Transcript Document 7511867

Journey Towards High Performance
1.
Introduction and Context
2.
The Road Travelled…
3.
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GSSC Customer Experiences
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GSSC Experiences
Reflections on the Road Travelled…
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Improving Customer Experiences
(Interventions)
4.
5.
The Journey Continues…
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The Next Pit-stop
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2010 and Beyond
Conclusion
Introduction…
Customer Service Defined…
• "Customer service is a process for providing competitive
advantage and adding benefits in order to maximize the total value
to the customer“
• The Guiding Principle…
“Continuously do things differently or do different things in
pursuance of stated goals and objectives”
• Necessitating …
• Continued service delivery assessment for improvement
• Continued customer engagement and management
CUSTOMERS, THE VERY REASON WHY THE GSSC EXISTS
Context…
“People working on the front-line think of the people they deal
with as customers. It is not just semantics. If you don’t treat the
public who use services as someone who can walk away and
take their business elsewhere, you are never going to provide a
good service. And that is the way it should be… They are
customers and should get satisfied.”
Beginners guide to customer satisfaction, 2006
CRM - Customer Relationship Management
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"CRM is the business strategy that aims to understand,
anticipate, manage and personalize the needs of an
organization's current and potential customers" -- PWC
Consulting
Context…
CRM Road Map
Customer
Experience
Customer Loyalty
Customer Perceived Value
Customer Perceived Quality
Customer Satisfaction
1970
1975
1980
1985
1990
1995
2000
2005+
Context…
A Holistic Approach to CRM
Customer Insights
Customer Offerings
Customer Interactions
Establish a single view
of the customer;
generate insights into
behaviours/needs to
deliver a personalized
experience
Configure services and
deliver into differentiated
solutions that meet specific
customer needs/intentions.
Promote the benefits of
these services
Maximise the ease with which your
customers can access your services;
offer multiple access points/channels
to accommodate individual needs and
preferences of those you serve to
deliver a unique customer experience
Organization Performance
Build a customer service culture and equip employees with skills, processes and tools to deliver
superior human performance
Networks
Form linkages within the organization and with other outside organizations; promote partnerships
and information sharing within and outside the agency to enhance the quality of service offered.
The Road Travelled…
GPG Customer Experiences (External Focus)
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Non-compliance with the Service Level Agreement
(SLA)
Slow turn-around times (mandates / query resolution)
Lack of communication and feedback
Inadequate performance report (M&E)
Non-responsive and valued add performance reporting
Documents/mandates getting lost
GSSC employees are not accessible
The Call Centre not addressing queries (post office)
Audit qualification of Departments due to the GSSC
(under-spending, non/slow service delivery)
Late payments of service providers
The Road Travelled…
The GSSC Experience (Internal Focus)
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Lack of a structured and robust Service Management
Framework
Inadequate CRM capacity
Lack of single view of the Customer
Lack of credible and integrated data for reporting
(single version of the truth)
Lack of baseline data to measure improvements
Business processes not end-to-end
BUs operational alignment to GSSC strategic goals
Not linking employee productivity to customer
satisfaction
Reflections on the Road Travelled…
Vision:
To be a provider of world class support services in the public
sector.
