Hepta Serve Service Transformation

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  • Hepta Serve Service Transformation

    1. 1. “ There is only one boss, and whether a person shines shoes for a living or heads up the biggest corporation in the world, the boss remains the same. It is the customer! The customer is the person who pays everyone’s salary and who decides whether a business is going to succeed or fail. In fact, the customer can fire everybody in the company from the CEO on down , and he can do it simply by spending his money somewhere else. Literally everything we do, every concept perceived, every technology developed and associate employed, is directed with this one objective clearly in mind – pleasing the customer.” - Sam M. Walton, CEO Wal-Mart
    2. 2. Hepta Serve Model for Service Transformation
    3. 3. Hepta Serve Model Process Focus Business Health Check Design Process Rollout Institutionalization
    4. 4. Leadership Commitment
    5. 5. Leadership Commitment <ul><ul><li>Managerial Commitment & Time </li></ul></ul><ul><ul><ul><li>Service Quality Champion </li></ul></ul></ul><ul><ul><ul><li>Service Reviews </li></ul></ul></ul><ul><ul><ul><li>Develop Standards </li></ul></ul></ul><ul><ul><ul><li>Establish Scorecards with Internal & External Matrices </li></ul></ul></ul><ul><ul><ul><li>Monitor Implementation </li></ul></ul></ul><ul><ul><ul><li>Short Interval Control & Review Process </li></ul></ul></ul>
    6. 6. Best Practice : Leadership <ul><li>Best Practice : Leading US Bank </li></ul><ul><ul><li>Establishing an Executive Level “Champion” & Monthly Service Quality Meetings chaired by CEO </li></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><li>Designating an executive-level &quot;Service Quality Champion&quot; whose sole job is to boost service quality measurements </li></ul></ul><ul><ul><li>Monthly high-level Service Quality Meetings chaired by the CEO and run by the Service Quality Champion </li></ul></ul><ul><ul><ul><li>Hold leaders responsible for improving service quality performance </li></ul></ul></ul><ul><ul><ul><li>Department and division leaders report on and review the bank's many service metrics </li></ul></ul></ul><ul><ul><li>Partnership with Gallup to help the company establish and enhance its Service Measurement Program and evolve it into a superior customer loyalty effort. </li></ul></ul>
    7. 7. Leadership Commitment <ul><li>Best Practice : Indian Bank </li></ul><ul><ul><li>Organizational Structure to facilitate setting up of a dedicated Service Quality Group with a defined mandate to measure, improve & drive service quality initiatives </li></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><li>Dedicated “Customer Service Quality Group” with its Design on </li></ul></ul><ul><ul><ul><li>Service metrics to measure performance of every unit </li></ul></ul></ul><ul><ul><ul><li>Identification of root causes for service breakdowns </li></ul></ul></ul><ul><ul><ul><li>Customer communication </li></ul></ul></ul><ul><ul><ul><li>Customer feedback analysis </li></ul></ul></ul><ul><ul><ul><li>Convener of “Customer Service Council” constituting heads of various departments to monitor, track & report progress on various customer service initiatives </li></ul></ul></ul><ul><ul><ul><li>“ Internal BPR Unit ” with its Design on implementation of policies and process improvements relating to service delivery across all retail products and channels </li></ul></ul></ul>
    8. 8. Best Practice : Leadership <ul><li>Best Practice : Leading Indian Bank </li></ul><ul><ul><li>Measurement includes external feedback from Customers. The integration of service performance matrices into employee performance management </li></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><li>Internal & External measurement metrics </li></ul></ul><ul><ul><ul><li>External Feedback from customers </li></ul></ul></ul><ul><ul><ul><li>Internal metrics of “Audit ratings” and “Sigma levels” </li></ul></ul></ul><ul><ul><li>Using the service quality &quot;numbers&quot; just as management uses its financial numbers: to establish goals, measure and reward performance, and make changes to reach established goals </li></ul></ul><ul><ul><li>Complete integration of customer service into the employee Performance Management System at all levels of hierarchy </li></ul></ul>
    9. 9. Process
