Journey Towards High Performance

3. Journey Towards High Performance • Introduction and Context • The Road Travelled… • GSSC Customer Experiences • GSSC Experiences • Reflections on the Road Travelled… • Improving Customer Experiences (Interventions) • The Journey Continues… • The Next Pit-stop • 2010 and Beyond • Conclusion

4. Introduction… • Customer Service Defined… • "Customer serviceis a process for providing competitive advantage and adding benefits in order to maximize the total value to the customer“ • The Guiding Principle… • “Continuously do things differently or do different things in pursuance of stated goals and objectives” • Necessitating … • Continued service delivery assessment for improvement • Continued customer engagement and management • CUSTOMERS, THE VERY REASON WHY THE GSSC EXISTS

5. Context… “People working on the front-line think of the people they deal with as customers. It is not just semantics. If you don’t treat the public who use services as someone who can walk away and take their business elsewhere, you are never going to provide a good service. And that is the way it should be… They are customers and should get satisfied.” Beginners guide to customer satisfaction, 2006 • CRM - Customer Relationship Management • "CRM is the business strategy that aims to understand, anticipate, manage and personalize the needs of an organization's current and potential customers" -- PWC Consulting

6. Customer Experience Customer Loyalty Customer Perceived Value Customer Perceived Quality Customer Satisfaction 1970 1975 1980 1985 1990 1995 2000 2005+ Context… CRM Road Map

7. Context… A Holistic Approach to CRM Customer Insights Establish a single view of the customer; generate insights into behaviours/needs to deliver a personalized experience Customer Offerings Configure services and deliver into differentiated solutions that meet specific customer needs/intentions. Promote the benefits of these services Customer Interactions Maximise the ease with which your customers can access your services; offer multiple access points/channels to accommodate individual needs and preferences of those you serve to deliver a unique customer experience Organization Performance Build a customer service culture and equip employees with skills, processes and tools to deliver superior human performance Networks Form linkages within the organization and with other outside organizations; promote partnerships and information sharing within and outside the agency to enhance the quality of service offered.

8. The Road Travelled… • GPG Customer Experiences (External Focus) • Non-compliance with the Service Level Agreement (SLA) • Slow turn-around times (mandates / query resolution) • Lack of communication and feedback • Inadequate performance report (M&E) • Non-responsive and valued add performance reporting • Documents/mandates getting lost • GSSC employees are not accessible • The Call Centre not addressing queries (post office) • Audit qualification of Departments due to the GSSC (under-spending, non/slow service delivery) • Late payments of service providers

9. The Road Travelled… • The GSSC Experience (Internal Focus) • Lack of a structured and robust Service Management Framework • Inadequate CRM capacity • Lack of single view of the Customer • Lack of credible and integrated data for reporting (single version of the truth) • Lack of baseline data to measure improvements • Business processes not end-to-end • BUs operational alignment to GSSC strategic goals • Not linking employee productivity to customer satisfaction

10. Reflections on the Road Travelled… • Vision: • To be a provider of world class support services in the public sector. • Mission: • To enable the improvement of the quality of service in the public sector by providing efficient support services by: • Being customer focused • Continuous improvement through leading edge technologies and processes • Implementing quality service standards and performance measures • Consolidating functional expertise into centres of excellence

11. GSSC Reflections on the Road Travelled… Relationship Management The Service Management Framework Customers 3rd party service providers Service Definition Performance Measurement Service Level Agreement Customer Interaction (CRM) • Defined Services • Standardised processes and procedures • Volume Indicators • Key performance indicators • Cost Analysis • Overview of services and key inputs • Service levels • service lines • service items • target service levels • reporting items Service Costing Performance Reporting • Work activity driven • Transaction volume driven • Overall commentary • Key Performance Indicators Management of Non-conformance Customer Feedback Change Request Management • performance feedback • customer feedback • Customer satisfaction Continuous Improvement

12. Reflections on the Road Travelled… The Governance Framework Executive Management Summit (Bi-annually) Led by HOD/CEO Strategic Cluster Meetings (Quarterly) Led DGM/Divisional Heads Tactical Focus Group Meetings (Monthly) Led by Line/Functional Managers Operational

13. Reflections on the Road Travelled… Repositioning CRM Capability • Structural review and repositioning for enhanced customer engagement • Introduced and employment Service Managers in the operations – subject matter specialists • Service delivery query management • Regular customer interactions • Service M&E • SLA reporting • CRM officials’ roles re-determined to be that of Account Management • Complaints management • SLA review and compliance management • CRM policy, standards, tools and methodologies • Customer satisfaction surveys • Customer profiling and fore-sighting

14. Reflections on the Road Travelled… Improving Customer Experience • Implement the SMF • Institutionalising the Governance Framework through stakeholder management • Continue to conduct Customer Satisfaction Surveys - from annual to bi-annual • Conducted an Employee Satisfaction Survey • Reviewed the SLA - engagement and feedback / inputs from customers • Conducting customer profiling / insights • Implementing data integration and mining tool (SAS) • The COI – business process review project

15. Reflections on the Road Travelled… Next Pit-stop • Automation of key services for efficiency (SAP) • Electronic document and records management system (EDRMS) • Employee self service (ESS) • Invoice management system (IMS) • Supplier relationship management (SRM) – e.g. e-Tendering, supplier registration, contracts management, goods and services catalogue • HR mandates (e.g. OD, TAS, Climate Surveys, etc) • e-Government roll out to the entire province • e-Recruitment • Connecting CDWs, MPCCs and Libraries • Expediting the implementation of GoL – Schools project

16. The Journey Ahead Customer Expectations Be very clear as to the specific superiority of your product or service and then publicise it aggressively A superior product/service Think about their whole experience. Always keep the customer happy Treat the customer like royalty On time within budget Keep your word. If you promise to produce a product on a particular date at a particular cost, then that needs to happen Think about a way to make people feel that you are making an effort for them Customer Expectation Get personal Find the most quick and effective solution then invite the customer to assist with the post-mortem Fix it now, discuss it later Generosity of spirit Consistency and reliability To have loyal customers means to be a person that your customers can rely on for consistency of product, and adherence to the promised schedule Find a way of keeping people interested and engaged with you

17. The Journey Ahead… Vision 2020 THROUGHOUT People Processes Technology Budgets GSSC Business Unit MIS BU BU Governance Adherence Performance Metrics Baseline Service Levels Negotiated SLA’s targets Aligned budgets and operational plans Defined Service Offerings Standardized Processes Managed SLA’s Performance reported Business Intelligence delivered Relationships Managed Surveys conducted Managed Events Documented customer feedback Managed Change

18. Conclusion • Key Pillars of Effective CRM • First things first: clear business strategy and CRM philosophy • The Future: continuously create greater customer experience and define the competitive advantage • Provide unconditional care respect • Educate yourself and train others • Give staff freedom and hold them responsible • Seek customer feedback and create anticipatory service • Manage costs and equip people • “Doing it right, the First Time, Efficiently All the Time

19. Conclusion • Understanding and responding to or service customer experiences remains one of the Key Strategic Pillars of achieving Driving Towards High Performance … • Through robust customer engagement and management, the GSSC will ultimately • “Do it right, the First Time, Cheaper, All the Time