Mission:
To enable the improvement of the quality of service in the public
sector by providing efficient support services by:
Being customer focused
Continuous improvement through leading edge technologies
and processes
Implementing quality service standards and performance
measures
Consolidating functional expertise into centres of excellence
Reflections on the Road Travelled…
The Service Management Framework
Relationship
Management
GSSC
• Defined Services
• Standardised
• service lines
• service items
processes and
procedures
• Volume Indicators
• Key performance
indicators
• Cost Analysis
Service Level
Agreement
• Overview of
services and key
• target service
inputs
levels
• Service levels
• reporting items
Service Costing
• Work activity
driven
• Transaction
volume driven
Management of Non-conformance
Change Request Management
Continuous Improvement
• performance feedback
• customer feedback
Performance
Reporting
• Overall
commentary
• Key Performance
Indicators
Customer
Feedback
• Customer
satisfaction
Customer Interaction (CRM)
Performance
Measurement
Service Definition
Customers
3rd party
service
providers
Reflections on the Road Travelled…
The Governance Framework
Executive Management
Summit (Bi-annually) Led
by HOD/CEO
Cluster Meetings (Quarterly) Led DGM/Divisional
Heads
Focus Group Meetings (Monthly) Led by
Line/Functional Managers
Strategic
Tactical
Operational
Reflections on the Road Travelled…
Repositioning CRM Capability
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Structural review and repositioning for enhanced
customer engagement
Introduced and employment Service Managers in the
operations – subject matter specialists
Service delivery query management
Regular customer interactions
Service M&E
SLA reporting
CRM officials’ roles re-determined to be that of Account
Management
Complaints management
SLA review and compliance management
CRM policy, standards, tools and methodologies
Customer satisfaction surveys
Customer profiling and fore-sighting
Reflections on the Road Travelled…
Improving Customer Experience
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Implement the SMF
Institutionalising the Governance Framework through
stakeholder management
Continue to conduct Customer Satisfaction Surveys from annual to bi-annual
Conducted an Employee Satisfaction Survey
Reviewed the SLA - engagement and feedback / inputs
from customers
Conducting customer profiling / insights
Implementing data integration and mining tool (SAS)
The COI – business process review project
Reflections on the Road Travelled…
Next Pit-stop
Automation of key services for efficiency (SAP)
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Electronic document and records management system
(EDRMS)
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Employee self service (ESS)
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Invoice management system (IMS)
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Supplier relationship management (SRM) – e.g. eTendering, supplier registration, contracts management,
goods and services catalogue
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HR mandates (e.g. OD, TAS, Climate Surveys, etc)
e-Government roll out to the entire province
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e-Recruitment
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Connecting CDWs, MPCCs and Libraries
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Expediting the implementation of GoL – Schools project
The Journey Ahead
Customer Expectations
Think about their
whole experience.
Always keep the
customer happy
A superior
product/service
Treat the
customer
like royalty
Think about a way to
make people feel that
you are making an
effort for them
Get personal
Find a way of keeping
people interested and
engaged with you
Generosity of
spirit
Be very clear as to the specific
superiority of your product or service
and then publicise it aggressively
On time
within budget
Customer
Expectation
Consistency
and reliability
Keep your word. If you
promise to produce a
product on a particular
date at a particular cost,
then that needs to happen
Fix it now,
discuss it later
Find the most quick
and effective
solution then invite
the customer to
assist with the postmortem
To have loyal customers means to be
a person that your customers can
rely on for consistency of product,
and adherence to the promised
schedule
The Journey Ahead…
Vision 2020
THROUGHOUT
People
Processes
Technology
Budgets
GSSC Business Unit MIS BU
BU Governance Adherence
Performance Metrics
Baseline Service Levels
Negotiated SLA’s targets
Aligned budgets and operational plans
Defined Service Offerings
Standardized Processes
Managed SLA’s
Performance reported
Business Intelligence delivered
Relationships Managed
Surveys conducted
Managed Events
Documented customer feedback
Managed Change
Conclusion
Key Pillars of Effective CRM
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First things first: clear business strategy and CRM philosophy
The Future: continuously create greater customer experience and
define the competitive advantage
Provide unconditional care respect
Educate yourself and train others
Give staff freedom and hold them responsible
Seek customer feedback and create anticipatory service
Manage costs and equip people
“Doing it right, the First Time, Efficiently All the
Time
Conclusion
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Understanding and responding to or service customer experiences
remains one of the Key Strategic Pillars of achieving Driving
Towards High Performance …
Through robust customer engagement and management, the
GSSC will ultimately
“Do it right, the First Time, Cheaper, All the Time