creating business value / employee value through business ... · creating business value / employee...

30
Creating Business Value / Employee Value Through Business Excellence OMBUDSMAN AT CANADA POST Nicole Goodfellow, Ombudsman A Team with a Fair View

Upload: others

Post on 14-Jul-2020

7 views

Category:

Documents


0 download

TRANSCRIPT

Page 1: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Creating Business Value / Employee ValueThrough Business Excellence

OMBUDSMAN AT CANADA POST

Nicole Goodfellow, Ombudsman

A Team with a Fair View

Page 2: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Understanding Canada Post

– Service 32 million consumers through nearly 7,000 post offices and online services

– Annual revenues of $7 billion – 70,000 employees serving 200,000 commercial

customers– Over 40 million messages, mail, and parcels delivered

each day to 14 million physical addresses – 240,000 new addresses added to the delivery network

each year

Page 3: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

DO THESE THINGS KEEP YOU AWAKE AT NIGHT…

HOW ARE WE SUPPOSED TO ADD VALUE TO THE BUSINESS?

HOW DO WE KNOW IF WE’RE MAKING A DIFFERENCE?

WHAT DOES SUCCESS REALLY LOOK LIKE?

DO WE HAVE THE RIGHT SET OF MEASURES IN PLACE?

AS A TEAM LEADER, HOW DO I BUILD LINE OF SIGHT BETWEEN OUR BUSINESS PRIORITIES AND TEAM MEMBERS’ PERFORMANCE METRICS?

AS A TEAM LEADER, HOW DO I USE THE PERFORMANCE MANAGEMENTSYSTEM TO CREATE EMPLOYEE VALUE?

From business planning to continuous improvement planning to performance management: how to bring clarity and line of sight

on a business excellence journey

Page 4: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

WHAT’S THE BIG FUSS ?

Your “ brand “ - What you stand for- How you practice it- Measured against “ best-in-class”- Credibility: internal / external- Business relevance

Page 5: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Leadership

People Focus

Principles for Excellence

Process Management

Planning

Supplier / Partner Focus

Overall Organizational Performance

Cooperation & Teamwork

Leadership Involvement

Continuous Improvement

ProcessDriven

PreventionBased

Employee Contribution

WHERE DO I START?

Factual approach to decision making

Customer

Page 6: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Leadership

People Focus

Principles for Excellence

Process Management

Planning

Supplier / Partner Focus

Overall Organizational Performance

WHERE DO I START?

Customer

VALUE CAN ONLY BE MEASURED FROM THE CUSTOMER’S VOICE

Page 7: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

CUSTOMER FOCUS

A process for understanding what our customers value most

A measure of how well we perform against customer expectations —our strengths and weaknesses

A method for selecting our priorities for improving the customer experience

Page 8: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

101

Poor Excellent

Performance Scale

101

Poor Excellent

98765432

Top 2 Box Score

Mean Score

Customers are asked to rate

their experience in dealing with

the Office of the Ombudsman

+Open-ended questions on

what we could improve in order to get a better

score from them

LIKELIHOOD TO RECOMMEND

OUR CUSTOMER INSIGHT PROGRAM

Page 9: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Likelihood to Recommend:

Top 2 Box %

Mean Score

7.7 7.5

Rating on a 10-point scale where “1” means “Extremely Unlikely” and “10” means “Extremely Likely”.Top 2 Box % is the percent of customers providing a rating of “9” or “10”; Mean score is the average rating across all respondents.

OUR CUSTOMER INSIGHT RESULTS

6259

2010 2009

3% IMPROVEMENT

Page 10: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

OVERALL CUSTOMER EXPERIENCE with the Office of the Ombudsman:

Rating on a 10-point scale where “1” means “Poor” and “10” means “Excellent”.Top 2 Box % is the percent of customers providing a rating of “9” or “10”; Mean score is the average rating across all respondents.

