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User Support GroupCustomer Service and Quality

weill.cornell.edu

John ScrughamCustomer Service Quality Internjos2069@med.cornell.edu503.789.0078

p. 2

What I’m doing here

• Customer Service Quality Analyst– User Support Group– Directly report to Robert Pereda

• Cornell job posting• Start May 22

Job

Customer Service Quality Project• What the users think of the ITS service• What areas to improve customer satisfaction

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Roadmap

Overview of Project Findings Solutions Next Steps

p. 4

Findings: data collection and insight

1. USG one-on-one Interviews

Qualitative Data 2. Department Focus Groups

3. Follow-up Calls

Analysis of Interactions4. Survey data

5. Call Monitoring

6. Best PracticesCustomer

Employee

Handout

p. 5

1. USG Interviews

• Service Desk– Ownership– Understanding the customer

• Desktop Support– Ownership– Documentation

p. 6

2. Department Focus Groups

• Web of Support—Customers are asking for tools:– to better troubleshoot their own issues– to train their own employees on basic IT

tasks so they don’t have to wait for ITS to come by.

• Checklists– Missing points: Onsite techs are not

completing the job 100%, customer needs to handhold them to make sure they don’t forget anything.

• Variability in agent service• Priority

– Function and problem• Business Relationship Managers

Handout p.2

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3. Follow-up Calls: what the customers had to say

• Communication of process• Making sure issue is solved

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Findings: data collection and insight

1. USG one-on-one Interviews

Qualitative Data 2. Department Focus Groups

3. Follow-up Calls

Analysis of Interactions4. Survey data

5. Call Monitoring

6. Best PracticesCustomer

Employee

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4. Survey: summary of satisfaction

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Customer Satisfaction: 17 months

Very SatisfiedSatisfiedUnsatisfiedVery Unsatisfied

Month

Perc

ent o

f sur

veys

2011 2012

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Time to complete email request and wait time with online request and desktop support are major issues

Call Email Online Desktop1.50

2.00

2.50

3.00

3.50

4.00

Ratings across all channels

satisfiedtime_completewait_timeknowledgeablepriorityclear

Channel of Customer Ticket

Ratin

g

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Time to complete a case and agent knowledge are strong determinates of customer satisfaction

Regression Statistics Multiple R 0.847 R Square 0.717 Adjusted R Square 0.716 Standard Error 0.454 Observations 1656

ANOVA df SS MS F

Regression 7 861.7951999 123.1136 596.6603 Residual 1648 340.0447759 0.206338

Total 1655 1201.839976

Coefficients

Standard Error t Stat P-value

Intercept 0.65 0.0471 13.814 3.77E-41 time_complete 0.30 0.0170 17.702 2.47E-64 wait_time -0.02 0.0075 -2.488 0.012954 knowledgeable 0.32 0.0206 15.382 5.38E-50 priority 0.08 0.0175 4.755 2.16E-06 clear 0.07 0.0149 4.408 1.11E-05 helpful 0.06 0.0117 5.450 5.8E-08 one_person_handle 0.04 0.0138 2.632 0.008564

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Time is most important to customer indicated in survey free response

Time

Helpfu

l

Resolve

(d)

Knowledgeable

Wait

Response

/ Res

pond

Nice/fr

iendly

0

20

40

60

80

100

120

140

160

180

200

Top 7 Things Our User's Value When Dealing With USG

PositiveNeutralNegative

Word used in free response

Num

ber o

f Occ

uran

ces

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5. Call Monitoring

1. Agent quality/ performance

2. Service desk quality in 4 areas of performance measurement

Handout p.6

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Agent quality/ performance is highly variable

Delaney

Fong

Eric W

atts

Chris Beck

ford

Kevin W

alsh

Dom Palazza

olo

Edga

r Vera

Jorell B

revitt

Alex Gara

y

Gary Ran

cier

Dom Pierre

Scott Lu

zniak

0.4

0.5

0.6

0.7

0.8

0.9

1

Agent Skill Range (ordered by “service”)

ProcessEffectivenesService Documentation

Agent

Perc

ent A

chie

ved

in E

valu

ation

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Documentation is the biggest problem with only 65% of process correct and with high variability

Effectivenes Service Process Documentation0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

Call Monitoring Agent Skills

AverageRange

Call Monitoring Section

Perc

ent A

chie

ved

in E

valu

ation

Energetic (57%) Review (58%)

Verify user information (63%)

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Findings: data collection and insight

1. USG one-on-one Interviews

Qualitative Data 2. Department Focus Groups

3. Follow-up Calls

Analysis of Interactions4. Survey data

5. Call Monitoring

6. Best PracticesCustomer

Employee

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6. What are the best customer-centric companies doing?

