arbeitsmarktservice Österreich dr. peter oberbichler dealing with customer satisfaction within the...

ArbeitsmarktserviceÖsterreich

Dr. Peter Oberbichler

Dealing withCustomer satisfaction within

the AMS Austria

Benchmarking Thematic Day

Nuremberg, 29 &30 January 2009



Asking customers about their wishes and requirements

Direct involvement of customers

The AMS has the strategy to involve customers directly into important developments of services (e.g. focus groups).

On federal and local levels there are regular meetings with customers especially with employers, but also meetings with job seekers.

These meetings focus on defined topics, the results influence the internal procedures and services to customers.



Asking customers about their wishes and requirements

Customers feedback system

The feed back of the customers are documented and analysed and influences the processes of customer service.

strategy: Good offices have many documented “complains”!!!!

Involvement of customer representatives (social partners)

Indirect customers are involved by there representatives which take part in all decision taking of the AMS strategy.



Long tradition of customer surveys within AMS

Customer surveys since the early 90th,

Since 1994 standardised central customer surveys

Client Monitoring System (CMS) since 2000, new concept in 2004

telephone survey of job-seekers and companies by a professional independent research institute,

mixture of questions with marks 1 (very good) to 6 (very bad), multiple choice questions and limited open questions.

splitting the sample into 4 parts - survey at the end of each quarter

Beside CMS there are (many) other surveys on central, regional and local level



Client Monitoring SystemMethods

SAMPLE

Random sample of actual customers

Sample: All registered job-seekers and enterprises with a job vacancy during a specific period of time

Size of sample is representative for each local office

Job-seekers: 120 job-seekers for each local office of which 60 male and 60 female - a total of 11.880 job-seekers

Companies: 80 per local office - a total of 9.900 companies



Client Monitoring SystemPresentation of results

Presentation on local, provinces and at national level,

Many different analysis women and men, age, education, duration of unemployment, results for 6 clusters,

Statistical significant differences are shown,

Analysis of causal determinants for each question to identify the main influence on general satisfaction (for each local office),



Main results of Client Monitoring System

Job Seekers

Very satisfied are persons living not in overcrowded areas, who are older than 45, who have lower education and are less than 3 months unemployed.

Women are significantly more critical than man.

Companies

Bigger companies (Key Account Management) and A-Clients are very satisfied (these groups get special service).



Main results of CMS

Best results

Adviser’ soft facts: Friendly and engaged,

Staff takes enough time for counselling,

Assistance concerning matters of unemployment benefit,

Room for improvement

support in solving problems (placement, matching),

Information to companies on financial subsidies



Main results companies Top Box values (1 + 2 out of 6)

AMS fullfills agreements

2006: 26,8%,

2007: 24,4%,

2008: 26,7%

Development

Information on services and subsidies

2006: 39,6%,

2007: 36,5%,

2008: 37,8%

Development

Internet Self Service

2006: 29,5%,

2007: 30,0%,

2008: 30,1%

Development



Main results companies Top Box values (1 + 2 out of 6)

General satisfaction

2006: 67,9%,

2007: 68,1%,

2008: 71,2%

Speed of placement

2006: 69,1%,

2007: 68,3%,

2008: 70,0%

Customer Loyalty

2006: 74,4%,

2007: 76,3%,

2008: 78,5%

Competent Information

2006: 86,5%,

2007: 86,2%,

2008: 88,4%



Main results Job Seekers Top Box values (1 + 2 out of 6)

AMS fullfills agreements 2006: 37,9%,

2007: 38,4%,

2008: 41,3%

Development

Counselling service

2006: 46,4%,

2007: 47,2%,

2008: 53,9%

Development

Usefulness of training measures

2006: 69,7%,

2007: 68,4%,

2008: 69,4%

Development

Satisfied with waiting time

2006: 66,1%,

2007: 66,4%,

2008: 70,2%

Development



Main results Job Seekers Top Box values (1 + 2 out of 6)

General satisfaction

2006: 64,0%

2007: 64,0%

2008: 68,4%

Individual action plan

2006: 73,0%

2007: 72,1%

2008: 73,3%

Assistance unemployment benefits

2006: 82,4%

2007: 82,6%

2008: 83,8%

No pressure by AMS

2006: 79,4%

2007: 78,6%

2008: 79,3%



Customer Targets (2004-2007)

