The Quality & Customer Experience Challenge 2016 Update
How do we engage our stakeholders and forge new approaches? See the benefits and learning gained by members of the challenge this year, building up credibility and confidence – with real impact on the business.
“To ensure you get it right, you need to give yourself time to plan it right” explains Pete Dunn, Quality Manager at npower. Read on to see some of key themes emerging from Quality or Customer Experience Teams completing the Challenge this year. “An invaluable experience with encouraging suggestions to help focus upon the right actions” adds Dean Pickersgill, Compliance Office at Ethihad Airways.
- RS Components – We created a new Quality & Customer Experience function. The biggest success has been our call monitoring form, which is simple and easy to use, focussed on the customer’s experience not our internal process. Working on collective goals to improve the overall experience has been another win. The challenge has supported us all year, from the binder full of amazing information to the best practice weeks, which gave us a new way of thinking. It’s been a great way to network, share best practice and gain support.
- Student Loans – We have updated our entire approach to QA to drive improvement. We gathered insight from a cross-section of customers and from advisors, using the challenge to prepare our proposals and compare our approach with other organisations. This really helped us define “your call” for advisors in a way that supports a natural conversation, with effective measurements, which we tested with a pilot group.
- Crystal Legal – We had a QA process that was complicated, didn’t cover all areas and depressed morale. It wasn’t representative of our calls, but a tick-box approach, based on scripts, that focused on sales process and compliance, not customer experience. The challenge has given me both personal and organisational success, creating a score card that is now empowering our agents to have a better conversation. It was an opportunity to network and seek support from other professionals.
- At Holland & Barrett, a new customer experience team has established, in just 6 months, a common framework for what good looks like across shops, digital channels and the contact centre. The Challenge supported a project that needed to happen, giving the team focus, structure and networking. Quality is now a key pillar of the company’s customer charter.
- At the FCA, a new framework has been rolled out in less than 6 months, building in direct use of customer feedback by advisors, alongside real engagement of the call handling teams from a risk and process perspective.
- ACCA delivered over £100, 000 net benefit, paying back the challenge investment within a month.
- Engaging stakeholders was a big part of the challenge for many. As participants from Motability, Anglian Water and others found, this can take months, but when you get the right people fully involved and they see the benefits, you can make the right things happen much more quickly.
- Engaging frontline teams is another essential ingredient of success – as at Simply Business, in sustaining the achievements from 2015, that led to their Team of the Year Award for the second year running.
The Challenge Programme gives people a structure of support to focus on their key problems, capture ideas that have worked in other places and avoid common pitfalls. Feedback from participants highlighted the benefits of meeting others facing similar challenges, but at different points in their journey, and the resources provided by The Forum: the case studies, problem analysis methods, Best Practice Weeks, on-demand learning materials and individual support. Find out how to join the 2017 Challenge.