skills
Be accessible
Be responsive
Be timely
Follow through to
completion
Take initiative
Give and receive
feedback
Give and receive
recognition
Be positive and show a
can-do attitude
Treat others with respect
•
•
•
•
•
•
•
•
Own the issue
Collaborate as a trusted
partner
Actively listen to customers
Understand the customer’s
need to offer options for
results
Communicate status clearly
both verbally and in writing
Manage time appropriately
Manage personal emotions
Welcome feedback
•
•
•
•
•
•
•
Add value through
professional competence
Proactively collaborate
within AJG to create
optimal service delivery
Practice critical thinking
and analysis
Create supportive processes
for consistency and
measurement
Create documentation for
institutional memory
Comply with established
standards
Juggle multiple priorities16
Once we Understood Our Culture,
We Became Customer Service Experts
 Identified thought leaders
 Collected best practices
 Joined and became active in professional groups
 Identified Resources
• TEDx: Fred Lee, "Patient Satisfaction or Patient Experience ?“, 2011
• Forrester: Outside In, 2013
• Measurement Approaches: ACSI versus Cxi, 2014
• TED: Simon Sinek, Start With Why, 2009
• Snow and Yanovich, Unleashing Excellence, 2010
• Bennekom, Customer Surveying, 2002
• The Wonderful World of Customer Service at Disney, 2009
17
We Crafted a Simple Framework
Desired Outcome: Classic Customer Service Pyramid
Adapted from Forrester Research
18
Reinvented the Customer Service
Advocate’s Mission
What: A transformational change
Assessment
Advocacy
Customer
Centricity
Role: Executive leadership in establishing and managing innovative
programs and strategies to lead and transform the ATO toward continually
improving levels of service to internal and external customers and
stakeholders
How: The Customer Service Executive utilizes directors, managers and
staff members from professional and technical disciplines
19
Crafted a Clear
Customer Service Roadmap
20
TED Talks Fred Lee video
 TEDx: Fred Lee, "Patient Satisfaction or Patient
Experience ?"
21
Executing Our Plan for Success
 Year-over-year Annual Cycle
 Key Stakeholder/VP Interviews

Customer Valuation Card
 Face-to-Face Event: MSYER – Management Services
Year End Review
 Customer Service Surveys

