p. 1
User Support Group
Customer Service and Quality
weill.cornell.edu
John Scrugham
Customer Service Quality Intern
jos20...
p. 2
What I’m doing here
• Customer Service Quality Analyst
– User Support Group
– Directly report to Robert Pereda
• Corn...
p. 3
Roadmap
 Overview of Project
 Findings
 Solutions
 Next Steps
p. 4
Findings: data collection and insight
1. USG one-on-
one Interviews
Qualitative Data 2. Department Focus Groups
3. Fo...
p. 5
1. USG Interviews
• Service Desk
– Ownership
– Understanding the customer
• Desktop Support
– Ownership
– Documentati...
p. 6
2. Department Focus Groups
• Web of Support—Customers are asking for
tools:
– to better troubleshoot their own issues...
p. 7
3. Follow-up Calls: what the customers had to say
• Communication of process
• Making sure issue is solved
p. 8
Findings: data collection and insight
1. USG one-on-
one Interviews
Qualitative Data 2. Department Focus Groups
3. Fo...
p. 9
4. Survey: summary of satisfaction
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec...
p. 10
Time to complete email request and wait time with
online request and desktop support are major issues
1.50
2.00
2.50...
p. 11
Time to complete a case and agent knowledge are
strong determinates of customer satisfaction
Regression Statistics
M...
p. 12
Time is most important to customer indicated in survey
free response
0
20
40
60
80
100
120
140
160
180
200
Time Help...
p. 13
5. Call Monitoring
1. Agent quality/ performance
2. Service desk quality in 4 areas of performance measurement
Hando...
p. 14
Agent quality/ performance is highly variable
0.4
0.5
0.6
0.7
0.8
0.9
1
PercentAchievedinEvaluation
Agent
Agent Skil...
p. 15
Documentation is the biggest problem with only 65% of
process correct and with high variability
0.3
0.4
0.5
0.6
0.7
...
p. 16
Findings: data collection and insight
1. USG one-on-
one Interviews
Qualitative Data 2. Department Focus Groups
3. F...
p. 17
6. What are the best customer-centric
companies doing?
1. 2011 Temkin Experience Ratings Report
2. Beyond Satisfacti...
p. 18
Entrepreneurial empowerment
Welcome to Nordstrom
We're glad to have you with our Company. Our number one goal is
to ...
p. 19
Aggressive, customer-focused new hire training for all
Does the same:
p. 20
Customer-centric values
10 Core Values:
1. Deliver WOW Through Service
p. 21
Values lead to actionable employee expectations
20 Basic Expectations:
7. Guest incident action forms are used to re...
p. 22
Reinforce values through daily meetings
“Lineup”15-minute meeting
“Wow story" of the day
Recognize an employee’s
com...
p. 23
Solutions
A. Service-focused culture and structure
B. Entrepreneurial empowerment
C. Business Relationship Managers ...
p. 24
Supporting Activities
A. Service-focused culture and structure
ITS Mission/Purpose
USG Mission/Purpose
SD DS
Custome...
p. 25
New Hire Training
ITS Customer Training
• Department shadowing
• Call center training
USG Components of Measurement
...
p. 26
Feedback/ Reinforcement: Call Monitoring
1. Education
1. Suggestions
2. Holes
3. Call recording
2. Motivation
Sugges...
p. 27
B. Entrepreneurial Empowerment
• Checklists
• Cross training
– Self-assign with ETAs
• Case flow (next slide)
p. 28
Case from birth until death
User has issue
Handle yourself. Escalate to self if
possible.
Escalate outside.
Warm tra...
p. 29
C. Business Relationship Managers
• Overview: Serve as a link between USG and
WCMC departments so that we can better...
p. 30
D. Minimize perceived wait time
• Updates(Apple)
• ETAs of current queue (The Ritz-Carlton)
• Automated call dialogu...
p. 31
Next Steps: Solutions Phase 1
• Service-centric
– Now: daily meeting “lineups”
– Now: 2 calls/ month/ agent. Review ...
p. 32
Next Steps: Customer Feedback
• BRMs: weekly meetings. Submit meeting minutes to manager
• Agent follow-ups: 5 follo...
p. 33
p. 34
Questions?
weill.cornell.edu
John Scrugham
Customer Service Quality Intern
jos2069@med.cornell.edu
503.789.0078
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Customer Service Quality at Weill Cornell Medical College IT Call Center

