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You’ve Been Shopped! Mystery Shopping for Better Service The UCF Libraries Experience Marcus...
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Transcript of You’ve Been Shopped! Mystery Shopping for Better Service The UCF Libraries Experience Marcus...
You’ve Been Shopped! You’ve Been Shopped! Mystery Shopping for Mystery Shopping for
Better ServiceBetter Service
The UCF Libraries ExperienceMarcus Kilman
Tools for better customer Tools for better customer service:service:• Hiring the right people• Training
• Department internal training• UCF training• Other• OPAC/Database training• Reference Interview training• Printer/Copier service training
• Empowerment
Tools for better customer Tools for better customer service (cont):service (cont):• Judgment• Mutual Trust• Job Satisfaction• Feedback
• Surveys• Suggestions/Comments Box (also online)• Open Door policy• Mystery Shopper
Mystery Shopping at UCFMystery Shopping at UCFAvailable through UCF Human
Resources’ Office of Organization Development & Training
Developed and facilitated by training consultant Marjorie Chusmir
Circulation Department has completed two Mystery Shopper surveys (May 2006 and October 2007)
Planning the Mystery Planning the Mystery Shopper surveysShopper surveysFirst survey preceded by the Myers-
Briggs Type Indicator sessionMet with facilitators to define
various shopper interactionsInteractions were both in-person
and telephoneInteractions were designed to be
“problem patrons”
Example “shopper” Example “shopper” interactions:interactions:As a student, attempt to check out
video or book without UCF IDCall circulation desk with book title
and ask staff to retrieve book and hold at desk
Try to check out a book using driver’s license only, claiming to be local resident who “pays taxes”
Ask at the circulation desk to reserve a study room
Measures of success:Measures of success:In person• Customer awareness• Customer Service
Over the phone• Greeting• Friendliness• Service
All interactions were anonymous
Scale of measure:Scale of measure:Strength = interaction was rated
high overallNeeds improvement = some
elements were rated high and others were not
Strong Development Need = most elements were rated low
First survey results:First survey results:In-Person:• Customer Awareness = Strength• Customer Service = Needs
Improvement
Over the Phone:• Greeting = Strength• Friendliness = Needs Improvement• Service = Needs Improvement
Recommendations:Recommendations:Staff form 3 groups to develop
strategies to address:• Friendliness (be “warm and friendly”
not just “polite and professional”)• Phone etiquette (formalize
procedures for answering and transferring calls, referring when necessary, importance of attitude)• Service (attention to details,
thoroughness)
Second survey measures:Second survey measures:Measures of success were:• In-person• Customer awareness• Customer service• Policy Adherence
• Over the phone• Greeting• Friendliness• Service • Policy Adherence
Scale of measure:Scale of measure:Strength = interaction was rated
high overallOpportunity for improvement =
some elements were rated high and others were not
Strong Development Need = most elements were rated low
Second survey results:Second survey results:In-person• Customer awareness = Strength• Customer service = Opportunity• Policy Adherence = Strength
Over the phone• Greeting = Opportunity• Friendliness = Opportunity• Service = Strength• Policy Adherence = Strength
Recommendations:Recommendations:Staff continue to work on “warm
and friendly” versus “polite and professional”
Conclusions:Conclusions:Mystery Shopper surveys
produced no “big surprises”Mystery Shopper surveys are
useful when used in conjunction with other feedback and survey tools
We will continue to use the Mystery Shopper surveys on an irregular basis• Ask for more “aggressive” shoppers