Action Improvement Plans
 Tools we tried along the way
22
Created Cyclical Measurement
Action
Improvement
Plans
Customer
Experience
Survey
Feedback:
Seeing through our
customer's lens
Service
Valuation
Interviews
(VPs)
Management
Services Year
End Review
(DVPs/SALC)
Strategic Direction:
Customer Values
Card
Robust face-to-face interaction:
AJG G20 & customers
23
FYI: Internal Communication: What is Asked in a Service Valuation Interview?
A Consistent Question Set is Used Year over Year in order to make accurate progress assessments.
.
“The first step in exceeding your customer’s expectation is to know those expectations” Roy H. Williams
Questions Asked
Performance Category
Question Intent and Customer Assessment Values
Please discuss specific MS offers
/deliverables that are important to your
organization’s effectiveness and success;
focus your expectations in your top three
areas of importance.
Offer Clarity
To calibrate and confirm the service promise. Identifies specific
customer expectations; determines if gap exists between customer
expectation and MS deliverable.
Customer assessment: Assign evaluation A - F
Please discuss how well the Quality and
Accuracy of services provided meet your
expectations; focus on specific examples.
Execution/Quality/Performance
To determine if customer needs are being met. Is desired /
required work completed consistent with customer expectations.
Key in identifying performance /process issues and strengths. Key
element in establishing MS value to the customer.
Customer assessment: Assign evaluation A - F
How do you valuate the direction, focus
and professionalism of the MS
organization and its employees?
Do you sense alignment?
Relationship
Management/Leadership
To determine if the focus, activities and flavor of MS interactions
provide a feeling of consistent high quality performance, easy to
work with, peace of mind, ‘wow’.
Customer assessment: Assign evaluation A - F
Share your general perception regarding
whether or not MS employees act in your
best interest?
Do you feel that MS employees get you,
get your organization?
Relationship Management/Attitude
To determine if the focus, activities and flavor of MS interactions
provide a feeling of consistent high quality performance, easy to
work with, peace of mind, ‘wow’.
Customer assessment: Assign evaluation A - F
Overall Perceptions
To identify specific areas (of customer satisfaction) that can serve
as leverage points and areas to build-on for continued customer
service progress.
What improvements have you seen in
Management Services?
24
FYI: Internal Communication Conducted on FY13 Service Valuation Interviews
Service Valuation Interview goals:
Top 3 offers for senior customer success/effectiveness:
• Directly connect with key customers – Assess &
strengthen customer relationship management.
Support Type #1 and #5
* Inconsistent , cumbersome processes
* Lack of competency; less than helpful attitude; minimal
regarding relationship development.
* Execution, follow-through is often weak
Feedback
same as FY12
Support Type #6, #2, #7
* Growing and good focus on relationship development
* The new Board heightens awareness and sensitivity to
organizations’ business needs
* Understood and consistent requirements
Feedback
improved
over FY12
• Calibrate customer expectations with the org. servicing
activities – Are we meeting needs?
• Identify the org.’s areas of performance strength and areas
requiring service delivery recovery efforts.
• Establish a performance baseline for the org. based on
direct customer input/expectations.
Ultimate Outcome: Work is customer service centric.
Support Type #3 and #4
* Poor communication of requirements (on both ends)
* Poor understanding / callousness to business needs
* Minimal/weak relationship development - Buddy support is
non-existent or inconsistent for several areas
Feedback
deteriorated
over FY12
Key senior customer Hot Buttons on service delivery*
1.
Relationships – Does the org. get me; get my team?
2.
Offer Clarity – Do I know what the org. is supposed
to do for me? (broken down by functional activity)
3.
Execution/Performance – Does the org. work meet
my quality standards?
4.
MS Mission/Purpose – Do I know why the org.
exists and what it is supposed to do?
5.
Transparent Business Processes – Do I understand
how the org. operates?
*in priority order
What’s Next? Cascaded face to face customer dialogs
to further see through the lens of the customer.
Action plans with specific commitments.
“I want a collaborative working
relationship where I and my team are kept in the
service delivery loop. I want to understand exactly
what support, in specific areas, I can expect; what
MS will do to meet those expectations; and what
our role as a good customer should be to ensure
MS can meet those expectations. I want MS to do
what it is supposed to do, when it is supposed to. I
expect MS to interact with any/all appropriate
members of my team in an ‘easy to do business’
professional manner. I want to understand MS
processes sufficiently to allow me to support MS
service delivery efforts. I want to feel as if
somebody in MS cares about me.”
Service success through the lens of senior customers
25
Making it Memorable:
Customer Values Card
Customer Values
AJG Customers
Speak
How You Can Adapt Your Service

Communication
Practices
“Keep me informed.
Discuss with your customer the best format and frequency for providing
information.
Let customers know what to expect in each step of your process.
No news is not good news. Routinely share status updates, especially if the news
adversely impacts your customer.
Let me know what
to expect next.”


Business
Understanding
“Understand what
I need to run my
business.”



Talk with your customers to understand how their business works.
Attend customer’s staff meetings to understand their issues.
Identify how to support their business without hindering their work.
Alignment
“Come to me
with a unified
approach.”



Talk with other AJG employees who support your customer.
Coordinate your activities to present the full picture to your customer.
Understand what information other AJG employees may need from you to best
complete their work.
Customer Focus
“Map my experience
through my lens.”



Know what is important to your customer.
Find solutions that will meet your customer expectations.
Understand what the customer has to go through to obtain your services.
Effectiveness
“Make it easy
for me.”



