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Thursday 4-smith toney


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Trees and Utilities Conference 2017

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Thursday 4-smith toney

  1. 1. Customer Satisfaction at PG&E What we’ve learned and where we’re headed.
  2. 2. Why Customer Satisfaction Matters • We need customers to understand how our work directly affect public safety and service reliability. • Even utilities find themselves in a competitive marketplace – our image affects investor confidence and customer loyalty. • Educated, engaged, and highly-satisfied customers become partners supporting operational excellence.
  3. 3. Overview of Cust Sat at PG&E
  4. 4. PG&E - Our Footprint
  5. 5. Who is Impacted? Utility Customer Pre-Inspection Contractors Tree Trim Contractors Regulatory Agencies Municipalities Community Urban Forest Governmental Organizations Industry Organizations Media
  6. 6. Our customers most likely did not ask for this… • Uninvited guest • Noisy • Big guys with big trucks • Don’t touch my trees! • The aftermath of debris Castle Analogy …but they’re going to get it! • Property access • Line clearance pruning • Best practice removals • Hazard tree removals
  7. 7. Customer Satisfaction and Contract Staff ● Our Client’s Customers ● Representing Utility ● Physical touchpoint What impression do we leave?
  8. 8. What is Good Customer Satisfaction? Informed Customers: ● What is going to happen? ● When is it going to happen? ● Why is it going to happen? ● What will it look like after? Friendly and Knowledgeable Contract Staff Safe, clean and efficient work Follow Through
  9. 9. Customer Satisfaction? Multiple Priorities ● Safe and Reliable Power ● Worker Safety ● Job Site Safety ● Efficiency ● Quality of Work ● Environmental Concerns ● Policies and Procedures Where does customer satisfaction fit in?
  10. 10. How do we bridge the gap and set our program and our tree crews up for success?
  11. 11. It’s all about buy-in! When our customers see the value in our work and have an effective understanding of its scope, they are much more likely to be satisfied with the result.
  12. 12. Our Original Survey Initiative Initiated in 2005 during an early customer satisfaction improvement effort We wanted to know our customer’s perspectives: • What are the most important aspects of our program to our customers? • What we could do to improve their perceptions. • How do we ensure buy-in? • Do our customers understand our veg work helps ensures public safety by reducing power outages?
  13. 13. Our Current Survey
  14. 14. Our Current Survey 12 questions/four themes (an example from each): 1. Notification: Did you receive notification regarding the tree pruning or tree removal work performed on your property? 2. Tree Work Crew: Professionalism and courtesy of the tree crew. Cleanliness of job site, free of litter. 3. Quality of Work: Did the utility pruning/removal work match the description provided in the notice or in person? 4. Overall Satisfaction: Please rate your overall satisfaction with PG&E’s tree pruning or tree removal work performed.
  15. 15. Survey: Opportunity or Risk? What does this survey mean for contractors? An Opportunity: ● Analyze our efforts ● Focus customer satisfaction efforts ● Provide individual feedback ● Improvement ● Measure our performance Feedback is a gift
  16. 16. Do you survey? How About You?
  17. 17. The Data (High-Level Visual) Overall performance score % for our entire operation and each operational area.
  18. 18. The Data (Digging In) Question 13: Detailed feedback (verbatim customer comments) “I value trees and appreciate when pruning or removal is done with thoughtfulness.” “The trees should be pruned to shape the trees in residential areas.” “I was not aware of any pruning on my property.” “Now what do I do with all the logs?” “The crew carefully pruned tree to our satisfaction. Careful & thorough. Thank you!” “Excellent crew - communicated well, very professional and considerate of residents needs to minimize description of daily activities.”
  19. 19. The Data (Discovering Insights) How do I make sense of all this?
  20. 20.  Cleanliness - "crew did not clean“ - "clean up this mess” - “clean up after them” - “debris on my property”  Job Quality - “should have tried harder” - “were just hacked off”  Notification - “I was not notified” - “I was not contacted” - “I received no notice”  Cleanliness - “debris” - “clean” - “pieces”  Job Quality - “aesthetics” - “hacked”  Notification - notification - advanced - notice The Data (Discovering Insights) Frequently used phrases and single words associated with lower scored survey responses.
  21. 21. The Data – What We Learned For our customers, the most important aspects of our program over time have been the “big three”. 1. Notification 2. Debris 3. Aesthetics “PG&E’s utility directional tree pruning work reduces the number of power outages in your community.” Almost 90% say they agree!
  22. 22. What We Learned as Contractors ● Better understand customer perception of program and contractor staff interactions ○ Pain points ○ Positive impressions ● Target feedback ○ Company/Contractor ○ Pre-Inspection/Tree Crew ○ Individual Crew and Inspector ● Areas for improvement ○ Focused efforts