    10. 10. PROCESS CAPABILITY <ul><li>Two Elements to Process Capability: </li></ul><ul><li>Organizational piece </li></ul><ul><ul><ul><li>What do we do? </li></ul></ul></ul><ul><li>Flexible </li></ul><ul><li>Human piece </li></ul><ul><ul><ul><li>How do we do? </li></ul></ul></ul><ul><li>Customer Friendly </li></ul><ul><li>In-patient Admissions: A family shows up for admission </li></ul><ul><ul><ul><li>The business piece includes checking the registration, reserving bed, handing out necessary brochure, collecting the advance money, etc. </li></ul></ul></ul><ul><ul><ul><li>The human piece includes a cheery greeting, offer of information, a comfortable seating area. The human piece may also include changing the bed type if the family wish to change, making special arrangement for an unexpected handicapped individual, etc. </li></ul></ul></ul>
    11. 11. Process Capability <ul><li>Best Practice : Leading Indian Bank </li></ul><ul><ul><li>Role definition , Documentation & Measurement for Processes </li></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><li>Processes are classified into: </li></ul></ul><ul><ul><ul><li>Enabler Processes </li></ul></ul></ul><ul><ul><ul><li>Support Processes </li></ul></ul></ul><ul><ul><ul><li>Management Processes </li></ul></ul></ul><ul><ul><li>All processes are documented and control documents are managed as per Document Management system guidelines </li></ul></ul><ul><ul><li>Measurements are established for all the processes and data collection done to track performance </li></ul></ul>
    12. 12. Continuous Process Improvement <ul><li>Continuous Root Cause Analysis & Process Improvements </li></ul><ul><ul><li>Identify and extract issues that concern the customer </li></ul></ul><ul><ul><li>Obtain feedback from units who interacted with the customer </li></ul></ul><ul><ul><li>Review of current process of handling the raised issue </li></ul></ul><ul><ul><li>Identify root cause of failure, if any </li></ul></ul><ul><ul><li>Initiate process change (if required) and track impact </li></ul></ul>
    13. 13. Example RCA :Banking <ul><li>Issue : Cheque Deposited Not Credited </li></ul><ul><li>Root Causes & Action Plans </li></ul><ul><ul><li>Cheque rejected / returned cases </li></ul></ul><ul><ul><ul><ul><li>New product line in esearch for uploading reject cheques </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Strengthening of front end checks . Fortnightly audit by CTD </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Outbound calling at branches for all final returns </li></ul></ul></ul></ul><ul><ul><li>Amount parked in Insufficient details account/collection account </li></ul></ul><ul><ul><ul><ul><li>Pay-in slips with mobile numbers introduced </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Selective Outbound Calling at RPCs to facilitate repair </li></ul></ul></ul></ul><ul><ul><li>Front End Service request creation Errors </li></ul></ul><ul><ul><ul><ul><li>Training given to front end to ensure proper SR type selection </li></ul></ul></ul></ul><ul><ul><ul><li>CTD shared the SR audit findings with front end on fortnightly basis </li></ul></ul></ul>
    14. 14. Process Performance Improvement <ul><li>Example : Reduction of Turn Around Time (TAT) for the customer </li></ul><ul><li>Strategy </li></ul><ul><li>Re-engineering of process flows  </li></ul><ul><ul><li>Segregating dissimilar activities so as to reduce process time </li></ul></ul><ul><ul><li>Map “start & end” of the process of each transaction in consideration </li></ul></ul><ul><ul><li>Identify process gaps, reasons for delay & points where these delays happen </li></ul></ul><ul><ul><li>Set targets based on customer expectations & industry standards </li></ul></ul><ul><ul><li>Initiate process change to meet the desired level of Turn Around Time  </li></ul></ul><ul><ul><li>Measure TAT on a fortnightly basis & convert into a sigma metric on a branch, regional & national level </li></ul></ul>
    15. 15. Six Sigma SIX SIGMA Initiative Activity/ Process Measurement Cash Turn Around Time (TAT) Demand Draft/ Pay Order Turn Around Time (TAT) A/C Opening Forms TAT for the form to reach the Regional Processing Centre A/C Opening Forms Rejection % age of forms rejected System Handover Turn Around Time for branch to handover after customer hours Demat A/C Form Rejections % age of forms rejected NRI A/C Form Rejections NRI A/C Form Turn Around Time
    16. 16. People