Target for each local office according to the position within the cluster

2 dimensions for job-seekers & companies

Assistance in solving problems

Precisely tailored matching

Targets for the

First quartile: to keep the position

Second quartile: some improvement

Third and fourth quartile: to go above the median



Targets for 2007 Job Seekers

Ist-Wert 2005AS

Gesamt

Ist-Wert 2006AS

Gesamt

Zielwert 2007AS

Gesamt

Ist-Wert 2005AS

Frauen

Ist-Wert 2006AS

Frauen

Zielwert 2007AS

Frauen

Ist-Wert 2005AG

Ist-Wert 2006AG

Zielwert 2007AG

AMS Burgenland 68,1 65,7 67,5 63,8 65,4 66,9 72,2 75,4 74,7

AMS Kärnten 68,2 69,6 70,0 66,7 66,0 67,2 66,1 62,8 65,0

AMS Niederösterreich 66,5 67,7 69,0 64,8 66,5 67,8 66,8 64,9 67,1

AMS Oberösterreich 64,3 64,1 67,2 61,3 60,6 64,2 69,5 69,6 70,1

AMS Salzburg 66,0 68,5 69,4 55,6 67,8 67,6 72,1 72,5 72,3

AMS Steiermark 66,9 65,9 67,6 64,9 63,8 66,2 66,6 68,1 68,7

AMS Tirol 69,1 66,8 68,5 66,3 64,5 65,3 70,2 73,7 71,9

AMS Vorarlberg 64,3 65,5 68,9 62,9 57,7 62,6 63,7 66,9 68,3

AMS Wien 51,4 57,2 59,8 48,8 56,4 58,1 61,6 63,4 65,2

Österreich 62,3 64,0 59,7 62,1 67,5 67,9

Verschlechterung von 06 auf 05

Verbesserung von 06 auf 05



“Customer Satisfaction” within the BSC (since 2007)

job-seekers

overall satisfaction (85 points)

satisfied with service processes (55 points)

companies

overall satisfaction (85 points)

satisfied with service processes (55 points)

Points for customer satisfaction and Targets in the BSC

all points in the BSC: 1.000

points for customer satisfaction: 280

points for reaching all business targets: 220



Management Assessment(Every three years each of the regions)

According to the decentralization of AMS Austria the main actors are the regional managements and performance is up to their responsibility. The responsibility of the central head office is to monitor the activities and to set goals by the steering system.

Regions with room for improvement are asked for special programs to improve their results. Also all regions report regularly on their activities to improve. There are also management-assessments in the regional and local offices on activities to improve customers satisfaction on basis of contracts between the central head and the regional managements



“Best of AMS Award” since 2004

Nominated are the customer friendliest local offices (each cluster)

In each cluster (ratings of job-seekers & companies)

Dimensions: matching (25%), assistance in solving problems (25%) and advisers soft facts (50%)

Nominated are the women friendliest local offices (each cluster)

Only ratings by female job-seekers

Dimensions: Over-all satisfaction (70 %), item „equal opportunities“ (15%) and item „sexual discrimination“ (15%)



PROJECT: „Precisely Tailored Matching“ as model for mutual learning (2004)

Assessments of local offices with excellent results in customer satisfaction to identify good practices

Documentation of the good practice (behaviour and activities of the best staff members in this offices)

Definition of standards how to behave with customers

Communication of the good practice examples within the organisation

Reporting system of the activities in regional and local offices



PROJECT: „Precisely Tailored Matching“ as model for mutual learning (2004)

Some examples of the regions

Internal or external job coaching of the local staff

Good practice transfer on local level

Agreements on cooperation between “Service for Job Seekers” and “Service for Employers”

Specific additional surveys

Identification of employees about whom customers complain often

Special training measures for offices with bad results

Better information of customers to avoid misunderstandings about the agreements between customers and AMS



Starting point

Quartal Cluster

Ranking (17)

1 2 Top - Box

02/05-01/06 14. 19,7 32,2 51,9

Project piProject of an regional office 2007



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Project piProject of an regional office 2007



First standards developed by the staff

Knowledge about the situation of the customer

Welcome of costumers

Finalisation and summarisation of the meeting

Agreement of the next steps

Working with IT or with the customer? (Information to customer what the staff is putting into the IT system and why)

Standards still to be developed

Time, patience and speed of speaking

courtesy and appraisal Giving customer information Level of service (number and

quality of the job offers) Problem solving from the view of

the customer Leading the conversation by staff Structure of the approach in

guidance Standards for the accommodation

of the office (living room for staff or working room for the customer?)

„Wording“

Project piProject of a local office 2007



Quartal Cluster

Ranking (17)

1 2 Top - Box

02/05-01/06 14. 19,7 32,2 51,9

03/05-02/06 13. 25,0 29,7 54,7

04/05-03/06 12. 26,0 32,4 58,4

01/06-04/06 14. 27,3 29,1 56,4

02/06-01/07 9. 25,2 34,3 59,5

03/06-02/07 7. 21,6 39,1 60,7

04/06-03/07 6. 23,1 38,6 61,7 04/07-03/08: 62,9

Project pi - ResultsProject of a local office 2007



Other surveys on customer satisfaction

Additional to the CMS there are some other surveys

On the use of the internet tools, e-services, vocational guidance, information centres, different customer groups

In some of the regions customer satisfaction is measured in customer surveys on individual staff.



Connection between Customer Satisfaction and Business Results

There is no clear connection (Example Service for Job Seeker)

Correlation “Customer Satisfaction” – “Business Targets”: 0,15

This means also there is no contradiction between business results and achievement

of high customer satisfaction.

From the 10 best offices in customer satisfaction 4 offices achieve all business targets.

From the 10 worst offices in customer satisfaction 2 offices achieve all business

targets.

The “highest” correlation is between

Correlation “Customer Satisfaction” – “Appraisal of management by staff”: 0,31

Correlation “Customer Satisfaction” – “Internal cooperation”: 0,38

arbeitsmarktservice Österreich dr. peter oberbichler dealing with customer satisfaction within the...

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