OUR CUSTOMER INSIGHT RESULTS

53

57

53

49

47

48

47

45

20 40 60 80 100

Ease ofsubmitting acomplaint

Providing you thefinal assessment

in a timelymanner

Clearlyexplaining thereasons for thefinal decision

Being thoroughin their

investigation

55

72

58

53

47

71

59

45

20 40 60 80 100

Providing anobjective

investigation

Treating youwith respect

Being open,honest and

straightforward

Office of theOmbudsman,

Overall

2010

2009

8.07.8

7.97.5

7.67.3

7.47.0

Mean Score7.77.2

8.78.6

8.28.0

7.87.3

Mean Score

Page 11: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

2010

2009

OVERALL CUSTOMER EXPERIENCE with their Case Manager:

68

71

68

69

80

82

77

78

20 40 60 80 100

Taking thetime to

understandyour complaint

Dealing with youconsiderately

& withunderstanding

Clearlyexplaining howyour complaintwill be handled

Caring about& showing a

sincereinterest

Mean Score

8.79.0

8.79.1

8.78.9

8.69.0

70

66

72

83

81

20 40 60 80 100

Listeningcarefully to

yourexplanation ofyour situation

Being open,honest and

straightforward

CASEMANAGEROVERALL

n/a

8.89.1

8.7

8.79.0

Mean Score

Rating on a 10-point scale where “1” means “Poor” and “10” means “Excellent”.Top 2 Box % is the percent of customers providing a rating of “9” or “10”; Mean score is the average rating across all respondents.

OUR CUSTOMER INSIGHT RESULTS

Page 12: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Decision viaPhone Written

Satisfaction with the OutcomeI was completely satisfied with the results 52 23I was not completely satisfied, but the resultswere acceptable 31 32I was not at all satisfied with the results 17 45

Likelihood to RecommendTop 2 Box % 74% 48%Mean Score 8.5 6.6

Completely satisfied with results

38%

Not at all satisfied with results

31%

Not completely satisfied but results were acceptable

31%

OUR CUSTOMER INSIGHT RESULTS

Page 13: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Leadership

People Focus

Principles for Excellence

Process Management

Planning

Supplier / Partner Focus

Overall Organizational Performance

WHAT’S NEXT?

HOW DO WE USE THESE RESULTS?

Customer

Page 14: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

2011 Business Strategy

Our MissionImprove visibility & information sharingOur Strategies Improve the customer

experienceAchieve end-to-end process excellence

Our Key Initiatives

Improve performance on key customer touch points:

• Simplify & standardizecommunications at intake:- early resolution cases- pilot complaints acceptanceprocess over the phone

• Increase value add duringinvestigation process:- proactive servicerecovery

• Increase value add afterclosure- pilot proactive follow-up

Process maturity, measurement and

continuous improvement

• Improve monitoring andanalytics on end-to-endprocess performance:

- achieve dependable servicestandards;

- meet stakeholder needs insupport of their improvementplans.

• Integrate all 2011 businessimpacts into a standardizedend-to-end business process.

CANADA POSTExpand information sharing with our stakeholders:• Customer Experience

Council• Key executives / ServiceCharter impacts

• Closing the loop: metricsand feedback

EXTERNALBenchmark with other incident management companies on customer centric initiatives.

Fulfill “ ambassadorial “ role expectations on Canada Awards of Excellence.

Help improve postal service for all Canadians

Our People

• Contribution: team based objectives ( contingency / live call performance / likelihood to recommend, office timeliness performance )

• Engagement: action plan top Employee Index improvement opportunities• Learning: prioritize skill and competency development in support of continuous improvement objectives.• Involvement: continue to develop team capabilities in deploying change management methodology

Page 15: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

2011 BUSINESS PLANNING PRIORITIESAT A GLANCE

Lead: Beth

Customer Insight survey re-design

Q2 2011 ongoing

DaveProcess capabilities Q4 Critical TsJanuary 31MoniqueInitiate and Monitor BFsJanuary 1

E-file solution;Discretionary authority on compensation outcomes; Executive onboarding

Defer to 2012business planning

Lead: LouiseAccept complaints by phonePilotQ4 2011

LouiseAssess customer comms used during contingency & standardizeJuly

Mylene/RolandProactive follow-up after file is closedPilot - OctoberAnnImprove comms with customer – courtesy contact / acknowledg.September

SébastienStandardize test mailing processSeptember

RolandImplement proactive service recovery contactSeptember

MoniqueSimplify & standardize comms on early resolution files May 16

LouiseS&IS Database ReviewDecember 10Lead2011 PriorityDate

July Track CPC performance against investigation timelines & standardize escalation / reporting processes.