    17. 17. People Capability: Training <ul><ul><li>Functional Training: </li></ul></ul><ul><ul><li>SWIFT: Structured Workplace Induction and Functional Training </li></ul></ul><ul><ul><li>Behavioral Training </li></ul></ul><ul><ul><li>Customer First: Behavioural training for customer facing staff </li></ul></ul><ul><ul><li>Continuous testing: The learning matrix </li></ul></ul><ul><ul><li>On-the-job-assistance </li></ul></ul>Multi pronged approach to developing knowledge and skill <ul><ul><ul><li>Centralized Help Desk </li></ul></ul></ul>Example : Leading Indian Private Bank
    18. 18. People Capability <ul><li>Best Practice : Leading US Bank </li></ul><ul><ul><ul><li>Project Green Revolution: Empowering individuals through knowledge is the core value of green revolution </li></ul></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><ul><li>“ Green” stands for an individual’s job proficiency level </li></ul></ul></ul><ul><ul><ul><li>Three proficiency levels of employees: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Never trained on the function </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Trained on the job but less than 3 months on the desk </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Trained and handled the desk for more than 3 months – Champion </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Green Revolution aims at training every employee on minimum 4 functional skills </li></ul></ul></ul><ul><ul><ul><ul><li>2 main skills which is the main function,2 backup skills </li></ul></ul></ul></ul><ul><ul><ul><li>Individual Performance Assessment & Coaching </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Gallup surveys customers who had visited a bank branch or phoned a call center during the previous week </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Within two weeks, everyone from the employee involved in the transaction to top management knows how the customer rated that interaction </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Leaders use the system's weekly reports to Design attention and praise on areas that are performing well -- and to take corrective action in areas that are under-performing </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Service leaders use the information to help team leaders analyze processes that may be creating service quality issues </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Team leaders use the information to coach individual employees on what they have done well and where they need to improve. </li></ul></ul></ul></ul>
    19. 19. People Capability Process <ul><li>INDUCTION </li></ul><ul><ul><li>Customer Service – an organizational value </li></ul></ul><ul><ul><li>Orient to the culture </li></ul></ul><ul><li>FOCUSED TRAINING </li></ul><ul><ul><li>Standards and Scripts </li></ul></ul><ul><ul><li>Skill Enhancement </li></ul></ul><ul><ul><ul><li>Customer handling </li></ul></ul></ul><ul><ul><ul><li>Communication </li></ul></ul></ul><ul><ul><ul><li>Conflict Resolution and Stress Management </li></ul></ul></ul><ul><ul><li>Developing Trainers </li></ul></ul><ul><li>PERFORMANCE MONITORING </li></ul><ul><ul><li>Individual Feedback System </li></ul></ul><ul><ul><li>Coaching and Counseling </li></ul></ul><ul><li>RECOGNIZING & REWARDING </li></ul><ul><li>RE TRAINING </li></ul>
    20. 20. Best Practice - Recruitment <ul><li>Best Practice : Leading Indian Hospital </li></ul><ul><ul><li>The recruitment process of Hiring People with a Service Attitude by identifying competencies & customer service traits </li></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><ul><li>The selection process is well defined, with an interview process emphasizing on these 5 steps. It also ask the interviewer to list 10 competencies, which also should include those behavioral and customer serving traits. </li></ul></ul></ul><ul><ul><ul><li>The JDs, are structured with those service level expectations explicitly getting mentioned. </li></ul></ul></ul><ul><ul><ul><li>The internal site of the organization provide the Manager’s Tips & Tools, on how to assess people on customer service skills, the interview techniques etc. </li></ul></ul></ul>
    21. 21. Service Recovery <ul><li>Best Practice : Leading Indian Hospital </li></ul><ul><ul><li>Uses Service Recovery through a “RELATE” process by Turing Potentially Negative Situations to Positive Ones. </li></ul></ul><ul><ul><ul><li>The healthcare has much larger contact time with the customer, and use of service recovery as a tool is of much greater importance to the industry , than probably anyone else. </li></ul></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><li>Service Recovery Model </li></ul></ul><ul><ul><ul><li>Recognize </li></ul></ul></ul><ul><ul><ul><li>Empathize </li></ul></ul></ul><ul><ul><ul><li>Listen </li></ul></ul></ul><ul><ul><ul><li>Apologize </li></ul></ul></ul><ul><ul><ul><li>Take Responsibility </li></ul></ul></ul><ul><ul><ul><li>Explain what you’re going to do </li></ul></ul></ul><ul><ul><li>Service Recovery Courtesies </li></ul></ul><ul><ul><ul><li>Complimentary upgrade, lunch, a health check, free membership in the clubs, etc., as our tools for service recovery. </li></ul></ul></ul>