Work as your customer’s advocate to help them accomplish their goals.
Treat their needs with a sense of importance.
Offer useful options, suggestions and alternatives before you are asked.
26
Face-to-Face…Round 1
27
Customer Experience Survey
Q1
Have you conducted business with the AJG-xx Group within the last 12 Months?
Q2
When working with people in this organization they keep me informed in ways that work for me
Q3
When working with people in this organization they proactively let me know what to expect next
Q4
When working with people in this organization they understand my business needs
Q5
When working with people in this organization they know what is important to me
Q6
When working with people in this organization they take ownership for getting things done
Q7
When working with people in this organization they find timely solutions that meet my expectations
Q8
When working with people in this organization they do what they say they will
Q9
Thinking about your recent interactions with this organization, how effective were they in "meeting your needs"?
Q10
Thinking about your recent interactions with this organization, how "easy" were they to do business with?
Q11
Thinking about your recent interactions with this organization, how "enjoyable" were they to do business with?
Q12
Overall my satisfaction with this service provider is
Q13
Do you have any feedback for AJG-xx Group?
Q14
How frequently do you conduct business with this organization?
Q15
What is your 3 character organization code? (Examples: AJE, AJW, AHR, etc
28
Sample Survey Group Report
29
Service Plan Template
Customer
Value
Supported
Driver (s)
SMART Action
Engaged
Measure
S
Specific:
M Measureable:
Who
Due
Date
Who, what, when, where and how?
What do we want to achieve?
How can we measure this?
How will we know if we are successful?
A
Actionable:
Is it realistic and attainable?
Who will do it?
R
Relevant:
Is the action important to your customers?
Does this match our other efforts or needs?
T
Timely:
What are the milestones?
What is the deadline?
30
Customer Service Experience Mapping Template
Workshop Exercise: Customer Experience Mapping
31
Right way
Right Way Right Things
Wrong Things Right Way
Wrong Way Right Things
Wrong Things Wrong Way
Integrated Work-Out (IWO) Initiatives
Right things
External Customer Values 1
What Customers Value
How Customer Values are
Most
Impacted
•
•
•
Personnel Processing
Finance
Contracts
•
•
•
Communication Practices
Business Understanding
Alignment
•
•
Customer Focus
Effectiveness
Internal AJG Budget Prioritization 2
Impact on Strategic Work Plan Initiatives
Interdependence between AJG & ATO SUs
Demonstrated Customer Focus
Return on Investment (ROI)
Level of Effort (LOE) resources, cost avoidance, expenditure
1
2
Annual Customer Valuation Interviews – 8 ATO VPs
Operational Effectiveness
Time to Implement/Realization of Outcomes
Visibility - political Implications
Viability - likelihood of success, risk
Performance Metrics
Uniqueness of Service Offering
A product of the AJG Customer Advocate, June 2013
32
Self-Service Resources: AJG Web
33
How We Are Succeeding
 Realistic Planning “Off Stage”
 Execution “On Stage”
 “Can’t Argue with That” methodology
 Sensible Flexibility…within the Framework
 Gentle Perseverance
34
How We Are Succeeding:
Realistic Planning and Execution
Processes
Off-Stage
On- Stage
Service
Environment
•
•
•
•
Customer:
Delivery:
Environment:
Processes:
Customer
Service
Delivery
look at everything “through the lens of the customer”
find small ways to “create service wows”
pay attention to detail because “everything speaks”
effective processes “set you up to be a service hero”
35
More…Planning and Execution
 Created a
transparent
shared
knowledge
repository
 Project
Planning
Skills
 Processes
36
“Can’t Argue with That”
 Break down the barriers by taking incremental steps
 Show small successes
 Find early adopters
 Promote success
 Show the value of success
 1 + 1 = 2 … Always!
37
Sensible Flexibility
• Know the difference between a battle and the war
•
Strategically pick your battles
•
Align allies before the battle starts
•
Know the answers before the questions are asked
•
Hard battles are easier to win once some victories have been
achieved
• Timing is everything
38
Gentle Perseverance
 Credibility
 “We Live Here”
 Build Strategic Linkages
 Stick to the Plan, Work to the Plan
 It is a “Way of Thinking and Acting”
 Responsibility for constructive confrontation
39
Internal Customer Service—
What’s in It for You?
 Improved Morale
 Increased Productivity
 Less Rework
 Shorter Processing Times
 Greater Employee Retention
 Reduced Employee Absenteeism and Turnover
 Higher Performing Teams
 Increased Customer Confidence
 Increased Trust and Responsibility
40
You Know You’re Succeeding When
 People stopped swearing
 People start using “classroom” language in everyday
conversation
 People post your handouts and tools
 People seek your help
 Customers tell your boss how valuable you are
41
Questions?
42

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