Beth

Q4 2011 Integrate all 2011 business plan impacts into a standardized end-to-end business process.

Lead: Dave

Q1 2012 Beth

Customer Insight results:Focus analytics on complaint type to improve process capability

Min. effort – almost ready to go Some design work required / good base Game changer – major dev. & design

Page 16: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

PROCESS MANAGEMENT FOCUS

• Are your key processes fully documented end-to-end?• Are your key processes designed to meet customer needs and expectations?• Are your key processes monitored and measured?• Do you have process indicators that act as early warning signals?• Do you trend your process performance?• Is there visibility on your process performance? On your outcomes?• Do you perform root cause analysis to understand and correct process defects?

• Do you know how “ capable / stable “ your processes are?• Does your staff understand process management techniques, ie flow charting,data analysis techniques?

PROCESS MANAGEMENT IS THE ENGINE TO SUSTAINABLE IMPROVEMENTS!

Page 17: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,
Page 18: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

PROCESS MANAGEMENTCUSTOMER FOCUS +

“ OUR BIGGEST AH-HA MOMENTS!

The power of the VOICE OF THE CUSTOMER

+ PROCESS DATA

READY TO BUST MYTHS AND SHIFT PARADIGMS IN THE OFFICE!

Page 19: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Our Business Excellence Journey

FROM TO

Work methods driven by personal preferences:variability in output, quality & cycle timesunpredictable results ( different tools / different approaches )little focus on customer expectations

Process standardization & consistency:repeatable resultspredictable resultsVoice of the customer is #1 driver in process design

Page 20: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Our Business Excellence Journey

FROM TO

FIFO approach to caseload management:no prioritiesall cases treated the same

“ Fluid “ service standards:20-40 days range regardless of casecomplexity

Triage approach to caseload management:3 types of priorities with specific service commitments to improve the customer experience

Firm service commitments to customer:Upfront commitmentBased on process capability

Page 21: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Minimal customer contact:avoidance of open communicationswritten format preferred

Anecdotal approach to decision making:no “ real “ customer datano process indicators

Proactive customer contact:opportunity to manage customerexpectations upfrontIncrease telephone resolution

Factual approach to decision making:customer value managementprocess management focus

Our Business Excellence Journey

FROM TO

Page 22: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Our Business Excellence Journey

FROM TO

“ I can’t control all variables to guarantee timeliness to customers”.

customers will just have to wait

Service recovery strategy:proactive communications with customer ifservice commitment is at risk

Performance scorecarding:results matter – increased accountability

Page 23: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Weak performance management system:no clear expectations - subjectiveno differentiationuni-dimensional measure of success

Untapped employee potential:singular focus on own caseloadno “ stretch “ objectives

Standardized performance scorecards:expectations defined as KPI’sfull accountability for resultsstructured quarterly feedback individual and team-based objectivesteam leadership contribution – lead improvement initiative

Our Business Excellence Journey

FROM TO

Page 24: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

Few relationships with Canada Post stakeholders:no sharing of insights on customer experienceno visibility on outcomes & trends“ independence “ at all costs

Stakeholder relationship strategy:proactive sharing of insights in orderto position office as a business assetquarterly business analytics soughtby executive stakeholders as“ early warning signal “quarterly debriefings with President

Our Business Excellence Journey

FROM TO

Page 25: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

2011 Performance ScorecardDirector, Investigations – Q1

1. Timeliness of Resolution (15 )P1: 100% cases are closed within 10 days (5)P2: 100% cases closed within 8 days (2.5) P3: 100% cases are closed within 20 business days (5)

100% late files are closed within 25 business days (2.5)