    22. 22. Standards & Scripts <ul><li>Best Practice :Leading Indian Hospital </li></ul><ul><ul><li>Using criteria to clearly communicate expectations about performance </li></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><ul><li>Customer Service Standards </li></ul></ul></ul><ul><ul><ul><ul><li>Standard Phrases </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Functional Standards </li></ul></ul></ul></ul><ul><ul><ul><li>Telephone Etiquette </li></ul></ul></ul><ul><ul><ul><ul><li>Standards Phrases </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Call handling </li></ul></ul></ul></ul><ul><ul><ul><li>Personal Grooming Standards </li></ul></ul></ul><ul><ul><ul><ul><li>Dress Code </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Personal Hygiene </li></ul></ul></ul></ul><ul><ul><ul><li>Creating Scripts </li></ul></ul></ul><ul><ul><ul><ul><li>Review Purpose </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Identify Situations </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Involve Staff </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Fine Tune </li></ul></ul></ul></ul><ul><ul><ul><li>Implement </li></ul></ul></ul><ul><ul><ul><li>Monitor </li></ul></ul></ul>
    23. 23. Balanced Measurement
    24. 24. Performance Management <ul><li>Best Practice : Leading US Banks </li></ul><ul><ul><li>An integrated approach to performance management that links service performance, incentivization & coaching </li></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><li>Service Measurement Program is based on six key principles: </li></ul></ul><ul><ul><ul><li>Measuring service quality at the team level </li></ul></ul></ul><ul><ul><ul><li>Measure the key factors that affect service quality and customer loyalty </li></ul></ul></ul><ul><ul><ul><li>Develop effective incentive programs that significantly reward performance </li></ul></ul></ul><ul><ul><ul><li>Measurement process and incentive program should be relatively simple, has substantial face-validity, and is easy to understand </li></ul></ul></ul><ul><ul><ul><li>Communications and training related to the program must be continuous </li></ul></ul></ul><ul><ul><ul><li>Measurement, intervention, and coaching must take place with the individual customer-facing employees as close to the time of their interaction with the customer as possible </li></ul></ul></ul>
    25. 25. Measurement – Managing for Performance <ul><li>Best Practice : Leading Indian Bank </li></ul><ul><li>External Feedback from Customers </li></ul><ul><ul><ul><li>We obtain customer feedback through a monthly survey </li></ul></ul></ul><ul><ul><ul><li>Survey is conducted by an external agency: </li></ul></ul></ul><ul><ul><ul><ul><li>Covering over 90,000 customers across the country </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Covering customers across touch points with the bank </li></ul></ul></ul></ul><ul><ul><ul><li>Survey results are used to design strategic and operational initiatives for improving customer service </li></ul></ul></ul><ul><ul><ul><li>Survey Designes on: </li></ul></ul></ul><ul><ul><ul><ul><li>Customer interaction skills and attitudinal aspects of employees </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Product and Process knowledge </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Quality of resolution provided to the customer </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Other factors impacting quality of service like “Wait time in the queue” etc. </li></ul></ul></ul></ul><ul><ul><ul><li>Results of branches surveyed uploaded on intranet within 48 hrs </li></ul></ul></ul><ul><ul><ul><li>Weekly results of phone-banking shared through intranet </li></ul></ul></ul><ul><ul><ul><li>Immediate correction: business units have opportunity to identify gaps & take quick corrective measures </li></ul></ul></ul>
    26. 26. Service Assurance
