Managing Change: Transformation for Productive Public Services 6/12/2016

Transformational change – the behaviours to deliver

success

Blue Sky Performance Improvement

Agenda

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01 How the landscape has changed - creating the why?

02 The five stage transformation journey

03 The nine things leaders do to deliver successful service transformation

04 A real example to share05 Measuring success06 What next?

Cilla McKayAccount Director


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Working in partnership


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A thoroughly modern public service landscape


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Three drivers of change


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Stakeholder engagement and set directionA leader–led transformation model to make change stick


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Create the climateTo create emotional and intellectual engagement to change, clarity around the burning platform for transformation and set expectation and provide tools and approaches for role-modelling customer service behaviours

The things leaders do in ‘best for service’

organisations to create the climate for

great customer experiences


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Create the climate for leaders

Engage people

Shift and reframe (negative thinking)

Leverage the empowerment culture

Symbolic actionShow up

Clear the path

Create accountability

Encourage the new customer focused behaviours

Create a culture of positive critique


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Case study objectivesClient objectives:• To move 85% of customer transactions online by April 2017• To enhance the customer experience and make it easy to

do business• To reduce the cost to serveDiagnostic objectives:• Behaviours – customer experience – what is happening

today• What channel - nature of the calls coming in, so we can

identify if the enquiry can be delivered in an online environment

• Repeat contact analysis; to what degree are the agents and advisors delivering clear next issue avoidance

• Share the business case for the art of the possible – the opportunities - What is the conclusion, recommendations and the return on investment opportunities?


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Supporting objectives:• To gain true insight on the level of customer traffic via

available digital channels for contact• To identify the degree to which the principle of next issue

avoidance is being used to minimise repeat calling• The define the behaviour and mindset operational line

managers need to create the climate for digital and non-digital customer experience

• To drive operational line manager ownership and responsibility for encouraging performance outcomes to deliver against the customer experience (performance dashboard) you define


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Case study – initial insights

of the calls observed could have been carried out through a digital channel

95%

“Customers get a better experience by calling the Customer Success team“

“When a good (7 score) level of advocating for the customer was present on a

call 75% of customer issues were resolved and

when a poor level of advocating (3 or less), just

27% of calls were resolved)

7%

46%

39%

9%Directing away from digital NothingRaises awarenessFacilitated the move

Digital conversations

of calls did not have timescales clarified

40% of all calls featured advisors using non-confident language e.g.: “Somebody will be in touch soon; they should arrive tomorrow; it might happen, I dunno”

65%


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How we uncovered top performer behaviours

A bespoke behaviour analysis observation template was created using insights from Blue Sky thought leadership research into effective service behaviours and key elements from the Customer Effort research. Additional analysis was performed to look at specific behaviours

and identify trends that came out of the data…


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Comparison of your best and worst performers

0123456789

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Average of Top 4 performers (calls only)

10 = Extremely good7 = Good example3 = Poor performance1 = No evidence of behaviour


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Digital focus in conversations – what was happening

“XX should facilitate the move to digital by

educating their customers” 7%

46%39%

9%Directing away from digital NothingRaises awarenessFacilitated the move

Top performer behaviours:• EARN the right to ask

the customer• Educate customers on

the benefits of digital • Educate customers on

how to use it


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The six behaviours to drive transformational change

Verifies customer objectives

Advocate for the customer – own it

Teaches the Customer

something new

Tailors solution Sign-posts and clarifies next

steps

Effective acknowledgment


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A webchat observation example (2)Caller: “ Hi Dominic*”CSA: “Hi xxx, how can I help?”Caller: “I want to include my wife on my tenancy agreement please. Is it right I have to get a solicitor to write a new one?”CSA: “Let me check, one moment please”

Pause. (approx. 2 mins)CSA: “Hi, what is your address please?”Caller: “xx, Percival Mansions*”CSA: “Yes, that’s right. Is your wife xx?”Caller: “No, that’s my brother, my wife is xx”CSA: “Ah sorry”CSA: “Fine, she is already listed on the address as a tenant…”

Caller: “I didn’t understand what you meant”Caller: “Sorry, I’m not the sharpest tool ”

Pause: (approx. 2. mins)CSA: “I have been informed by my manager that the tenancyagreement is a legal document, it is rarely possible to change them. If you did decide that you want a new tenancy agreement, you have to email xxx”Caller: “Ok, thanks”CSA: “Is there anything else I can help you with?”Caller: “No. Thanks”CSA “Bye”Caller: “Bye”


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Measuring the impact of your investment from start to finish using the Kirkpatrick model

Managing Change: Transformation for Productive Public Services 6/12/2016

Leadership & Management

Transcript of Managing Change: Transformation for Productive Public Services 6/12/2016