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Practical customer service in universities - is it all bunk?

Practical customer service in universities - is it all bunk?. The outcomes of a project examining theory and practice in UKHE. Aims of the session. Present results of the LFHE project Highlight case studies Introduce some practical ways of engaging staff with some key issues. Project aims.

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Practical customer service in universities - is it all bunk?

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  1. Practical customer service in universities - is it all bunk? The outcomes of a project examining theory and practice in UKHE.

  2. Aims of the session • Present results of the LFHE project • Highlight case studies • Introduce some practical ways of engaging staff with some key issues

  3. Project aims • Look at underlying theory and practice • Look at the particular situation in HE and what Institutions do about it • Provide information and resources to help people decide how to approach customer service issues in HEIs

  4. Universities are different…? • Who are your customers? • What is a service? • Why are you here?

  5. Students + their sponsors The University Enterprise partners etc HESA, Funders etc Each other Local & regional community etc

  6. So… is it all bunk? • Empirical data • Three main areas of research • Service logic • Social exchange theory • The service quality construct

  7. The student experience Supplementary services Core services Service logic • Service provision not uniform • In HE:

  8. Social exchange theory • The customer experience is a co-created product • “The product or service students acquire derives value from their striving to achieve it…” • Customer-customer interaction is important – sense of shared responsibility

  9. Service Quality Construct • Service quality and its perceptions are tied to: • Outcome • Environment • Interaction

  10. Promises made Intentions in service design Understanding of customer expectations What the customer really expects Reality experienced Standards of service as it operates Intentions of the service design Understanding of customer expectations Filling the gaps

  11. Strategic initiatives geared to delivery and measuring customer satisfaction across Institution Level 5 Aware of need to provide better service. Level 4 Level 3 Formalised customer sampling in some areas. Pockets of awareness, informal response to customers. Level 2 Level 1 No appreciable recognition of customer relationship. Organisational culture

  12. Imperial Customer Service Academy 5* Research is not enough: developing the best for everyone

  13. Pressures for change World class reputation, but: Hovering below the mid-point of NSS Bureaucratic procedures Need for cross-departmental collaboration Want a more supportive environment Average level 2 in terms of awareness

  14. Finding a focus Overall importance of student experience Early success in development of catering and retail outlets Senior champions Desire for long-term change Practical orientation Predated Clive’s research

  15. Developing a model Successful internal DLM programme Yale Academy Customer Service Institute Local exemplars What we had done already

  16. The plan Cross-College representation Mixed status teams Sponsoring Managers Internally driven External consultancy support Online forum for sustained participation

  17. Programme Launch – surprise sampling of customer service Seven one-day events Introduction – where we are now Establishing a baseline and raising expectations Measuring opinions Handling difficulties etc Presentations and finale

  18. Changes to plan Response to rapidly deteriorating climate Project overload Summertime slippage

  19. Project examples Internal measures of customer satisfaction Improved use of video conferencing Signage and personalisation of department College Open Day Graduation

  20. Review and Learning: Next Steps Keep it simpler – no mixing of groups Engage better with Sponsoring Managers Encourage participation of ‘champions’ Identify projects from outset Recruit from within a division to create closer focus Run a shorter programme

  21. Early Indications More than half logged on in advance Sponsoring Mangers engaged in first two days All turned up an hour early on day two Enthusiastic interpretation of ‘rules’ on first day

  22. In conclusion • Meet the gaps between expectation and reality • Focus on changing attitudes as well as getting systems and processes right • Get the basics in place • Engage Senior Management • Use a framework • Employ someone to oversee it all • Monitor constantly • Offer skills development

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