    27. 27. Service Assurance <ul><li>Strong Accessibility & Reach </li></ul><ul><ul><li>For a Telecom Provider this Translates to </li></ul></ul><ul><ul><ul><li>Geographical Reach </li></ul></ul></ul><ul><ul><ul><li>24x7 availability </li></ul></ul></ul><ul><ul><ul><li>Resource Availability – Service Desks </li></ul></ul></ul><ul><ul><ul><li>Multilingual approach </li></ul></ul></ul><ul><li>Reliability & Consistency </li></ul><ul><ul><li>For a Telecom Service Provider this Translates to </li></ul></ul><ul><ul><ul><li>Coverage – ( Regional Player / National Player) </li></ul></ul></ul><ul><ul><ul><li>Ability to make and receive calls wherever he wants </li></ul></ul></ul><ul><ul><ul><li>Ability to make / receive calls inside a building </li></ul></ul></ul><ul><ul><ul><li>No Call Drop ( no cut off while talking ) </li></ul></ul></ul><ul><ul><ul><li>Sound Clarity ( No cracking, echo, disturbance or gaps in speech ) </li></ul></ul></ul>
    28. 28. Service Edge
    29. 29. Service Edge <ul><li>Empowerment of Front End </li></ul><ul><li>End to end Process Integration </li></ul><ul><li>Integrated CRM </li></ul><ul><li>Integrated systems </li></ul><ul><li>Real-time information availability </li></ul><ul><li>Capability to execute actions on-line </li></ul>
    30. 30. Service Edge: CRM <ul><li>Best Practice : Leading Indian Bank </li></ul><ul><ul><li>Customized CRM System that has defined workflows, provides system driven tracking of TAT, escalation mechanism to bottleneck & flow back of current status to all channels </li></ul></ul><ul><li>Best Practice Highlights </li></ul><ul><ul><li>Customer Relationship Management System </li></ul></ul><ul><ul><ul><ul><li>Helping to scale up existing processes by defining standard workflows </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Automated workflow and assignment rules for 1700 requests </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Providing system driven tracking by reducing dependence on emails and eliminating follow-ups </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Offering a universal view of the Customer to benefit both the sales and service organizations </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Reducing cost through collaboration between departments and a reduction in deviation from processes CRM rolled out to cover 1000 units over 13000 users </li></ul></ul></ul></ul><ul><ul><ul><ul><li>TAT tracking on an individual and aggregate level </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Built-in 5 level escalation to address individual bottlenecks </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Flow back of information on status to all channels </li></ul></ul></ul></ul>
    31. 31. Service Product Design
    32. 32. Product Development Strategy Feasibility Development Launch Scale-up P0 P4 P3 P2 P1 P0 = do we want to do it ? P1 = is it viable ? P2 = are we ready to launch? P3 = is the project mandate complete ? P4 = is any restructuring needed to enhance success ?
    33. 33. Phase 0 <ul><li>Value proposition </li></ul><ul><ul><li>Does the customer need already exist? </li></ul></ul><ul><ul><li>Will the customers pay to satisfy this need? </li></ul></ul><ul><ul><li>Can we be first in market place with this product? </li></ul></ul>Strategy Feasibility Development Launch Scale-up P0 = do we want to do it ?
    34. 34. Phase 1 <ul><li>Do we know customer requirements ? </li></ul><ul><li>Have we created the product design /specification to meet customer requirements? </li></ul>Strategy Feasibility Development Launch Scale-up P1 = is it viable ?
    35. 35. Phase 2 <ul><li>Is technical installations UAT successful ? </li></ul><ul><ul><li>Operations team tests the system to check if it meets all requirements and processes are in place </li></ul></ul><ul><ul><li>Ensures no glitches during usage by customers </li></ul></ul>Strategy Feasibility Development Launch Scale-up P2 = are we ready to launch?
    36. 36. Phase 3 <ul><li>Preliminary release of product (still under development) for </li></ul><ul><ul><li>Evaluation </li></ul></ul><ul><ul><li>Feedback by select customers </li></ul></ul>Strategy Feasibility Development Launch Scale-up P3 = is the project mandate complete ?
    37. 37. Phase 4 <ul><li>Does the product meet customer expectation? </li></ul><ul><li>Does the product meet our expectation? </li></ul><ul><ul><li>Resolving issues if any during the pilot </li></ul></ul><ul><li>Nation wide phased roll out </li></ul>Strategy Feasibility Development Launch Scale-up P4 = is any restructuring needed to enhance success ?
    38. 38. CONTINOUS IMPROVEMENT “ Even if you are on the right track, You will get run over if you sit there.”
    39. 39. Presentation Implemented

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