Innovation on People Management

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NI Best Practice Scheme Launch Event 24 January 2008 :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 :Innovation in Customer Service Recognising the Challenges Making the Change The Customer Perspective Looking to the Future

Customer Service Recognising the Challenges :Customer Service Recognising the Challenges Identifying the Issues – Why Change?: Direct customer feedback RES Surveys – 26 Councils RPA Research Consumer Council Research The Changing Public Sector Environment

Customer Service The Issues :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 :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 :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 :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 :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 :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 :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 Customer Perspective The Outcome for the Customer A 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 :The Customer Perspective Key Measures of Success Customer Satisfaction Elected Members Satisfaction Staff Satisfaction Positive PR

Antrim Borough Council’s Customer Relationship Management (CRM) :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 :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 :Choosing the correct electronic system Research Vendor Product Flexible Cost Effective

Antrim Borough Council’s electronic CRM Objectives :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 :Our Vision CONTINUOUSLY Improve customer service Improve customer relationships ONE STOP SHOP!

A Final Thought :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

Slide 19:NORTHERN IRELAND BEST PRACTICE SCHEME LAUNCH EVENT 24 JANUARY 2008 INNOVATION IN PEOPLE MANAGEMENT

Slide 20: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

Slide 21:THE POLICY… WORK – LIFE BALANCE … ALLOWING YOU TO DESIGN YOUR OWN SOLUTIONS

Slide 22: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

Slide 23: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?

Slide 24: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?

Slide 25: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?

Slide 26: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?

Slide 27:Standard application Defined approvals process Independent approval through Employee of Choice Working Group Consistent Implementation

Slide 28: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?

Slide 29: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

Slide 30: 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

Slide 31:‘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…