1. 2011 Temkin Experience Ratings Report

2. Beyond Satisfaction: J.D. Power 2012 Customer Service Champions Report

3. BusinessWeek Customer Service Champs

4. StellaService Best Customer Service Companies

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Entrepreneurial empowerment

Welcome to Nordstrom

We're glad to have you with our Company. Our number one goal is to provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to achieve them.

Nordstrom’s Employee Handbook gives employees complete freedom to satisfy customer

Does the same:

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Aggressive, customer-focused new hire training for all

Does the same:

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Customer-centric values

10 Core Values:

1. Deliver WOW Through Service

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Values lead to actionable employee expectations

20 Basic Expectations:

7. Guest incident action forms are used to record and communicate every incident of guest dissatisfaction. Every employee is empowered to resolve the problem and to prevent a repeat occurrence.

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Reinforce values through daily meetings

“Lineup”15-minute meeting

“Wow story" of the day

Recognize an employee’s commitment in front of his or her peers and to reinforce a service value.

Does the same:

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Solutions

A. Service-focused culture and structure

B. Entrepreneurial empowerment

C. Business Relationship Managers (BRMs)

D. Minimize perceived wait time

Qualitative Data Analysis of Interactions Best Practices

Handout p.1

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Supporting Activities

A. Service-focused culture and structure

ITS Mission/Purpose

USG Mission/Purpose

SD DS

Customer-Centric Values and Goals

Agent Expectations and Standards

New Hire Training

Feedback/ Reinforcement-Lineups

-Call Monitoring

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New Hire Training

ITS Customer Training• Department shadowing• Call center training

USG Components of Measurement1. Process: If this, then this scenarios

2. Effectiveness: Knowledgeable

3. Service: Helpful, nice, professional, clear

4. Documentation: User information, good writing

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Feedback/ Reinforcement: Call Monitoring

1. Education

1. Suggestions

2. Holes

3. Call recording

2. Motivation

Suggestions:1. If the problem is not solvable, specifically by the service desk, work hard to explain the circumstance and that we cannot service the product. We will help out initially, but no more. We should not have spent 32 minutes on this call. 2. Good job taking ownership of issue and looking at all aspects of the problem. 3. Why didn't you close out the case in Heat after you worked on it?

ServicePersonable 0.5Energetic 0.4375Willing to Help 0.67Empathized 1Courteous 1

Handout p.10

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B. Entrepreneurial Empowerment

• Checklists• Cross training

– Self-assign with ETAs• Case flow (next slide)

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Case from birth until death

User has issue

Handle yourself. Escalate to self if possible.

Escalate outside. Warm transfer.

Case Closed

User receives email: Case closed correctly?

Yes: Ok. Customer’s case is done.

No: Resolve problem and put priority.

No Response: : If survey is not filled out after 2 days, call customer back. Ensure case is resolved. Direct to survey either way.

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C. Business Relationship Managers

• Overview: Serve as a link between USG and WCMC departments so that we can better get user feedback and address their needs.

• Additionally:– Individually train main contacts to make

super users– Department-to-department communication

and best practices– Personal relationships

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D. Minimize perceived wait time

• Updates(Apple)• ETAs of current queue (The Ritz-Carlton)• Automated call dialogue: ETAs when user calls

service desk (Disney)

*not addressing overall wait time issues because not addressing the system

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Next Steps: Solutions Phase 1

• Service-centric– Now: daily meeting “lineups”– Now: 2 calls/ month/ agent. Review in 10 minute monthly

meeting– Top-level decisions: values/purpose– Draft expectations with agents– Collect training material

• Empowerment– Draft “new connects” checklist for each department– Have requester sign off when completed

• BRMs– Roles/ responsibilities

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Next Steps: Customer Feedback

• BRMs: weekly meetings. Submit meeting minutes to manager• Agent follow-ups: 5 follow-ups will have feedback questions

– Directing to survey

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Questions?

weill.cornell.edu

John ScrughamCustomer Service Quality Internjos2069@med.cornell.edu503.789.0078