Customer Service Quality at Weill Cornell Medical College IT Call Center
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Transcript of Customer Service Quality at Weill Cornell Medical College IT Call Center
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User Support GroupCustomer Service and Quality
weill.cornell.edu
John ScrughamCustomer Service Quality [email protected]
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What I’m doing here
• Customer Service Quality Analyst– User Support Group– Directly report to Robert Pereda
• Cornell job posting• Start May 22
Job
Customer Service Quality Project• What the users think of the ITS service• What areas to improve customer satisfaction
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Roadmap
Overview of Project Findings Solutions Next Steps
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Findings: data collection and insight
1. USG one-on-one Interviews
Qualitative Data 2. Department Focus Groups
3. Follow-up Calls
Analysis of Interactions4. Survey data
5. Call Monitoring
6. Best PracticesCustomer
Employee
Handout
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1. USG Interviews
• Service Desk– Ownership– Understanding the customer
• Desktop Support– Ownership– Documentation
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2. Department Focus Groups
• Web of Support—Customers are asking for tools:– to better troubleshoot their own issues– to train their own employees on basic IT
tasks so they don’t have to wait for ITS to come by.
• Checklists– Missing points: Onsite techs are not
completing the job 100%, customer needs to handhold them to make sure they don’t forget anything.
• Variability in agent service• Priority
– Function and problem• Business Relationship Managers
Handout p.2
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3. Follow-up Calls: what the customers had to say
• Communication of process• Making sure issue is solved
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Findings: data collection and insight
1. USG one-on-one Interviews
Qualitative Data 2. Department Focus Groups
3. Follow-up Calls
Analysis of Interactions4. Survey data
5. Call Monitoring
6. Best PracticesCustomer
Employee
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4. Survey: summary of satisfaction
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Customer Satisfaction: 17 months
Very SatisfiedSatisfiedUnsatisfiedVery Unsatisfied
Month
Perc
ent o
f sur
veys
2011 2012
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Time to complete email request and wait time with online request and desktop support are major issues
Call Email Online Desktop1.50
2.00
2.50
3.00
3.50
4.00
Ratings across all channels
satisfiedtime_completewait_timeknowledgeablepriorityclear
Channel of Customer Ticket
Ratin
g
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Time to complete a case and agent knowledge are strong determinates of customer satisfaction
Regression Statistics Multiple R 0.847 R Square 0.717 Adjusted R Square 0.716 Standard Error 0.454 Observations 1656
ANOVA df SS MS F
Regression 7 861.7951999 123.1136 596.6603 Residual 1648 340.0447759 0.206338
Total 1655 1201.839976
Coefficients
Standard Error t Stat P-value
Intercept 0.65 0.0471 13.814 3.77E-41 time_complete 0.30 0.0170 17.702 2.47E-64 wait_time -0.02 0.0075 -2.488 0.012954 knowledgeable 0.32 0.0206 15.382 5.38E-50 priority 0.08 0.0175 4.755 2.16E-06 clear 0.07 0.0149 4.408 1.11E-05 helpful 0.06 0.0117 5.450 5.8E-08 one_person_handle 0.04 0.0138 2.632 0.008564
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Time is most important to customer indicated in survey free response
Time
Helpfu
l
Resolve
(d)
Knowledgeable
Wait
Response
/ Res
pond
Nice/fr
iendly
0
20
40
60
80
100
120
140
160
180
200
Top 7 Things Our User's Value When Dealing With USG
PositiveNeutralNegative
Word used in free response
Num
ber o
f Occ
uran
ces
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5. Call Monitoring
1. Agent quality/ performance
2. Service desk quality in 4 areas of performance measurement
Handout p.6
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Agent quality/ performance is highly variable
Delaney
Fong
Eric W
atts
Chris Beck
ford
Kevin W
alsh
Dom Palazza
olo
Edga
r Vera
Jorell B
revitt
Alex Gara
y
Gary Ran
cier
Dom Pierre
Scott Lu
zniak
0.4
0.5
0.6
0.7
0.8
0.9
1
Agent Skill Range (ordered by “service”)
ProcessEffectivenesService Documentation
Agent
Perc
ent A
chie
ved
in E
valu
ation
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Documentation is the biggest problem with only 65% of process correct and with high variability
Effectivenes Service Process Documentation0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
Call Monitoring Agent Skills
AverageRange
Call Monitoring Section
Perc
ent A
chie
ved
in E
valu
ation
Energetic (57%) Review (58%)
Verify user information (63%)
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Findings: data collection and insight
1. USG one-on-one Interviews
Qualitative Data 2. Department Focus Groups
3. Follow-up Calls
Analysis of Interactions4. Survey data
5. Call Monitoring
6. Best PracticesCustomer
Employee
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6. What are the best customer-centric companies doing?
