Rockit

IT and SCC BPO Presentation CONCIERGE A Behavioural Approach to Service Excellence Lee Laver UK North IT Service Delivery Director March 2007

Problem Service Excellence is Avoidable Poor behaviours go unchallenged Personal leadership isn’t developed Not in face, not embedded in all we do Inconsistent messages Predictable – it’s what you would expect Unthreatening – too much comfort Doesn’t involve client No appreciation of each other or the client Impersonal – easy to hide away But, the more we do what we’ve always done the more we’ll get what we’ve always got.

Three Wakeup Strands rockIT Personal Leadership – Responsiveness, Ownership, Communicate, Keep Promises Make Service Excellence unavoidable Address the core behaviours in the organisation aspire Where next ? True leadership Coach the next generation of leaders Clear the way for aspirational youth reason Understand why we are here Appreciate the bigger picture

Future post - rockIT Service Excellence embedded, not special Running in the same direction post - aspire Leadership evident in increasing numbers Fantastic decision making post - reason Clear on the impact we have Focus on continuous improvement

IT really is rockIT Science after all

Features Responsiveness, Ownership, Communication, Keeping Promises Launch Workshops Secondments Intergroup Perception Reporting Integrated into BAU by leaders

Launch Hand signed letter to every employee – weekend timed Posters and Handbook Exec sponsorship Different letter to leaders (place them in a position) Whole programme already planned Threatening

Workshop Different, unexpected, chaired by champions not poor “leaders” Mandatory - 3 hours – 10-14 attendees at a time Client video and in person presentation Exec sponsor in person presentation Future part of induction Features video, soundtracks, recorded calls, props, exercises Says whats coming next – other deliverables

Secondments Between groups connected in supply chain (see later) Last for up to 2 weeks Everyone 2 in the first year Objectives set and reviewed at end of secondment Not an option

Intergroup CPR (1) In Liberata it is easy to ignore the issues we have with our peers, we let harmful conversations go unchallenged at the coffee machine,during cigarette breaks. We act as though requests are optional. Private conversations such as “group X are unhelpful”, “don’t know why we bother when they don’t” etc are harmful. End result is relationships between teams can fester without anyone knowing or nipping the problems in the bud. Moreover, when conversations are between role models, it can send the wrong messages to impressionable staff.

Intergroup CPR (2) Define position in supply chain 3 suppliers and 3 customers Feedback mandated every 2 weeks (good and bad) Feedback returned to leader – must be acted upon and responded to Leaders targeted / objectivised to improve perception Visible results

Intergroup CPR(3) My Team My Services My Requirements Inter Group Perception Management

Intergroup CPR(4) Feedback is measured. Additional comments are collated textually. Scores and action plans should be prominently displayed in a team environment. Individual and Central Training and Development plans should be informed and advised by this initiative. Those that ignore would have to be dealt with. If you cant change your people, then change your people. Ownership Ownership Ownership Ownership Ownership Communication Responsiveness Promises

Integration into BAU Team Meetings, minutes and actions Objectives and Appraisals Reward and Recognition Induction Challenging unacceptable behaviour Communicates achievements

Benefits Open and Honest, Identifies problem areas Feeds improvement – ensures right initiatives, challenges right people Challenging & confrontational - uncomfortable, changes behaviours Improves performance – right people aspire to the right role models Improves behaviour – rewards ROCK Boosts morale – deals with poor behaviours

Threat / Mitigation No support for plans – commitment to provide, sponsored by Bob Open to abuse – initial threat only, central co-ordination Feels like an imposition – sold from the top as a benefit, rewards Could be ignored – full frontal, never goes away Morale drops – sold as not being a threat, must feel threatening Poor people rebel – remove them Organisation knows its coming – surprise launch

Important ... Exec Board Sponsor Applies to everyone Must be part of induction Must be threatening / challenging Must be unavoidable Must have sponsor Run by best people, not managers Different Pictures, not words Clients involved Videos, soundtracks, props Delivered with passion Requires marketing Address behaviours and impact

Measure ... Not really necessary – you will know it when you see it Everything I see and everything I hear ………. Customer Perception and Productivity should improve

Features Hand picked – less than a dozen people, nominated by colleagues Brought into the decision making process 121 with leaders every week Coaching and exposure to real life biased Tests commitment, monthly outside of work Individuals take on a challenge in their own time Book club

reason Team Purpose Analysis – how well are we positioned Why are we here ? Focuses on big picture Continuous Improvement Involves all team members Development Plans

Mapping I don’t Know I Know You all Know You don’t all Know NOT GOOD GOOD Excellence

Questions Why are our responsibilities ? What is our role as a team and individuals ? Who are out customers / suppliers ? What do our clients think of us ? How might we improve ? Who is best equipped for what ?

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