5. Customer Segment New Scheme Members – membership range 3 – 8 months Data collection – Focus Group 6 scheme members 3 females and 3 males Key Journey Steps Get the job application. Job application has information about the benefits, including the pension scheme Get job offer. Accept job and wait for more information about my new place of work. Start job. Get lots of information about my new job and pension scheme . First pay slip Pension deducted from pay. Settled into job. Now thinking about my benefits including pensions. Wondering what is happening with pension. Actions / thoughts feelings at each step Happy ‘ Pension was definitely a positive’ Happy ‘ Pleased to get job want to know more’ Busy ‘ learning so much about job can’t think of pension right now’ Confused ‘ I felt it was a bit rude. I had rec’d no confirmation of entry to the scheme’ Unhappy ‘ unsure whether I am in the scheme’ ‘ I had to phone to find out whether I was in the scheme’ Customer Experience Chart Moments of truth Could this step have been avoided x x x Customer improvements/ suggestions Pension information sent with job offer. Maybe not a good time to send information about the pension scheme. Send confirmation before deduction. Enable us to check on-line if I am in the pension scheme. Offer road shows & talks about the pension scheme and benefits when I am settled in my job. Learning / Improvements / Suggestions No action. New scheme members seem happy with the information provided about the pension scheme in the application packs Liase with employers to ensure correct letters and leaflets are being sent. Review and amend recruitment letter and quick guides DDC updates prevents LPF from sending information until at least one month after becoming a scheme member. Working with employers to ensure contribution rates are on 1st payslip. Reviewing LPF "welcome packs" & train staff on DDC uploads. Reviewing "welcome packs" considering quarterly geographical induction presentation, considering piloting e-mail new scheme members mailing 1 month after DOS for CEC members
To put this in context: We want to be the best but recognise the challenging environment we are working in: Public sector in Scotland will be required to find unprecedented levels of savings Huge impact on Edinburgh – estimated savings gap for the Council in 2010/11 is £38m, rising to approx £90m by 2012/13 Demographic shifts and changing customer expectations are also placing significant additional demand on services Increasing pressure for more efficient, easy to access services – “one and done” Additional costs eg equal pay, modernising pay and pensions Recognition that service modernisation and cost reductions are essential but some areas require investment to achieve this
To put this in context: We want to be the best but recognise the challenging environment we are working in: Public sector in Scotland will be required to find unprecedented levels of savings Huge impact on Edinburgh – estimated savings gap for the Council in 2010/11 is £38m, rising to approx £90m by 2012/13 Demographic shifts and changing customer expectations are also placing significant additional demand on services Increasing pressure for more efficient, easy to access services – “one and done” Additional costs eg equal pay, modernising pay and pensions Recognition that service modernisation and cost reductions are essential but some areas require investment to achieve this
To put this in context: We want to be the best but recognise the challenging environment we are working in: Public sector in Scotland will be required to find unprecedented levels of savings Huge impact on Edinburgh – estimated savings gap for the Council in 2010/11 is £38m, rising to approx £90m by 2012/13 Demographic shifts and changing customer expectations are also placing significant additional demand on services Increasing pressure for more efficient, easy to access services – “one and done” Additional costs eg equal pay, modernising pay and pensions Recognition that service modernisation and cost reductions are essential but some areas require investment to achieve this
Putting it into a map for people can help show more clearly how customers felt and what the key stages for their journey. As you can see we have the Key Journey Steps at the top. Then we have gauged how people felt at various stages. We decided whether steps could have been avoided We also included notes of customer suggestions The bottom of the chart was completed by the Customer Journey Mapping project team when they met and suggested ways they could improve the service for customers. The benefits of displaying the information this way are: Deliver information, messages and services at the most appropriate time. Enables you to recognise where and when it makes sense to join things up for the customer. Get it right when it really matters e.g. when emotions are highest or need greatest. Helps identify areas of need and gaps in current delivery. Provides evidence for service delivery redesign – for staff, for partners
To put this in context: We want to be the best but recognise the challenging environment we are working in: Public sector in Scotland will be required to find unprecedented levels of savings Huge impact on Edinburgh – estimated savings gap for the Council in 2010/11 is £38m, rising to approx £90m by 2012/13 Demographic shifts and changing customer expectations are also placing significant additional demand on services Increasing pressure for more efficient, easy to access services – “one and done” Additional costs eg equal pay, modernising pay and pensions Recognition that service modernisation and cost reductions are essential but some areas require investment to achieve this