  23. 23. What We Did In Response 1. Established contractor incentives 2. Implemented action plans 3. Identified best practices 4. Supported contractor improvement initiatives
  24. 24. The Data – what we did in response Improvement Tools: 1. Contractor Incentives Awarded only if minimum criteria are achieved: • Operational targets • Regulatory compliance goals • Customer satisfaction score Overall score ≥ 45% excellent or very good (Raised to ≥ 55% in 2014) How do incentives translate to the “boots on the ground” who drive performance? How do we recognize and reward represented employees?
  25. 25. Improvement Tools: 2. Action Plans 1. Targeted training 2. Community events 3. Social media campaigns 4. Refresh website and printed collateral
  26. 26. Best practices Target what matters most to the customer Encourage direct contact Increase focus on tree crew interaction Messaging and talking points Smile! ☺ Improvement Tools: 3. Best Practices
  27. 27. Improvement Tools: 3. Best Practices Tough guys with ropes and sticks…. Argh!
  28. 28. Improvement Tools: 3. Best Practices Your friendly, neighborhood tree professionals – Jesus and James!
  29. 29. Improvement Tools: 4. Contractor Initiatives From Arborist to Customer Service Specialist Field personnel engagement Customer service training Consistent messaging and talking points Benchmarking and calibration
  30. 30. Improvement Tools: 4. Contractor Initiatives Field Personnel Engagement Focus during hiring process Increased presence at community events Individual feedback Cross-training Benchmarking and Calibration Customer Satisfaction “stand downs” to correct poor trends
  31. 31. Improvement Tools: 4. Contractor Initiatives Customer Service Training Training ● New Hire Training ● Ongoing Refresher Courses ● Consistent BMPs Coaching ● Modelling (learn by example) ● Role-Play ● Ongoing field audits
  32. 32. Improvement Tools: 4. Contractor Initiatives Customer Interaction BMPs ● Do’s ○ Speak with clarity and confidence ○ Seek customer input and listen ○ Eliminate assumptions ○ Set clear expectations ○ Seek buy-in ○ Provide options when possible ○ Educate ○ Talk with customers before and after work ● Don’ts ○ Bully or Force ○ Ignore Concerns ○ Shift Blame ○ Make promises you can’t keep ○ Hide
  33. 33. Results: Improvement The Data – what it tells us 0.54 0.56 0.57 0.57 0.6 0.6 0.57 0.57 0.61 0.62 0.62 0.61 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 CUSTOMER SATISFACTION Consistent System Performance Improvement
  34. 34. Customer Satisfaction Improvement Case Study: Data Analytics and Improvement Efforts in Action
  35. 35. Case Study: Data Analytics PG&E Central Coast Division 10 years of continual improvement Sudden sharp drop in survey scores What caused sudden shift? 53.60% 54% 62% 63% 61% 63% 63% 58% 65% 41% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 CENTRAL COAST DIVISION CUSTOMER SAT SCORES
  36. 36. Case Study: Data Analytics Challenge: • No change in initiatives, training or contractors • No change in demographics • No apparent cause in survey results Solution: Data Analytics • Able to leverage power of survey data • Compared responses on multiple dimensions • Answered the question: Is there a causal relationship between overall satisfaction and the individual fields surveyed?
  37. 37. Case Study: Data Analytics Findings: Drop in Overall Customer Satisfaction related to: • Notification • Cleanliness of Job Site
  38. 38. Case Study: Data Analytics What we did in response: Customer Satisfaction Specialists (PI & TC) Increased Training Focus on: Notification BMP’s Role-Playing Modelling Jobsite clean-up Follow-up after work 53.60% 54% 62% 63% 61% 63% 63% 58% 65% 41% 57% 65% 40.00% 45.00% 50.00% 55.00% 60.00% 65.00% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2016-2 2017 CENTRAL COAST DIVISION CUSTOMER SAT SCORES
  39. 39. The Future: Surveys - Keep It Simple! This is the age of surveys! Our customers are busy. Keep this in mind when designing or refreshing surveys; • Clear and concise • Relevant • Convenient (optional format) • Quick (timely feedback) • Targeted
  40. 40. The Future: Big Data – At A Glance
  41. 41. The Future – Breaking Paradigms New approaches to customer communication: 1. Social media 2. Real-Time (Chat/text/email) 3. Online options 4. Individual customer preferences 5. Community specific 6. Emerging Technology With new technology, how do we maintain the “personal touch?” LiDAR
  42. 42. The Future – How Far Will We Take This? Questions to consider: • How much improvement is targeted? • What resources are available? • Are we merely improving the score or are we actually paving the way for operations and improving customer experience? • Is it possible to maintain the focus through cultural efforts vs. specific initiatives which may carry direct costs?
  43. 43. Summary of Today’s Content: 1. Why Customer Satisfaction Matters? 2. Challenges 3. Survey 4. Improvement tools 5. Case Study & Contractor Perspective 6. The Future Wrapping Up
  44. 44. Wrapping Up
  45. 45. READ AND DELETE For best results with this template, use PowerPoint 2003 Thank You Joel Smith, Pacific Gas and Electric Company Rob Toney, Davey Resource Group