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End-of-summer presentation for the Customer Service Quality Project. It's mission was to determine what the Weill Cornell technology users thought of the IT Call Center's service and what areas to improve customer satisfaction

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Customer Service Quality at Weill Cornell Medical College IT Call Center

  1. 1. p. 1 User Support Group Customer Service and Quality weill.cornell.edu John Scrugham Customer Service Quality Intern jos2069@med.cornell.edu 503.789.0078
  2. 2. p. 2 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
  3. 3. p. 3 Roadmap  Overview of Project  Findings  Solutions  Next Steps
  4. 4. p. 4 Findings: data collection and insight 1. USG one-on- one Interviews Qualitative Data 2. Department Focus Groups 3. Follow-up Calls Analysis of Interactions 4. Survey data 5. Call Monitoring 6. Best Practices Customer Employee Handout
  5. 5. p. 5 1. USG Interviews • Service Desk – Ownership – Understanding the customer • Desktop Support – Ownership – Documentation
  6. 6. p. 6 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
  7. 7. p. 7 3. Follow-up Calls: what the customers had to say • Communication of process • Making sure issue is solved
  8. 8. p. 8 Findings: data collection and insight 1. USG one-on- one Interviews Qualitative Data 2. Department Focus Groups 3. Follow-up Calls Analysis of Interactions 4. Survey data 5. Call Monitoring 6. Best Practices Customer Employee
  9. 9. p. 9 4. Survey: summary of satisfaction 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Percentofsurveys Month Customer Satisfaction: 17 months Very Satisfied Satisfied Unsatisfied Very Unsatisfied 2011 2012
  10. 10. p. 10 Time to complete email request and wait time with online request and desktop support are major issues 1.50 2.00 2.50 3.00 3.50 4.00 Call Email Online Desktop Rating Channel of Customer Ticket Ratings across all channels satisfied time_complete wait_time knowledgeable priority clear
  11. 11. p. 11 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
  12. 12. p. 12 Time is most important to customer indicated in survey free response 0 20 40 60 80 100 120 140 160 180 200 Time Helpful Resolve(d) Knowledgeable Wait Response / Respond Nice/friendly NumberofOccurances Word used in free response Top 7 Things Our User's Value When Dealing With USG Positive Neutral Negative
  13. 13. p. 13 5. Call Monitoring 1. Agent quality/ performance 2. Service desk quality in 4 areas of performance measurement Handout p.6
  14. 14. p. 14 Agent quality/ performance is highly variable 0.4 0.5 0.6 0.7 0.8 0.9 1 PercentAchievedinEvaluation Agent Agent Skill Range (ordered by “service”) Process Effectivenes Service Documentation
  15. 15. p. 15 Documentation is the biggest problem with only 65% of process correct and with high variability 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Effectivenes Service Process Documentation PercentAchievedinEvaluation Call Monitoring Section Call Monitoring Agent Skills Average Range Energetic (57%) Review (58%) Verify user information (63%)
  16. 16. p. 16 Findings: data collection and insight 1. USG one-on- one Interviews Qualitative Data 2. Department Focus Groups 3. Follow-up Calls Analysis of Interactions 4. Survey data 5. Call Monitoring 6. Best Practices Customer Employee
  17. 17. p. 17 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
  18. 18. p. 18 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:
  19. 19. p. 19 Aggressive, customer-focused new hire training for all Does the same:
  20. 20. p. 20 Customer-centric values 10 Core Values: 1. Deliver WOW Through Service
  21. 21. p. 21 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.
  22. 22. p. 22 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:
  23. 23. p. 23 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
  24. 24. p. 24 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
  25. 25. p. 25 New Hire Training ITS Customer Training • Department shadowing • Call center training USG Components of Measurement 1. Process: If this, then this scenarios 2. Effectiveness: Knowledgeable 3. Service: Helpful, nice, professional, clear 4. Documentation: User information, good writing
  26. 26. p. 26 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? Service Personable 0.5 Energetic 0.4375 Willing to Help 0.67 Empathized 1 Courteous 1 Handout p.10
  27. 27. p. 27 B. Entrepreneurial Empowerment • Checklists • Cross training – Self-assign with ETAs • Case flow (next slide)
  28. 28. p. 28 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.
  29. 29. p. 29 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
  30. 30. p. 30 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
  31. 31. p. 31 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
  32. 32. p. 32 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
  33. 33. p. 33
  34. 34. p. 34 Questions? weill.cornell.edu John Scrugham Customer Service Quality Intern jos2069@med.cornell.edu 503.789.0078

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