creating business value / employee value through business ... · creating business value / employee...
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Creating Business Value / Employee ValueThrough Business Excellence
OMBUDSMAN AT CANADA POST
Nicole Goodfellow, Ombudsman
A Team with a Fair View
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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!
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!
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
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
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
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
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
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
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
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)
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
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!
IF YOU ONLY REMEMBER3 THINGS…
QUALITY IS QUALITY … REGARDLESS!
THE CUSTOMER TRUMPS ALL OTHERCONSIDERATIONS.
BUSINESS EXCELLENCE ENHANCES YOUR RELEVANCE TO YOUR ORGANIZATION.