Service & Culture Transformation

 
Service & Culture Transformation
 
Case Studies
 
 

Case Study 1: Customer Centric Initiative (CCI)

About the Client

Our client is a primary healthcare provider in Singapore, offering a broad range of services such as examinations and health screenings, general outpatient treatments, chronic illness management, and corporate healthcare management. From a family owned and operated clinic in 1973, the organisation has grown to a network of 12 clinics serving more than 700 patients daily, and managing the medical needs of more than 1,000 corporate clients.

Challenges

With plans to further grow the business in Singapore and the region, our client expressed concerns with the capability of its workforce to support the organisation in achieving its goals. Management also highlighted behavioural and engagement issues, amongst other organisational challenges that were inhibiting the organisation from adapting to the modern business landscape.

Solution

The organisation partnered with aAdvantage Consulting on a Customer Centric Initiative to ensure growth and sustainability through the delivery of differentiated customer service experience. We developed a 5-phase approach towards enabling our client to develop an organisation culture that drives service excellence, supported by strong human resource management practices.

We began Phase 1 – Diagnostics and Insights by measuring current levels of customer loyalty and satisfaction for both patients and corporate clients. Findings from the measurement activities provided insights on the level of satisfaction at each stage of the customer journey, as well as identified key service attributes that drive of customer loyalty and satisfaction. Following which, a series of in-depth interviews and mystery shopper audits were then conducted, to gain a better understanding of the customer experience and the service gaps previously uncovered.

An Employee Engagement Survey (EES) was then conducted to understand culture values currently experienced and desired by employees. The EES also assessed the level of employee engagement in the organisation, providing management with an indicator on the effectiveness of organisation development policies and practices. To better understand the key drivers of employee engagement and how the organisation could develop the desired culture, staff focus groups were conducted at the management and staff level.

In Phase 2 – Design, management and staff were asked to identify key areas of focus for action planning to address service gaps and achieve a higher level of service quality. To accomplish this, we facilitated a customer journey mapping workshop for both management and staff. Findings and insights from Phase 1 of the project provided the basis for discussion on areas done well, and areas that needed further improvements to achieve higher customer satisfaction.

Next, we established the desired service experience and service culture with management through uncovering inhibitors of service excellence within the organisation. Based on each stage of the customer journey, management identified key areas of focus to build and sustain the service culture. During the staff action-planning workshop, root causes of service gaps in the customer journey were identified, and ideation of possible solutions to address those service gaps was facilitated.

For Phase 3 – Implement, we designed a series of training programmes aimed at equipping staff with capabilities on how to deliver the desired service experience, and to empower supervisors with the knowledge on managing their staff in delivering the desired service experience. The training programmes also focused on evoking desired customer emotions, and how it influences the customer experience.

In Phase 4 - Sustain of the project, it involved the reviewing and enhancing of our client's human resource systems and practices for better talent attraction, management, and retention. We strengthen the existing performance management system by developing a set of core competencies reflective of the revised organisation's core values, established a set of Key Performance Indicators (KPIs) specific to job functions. This provides clarity of expected behaviours and performance outcomes, necessary for the organisation to develop the desired culture and to achieve organisational goals.

Typically, competency gaps identified during performance evaluation translates to training and development needs. To ensure those training and development needs are addressed in a timely manner to sustain service excellence, a Learning Roadmap was developed in conjunction with relevant department heads. During the discussion, key competencies necessary for staff to perform their job roles at their job levels effectively were also identified.

The final human resource component in Phase 4, was a review and fine-tuning of the organisation's rewards and recognition programme to drive and sustain service excellence. Due to the complexity of operations with staff movements across several clinics, we had to ensure the rewards programme could accurately reward and recognise the deserving individual based on their performance outcomes.

For the organisation to continuously improve and sustain the level of service quality, we developed a customer feedback management framework that includes policies and processes on customer analytics and service recovery. This will enable the organisation to proactively solicit feedback from customers, to better understand their changing needs, as well as to ensure the organisation’s ability to respond to feedback in a timely manner and take necessary service recovery actions when needed.

Finally, as a requirement of SPRING’s CCI projects, we led the client through a business excellence (BE) certification process, culminating in the eventual application for Service Class – a BE niche standard.

To determine the degree of improvement since the start of the project as well as from recent interventions, we conducted another round of customer measurement and EES in Phase 5 – Measure six months after the implementation of Phase 3 - training.

 

 

Case Study 2: Mapping Customer Service Experiences

Our client is a privatised unit that supplies piped gas to over half a million customers in Singapore. In line with the opening up of the Gas industry, it is expected that it will face competition in the coming years. It is thus imperative that they differentiate themselves by providing a superior customer service experience that attracts and retains its customers. The client is keen therefore, to define a distinct service experience and ensure that this is consistently rolled-out to its customers.

Objectives:
  • Develop desired service culture
  • Define the customer experience and processes
  • Develop service standards and behaviours
  • Train all staff and contractors to deliver the customer service experience
  • Propose performance management criteria based on new standards

 

Methodology:
  • Leadership Visioning workshop
  • Focus groups to draft process maps
  • Develop and deliver training sessions
  • Performance Management system

 

Key Outcomes:
  • Clear service process maps and standards
  • Desired behaviours (including emotional experiences)
  • Management and Supervisors' ownership of processes
  • All leaders and staff trained to deliver the experiences