2. Quality of Resolution: 90% final approval rate by Ombudsman ( 5 )

3. Customer Insight Program ( 25 pts )A. Design survey parameters for 2011 data collection and analysis – identify investigation / resolution

process changes resulting from data analysis – assess supplier performance ( 5 pts )B. Develop and deploy change management plan to migrate survey to online platform ( 10 pts )C. Team objective: achieve xx% improvement in Likelihood to Recommend – Customer Insight score ( 10 pts )

4. As process owner of the investigation / resolution process, secure timely implementation of the 8 process improvements vetted in the 2011 Business Plan ( 25 pts )

- project management oversight / reporting / change management

Service Quality: 70

5. Visible & Active Leadership: ( 10 )- Coach and develop talent- Timely feedback to build confidence, capability and alignment to team values- Individual and team communications- Recognition- Timely/meaningful quarterly reviews with staff

6. Amend business requirements based on 2011 initiatives, and continue to assess case management reporting tool options to mitigate CMIS business risks and meet funding process requirements. ( 10 )

7. Benchmarking with other incident management offices. ( 5 )8. Executive on-boarding process. ( 5 )

Team Leadership: 30

Presenter
Presentation Notes
^
Page 26: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

2011 Performance ScorecardManager, Investigations – Q1

INDIVIDUAL PERFORMANCE (60)

1. Timeliness of Resolution (25)P1: 100% cases are closed within 10 days (5) P2: 100% cases closed within 8 days (5) P3: 100% cases are closed within 20 business days (10) – average individual

caseload is < 26 files100% cases are closed within 20 business days (10) – average individual

caseload is between 26-30 files100% cases are closed within 20 business days (10) – average individual

caseload is > 30 files100% late files are closed within 25 business days (5)

2. Proactive Service Recovery Contact: 100% compliance (5) (starting Q2)3. Proactive follow-up after file is closed: 100% compliance (5) (starting Q2)4. Quality of resolution (20)

A. 90% of draft resolutions approved by Director with no more than 1 edit (10)B. 90% final approval rate by Ombudsman (10)

5. Productivity (5)The # of files closed during the quarter that is equal or exceeds 52* (*to be reviewed quarterly)

Service Quality: 80

8. Organize 1 “Insight into CPC“ information session for the team’s professional development (2.5)9. Lead, implement and monitor at least 1 improvement initiative in support of the 2011 business plan (10)10. Recognition: 1e-Bravo to external supplier per quarter (2.5)11. Team objective: achieve xx improvement in Likelihood to Recommend – Customer Insight score (5)

Team Leadership: 20

Behaviours will support and reinforce our team values while enabling the office to consistently deliver on our quality service commitment. (10 bonus points)

TEAM PERFORMANCE (20)

6. Timeliness of Resolution – Team Performance (15)P1: 100% compliance (3)P2: 100% compliance (2)P3: 100% compliance (10)

7. Calls at Intake – Team Performance (5)A. 99% calls are answered live (5)

Presenter
Presentation Notes
^
Page 27: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

A Guiding Light… The Business Excellence Framework helps us look at:

how we provide purpose & direction to the organization and to our teamshow we figure out what our clients need & organize ourselves to meet these needshow we plan our work

how we encourage, enable and involve people to contribute to the organization’s goals how we use information and measurements to understand what's going onhow we manage the flow of work so it's easy for everyone to do their jobs welland of course we look at the results to see if what we are doing is working

Page 28: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

The Business Excellence FrameworkWhat it’s not…

• Cookie cutter …

• Prescriptive…

• Quick fix…

• Easy…

And…THE HOW IS AS IMPORTANT AS THE WHAT AND THE WHEN!

Page 29: Creating Business Value / Employee Value Through Business ... · Creating Business Value / Employee Value Through Business Excellence. OMBUDSMAN AT CANADA POST. Nicole Goodfellow,

IF YOU ONLY REMEMBER3 THINGS…

QUALITY IS QUALITY … REGARDLESS!

THE CUSTOMER TRUMPS ALL OTHERCONSIDERATIONS.

BUSINESS EXCELLENCE ENHANCES YOUR RELEVANCE TO YOUR ORGANIZATION.