1. 2011 Temkin Experience Ratings Report
2. Beyond Satisfaction: J.D. Power 2012 Customer Service Champions Report
3. BusinessWeek Customer Service Champs
4. StellaService Best Customer Service Companies
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Entrepreneurial empowerment
Welcome to Nordstrom
We're glad to have you with our Company. Our number one goal is to provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to achieve them.
Nordstrom’s Employee Handbook gives employees complete freedom to satisfy customer
Does the same:
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Aggressive, customer-focused new hire training for all
Does the same:
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Customer-centric values
10 Core Values:
1. Deliver WOW Through Service
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Values lead to actionable employee expectations
20 Basic Expectations:
7. Guest incident action forms are used to record and communicate every incident of guest dissatisfaction. Every employee is empowered to resolve the problem and to prevent a repeat occurrence.
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Reinforce values through daily meetings
“Lineup”15-minute meeting
“Wow story" of the day
Recognize an employee’s commitment in front of his or her peers and to reinforce a service value.
Does the same:
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Solutions
A. Service-focused culture and structure
B. Entrepreneurial empowerment
C. Business Relationship Managers (BRMs)
D. Minimize perceived wait time
Qualitative Data Analysis of Interactions Best Practices
Handout p.1
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Supporting Activities
A. Service-focused culture and structure
ITS Mission/Purpose
USG Mission/Purpose
SD DS
Customer-Centric Values and Goals
Agent Expectations and Standards
New Hire Training
Feedback/ Reinforcement-Lineups
-Call Monitoring
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New Hire Training
ITS Customer Training• Department shadowing• Call center training
USG Components of Measurement1. Process: If this, then this scenarios
2. Effectiveness: Knowledgeable
3. Service: Helpful, nice, professional, clear
4. Documentation: User information, good writing
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Feedback/ Reinforcement: Call Monitoring
1. Education
1. Suggestions
2. Holes
3. Call recording
2. Motivation
Suggestions:1. If the problem is not solvable, specifically by the service desk, work hard to explain the circumstance and that we cannot service the product. We will help out initially, but no more. We should not have spent 32 minutes on this call. 2. Good job taking ownership of issue and looking at all aspects of the problem. 3. Why didn't you close out the case in Heat after you worked on it?
ServicePersonable 0.5Energetic 0.4375Willing to Help 0.67Empathized 1Courteous 1
Handout p.10
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B. Entrepreneurial Empowerment
• Checklists• Cross training
– Self-assign with ETAs• Case flow (next slide)
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Case from birth until death
User has issue
Handle yourself. Escalate to self if possible.
Escalate outside. Warm transfer.
Case Closed
User receives email: Case closed correctly?
Yes: Ok. Customer’s case is done.
No: Resolve problem and put priority.
No Response: : If survey is not filled out after 2 days, call customer back. Ensure case is resolved. Direct to survey either way.
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C. Business Relationship Managers
• Overview: Serve as a link between USG and WCMC departments so that we can better get user feedback and address their needs.
• Additionally:– Individually train main contacts to make
super users– Department-to-department communication
and best practices– Personal relationships
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D. Minimize perceived wait time
• Updates(Apple)• ETAs of current queue (The Ritz-Carlton)• Automated call dialogue: ETAs when user calls
service desk (Disney)
*not addressing overall wait time issues because not addressing the system
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Next Steps: Solutions Phase 1
• Service-centric– Now: daily meeting “lineups”– Now: 2 calls/ month/ agent. Review in 10 minute monthly
meeting– Top-level decisions: values/purpose– Draft expectations with agents– Collect training material
• Empowerment– Draft “new connects” checklist for each department– Have requester sign off when completed
• BRMs– Roles/ responsibilities
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Next Steps: Customer Feedback
• BRMs: weekly meetings. Submit meeting minutes to manager• Agent follow-ups: 5 follow-ups will have feedback questions
– Directing to survey
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