Journey Towards High Performance

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Journey Towards High Performance

• Introduction and Context
• The Road Travelled
• GSSC Customer Experiences
• GSSC Experiences
• Reflections on the Road Travelled
• Improving Customer Experiences (Interventions)
• The Journey Continues
• The Next Pit-stop
• 2010 and Beyond
• Conclusion

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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

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Context
People working on the front-line think of the
people they deal with as customers. It is not
just semantics. If you dont 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
• "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

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Context
CRM Road Map
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Context
A Holistic Approach to CRM
Customer Offerings Configure services and deliver
into differentiated solutions that meet specific
customer needs/intentions. Promote the benefits
of these services
Customer Interactions 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
Customer Insights Establish a single view of the
customer generate insights into behaviours/needs
to deliver a personalized 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.
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The Road Travelled

• GPG Customer Experiences (External Focus)
• Non-compliance with the Service Level Agreement
  (SLA)
• Slow turn-around times (mandates / query
  resolution)
• Lack of communication and feedback
• Inadequate performance report (ME)
• 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

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The Road Travelled

• The GSSC Experience (Internal Focus)
• 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

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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
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GSSC
Reflections on the Road Travelled
Relationship Management
The Service Management Framework
Customers 3rd party service providers
Customer Interaction (CRM)
Service Definition
Performance Measurement
Service Level Agreement

• Defined Services
• Standardised processes and procedures

• Volume Indicators
• Key performance indicators
• Cost Analysis

• Overview of services and key inputs
• Service levels

• service lines
• service items

• target service levels

• reporting items

Service Costing
Performance Reporting

• Work activity driven
• Transaction volume driven

• Overall commentary
• Key Performance Indicators

Management of Non-conformance
Customer Feedback
Change Request Management

• performance feedback
• customer feedback

• Customer satisfaction

Continuous Improvement
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Reflections on the Road Travelled
The Governance Framework
Executive Management Summit (Bi-annually) Led by
HOD/CEO
Strategic
Cluster Meetings (Quarterly) Led DGM/Divisional
Heads
Tactical
Focus Group Meetings (Monthly) Led by
Line/Functional Managers
Operational
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Reflections on the Road Travelled
Repositioning CRM Capability

• 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 ME
• 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

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Reflections on the Road Travelled
Improving Customer Experience

• 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

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Reflections on the Road Travelled
Next Pit-stop

• Automation of key services for efficiency (SAP)
• Electronic document and records management system
  (EDRMS)
• Employee self service (ESS)
• Invoice management system (IMS)
• Supplier relationship management (SRM) e.g.
  e-Tendering, supplier registration, contracts
  management, goods and services catalogue
• HR mandates (e.g. OD, TAS, Climate Surveys, etc)
• e-Government roll out to the entire province
• e-Recruitment
• Connecting CDWs, MPCCs and Libraries
• Expediting the implementation of GoL Schools
  project

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The Journey Ahead
Customer Expectations
Be very clear as to the specific superiority of
your product or service and then publicise it
aggressively
A superior product/service
Think about their whole experience. Always keep
the customer happy
Treat the customer like royalty
On time within budget
Keep your word. If you promise to produce a
product on a particular date at a particular
cost, then that needs to happen
Think about a way to make people feel that you
are making an effort for them
Customer Expectation
Get personal
Find the most quick and effective solution then
invite the customer to assist with the post-mortem
Fix it now, discuss it later
Generosity of spirit
Consistency and reliability
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
Find a way of keeping people interested and
engaged with you
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The Journey Ahead
Vision 2020
THROUGHOUT People Processes Technology Budgets
GSSC Business Unit MIS BU BU Governance
Adherence Performance Metrics Baseline Service
Levels Negotiated SLAs targets Aligned budgets
and operational plans
Defined Service Offerings Standardized
Processes Managed SLAs Performance
reported Business Intelligence delivered Relations
hips Managed
Surveys conducted Managed Events Documented
customer feedback Managed Change
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Conclusion

• Key Pillars of Effective CRM
• 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

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Conclusion

• 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