CUSTOMER SERVICE
EXCELLENCE
AWARD
WHAT IT IS
WHY WE WENT FOR IT
HOW IT WORKS
WHAT IT MEANS
What it is
It is a “research-led” tool that tests in great
depth areas that are a focus for customers in
the service sector. Emphasis being placed
upon professionalism, staff attitude, customer
insight and all aspects of service delivery.
• 1 CUSTOMER INSIGHT
THE CRITERIA
• 2 CULTURE OF THE
ORGANISATION
• 3 INFORMATION AND
ACCESS
• 4 DELIVERY
• 5 TIMELINESS AND
QUALITY OF SERVICE
THE BIG“E”S
EFFICIENT
EFFECTIVE
EXCELLENT
EQUITABLE
EMPOWERING
EXHAUSTING
I MEAN
EXHAUSTIVE !
Why we went for it
It is an excellent management tool that allows
the staff to really get to know and to
understand what the service is all about. It
sets out an attitudinal behaviour pattern that
acts as common thread. It gives data to justify
funding and raises the profile of the service
on campus.
As a team management tool
• It has helped to create procedures that are
common to all as opposed to behaviour that is
personalised.
• Only done by discussion with the relevant people
(why do we do what we do).
• Procedures are matched to CSE criteria, proof
provided and entered for assessment against the
standard.
• The procedure is adopted and the tested against
the customers response.
How it works
By presenting a series of about sixty “elements”
which are claims of service. These each come with
a “guidance” to help us produce the evidence that
we possess the “element “ or guidance about how
to go about getting the “element”.
Example of an “element”
2.1.2 We have developed customer insight
about our customer groups to better
understand their needs and preferences
Who are the customers?
(A key question)
• This is not always as easy to answer as it
seems.
• Are customers all the same or do they come
with many identities each with its own
service requirement or emphasis on a service?
• Does the service reflect these identities and
requirements ?
• Do the identities change from time to time?
Clients, Customers, Members and
Visitors
Self-reflection
“As a driver of continuous improvement”
Is the customer
always right ?
No………..but
• If you can't give the customer what they want can
you clearly explain why this is, and then can you
provide an option or sign post to another
provider?
• If the customer is wrong did they not know they
would be wrong?
• Will the future service reflect this?
• In the future the service will then be measured
against that proposed improvement.
Does what the customer want
reflect what you presume the
customer wants?
Ask, ask ,ask, then ask
again.
What it means
As a systems management tool
• In order to fulfil the criteria you need to know
what you do.
• You need to know what type of organisation
you are .
• You need to know why you do what you do ?
• You need to be able to prove what you do is
best for you and for the customer?
• You may need to set up new systems to
match the criteria.
As a skills development tool
• Allowing individuals and teams to explore skills in
the area of customer focus, engagement and
delivery of improved service.
• I showed that there were many things we knew
but we did not know how we knew them. Now
we have evidence that we do indeed know them.
(Rumsfeld ?)
• The development process must be tested against
the customer experience so the improvement is
customer focused.
As an independent validation of
achievement
• We always knew we were good, we always said
that we were good but now we have evidence
that we are good .
• AND as good as other services ( in our case the
main library – long time Charter Mark recipient ).
• “Being good” cannot be fossilised in this process.
• The opportunity to explain why we do things and
then show that it is the best way for the
customer.
CSE as a publicity tool
• Receiving the award raised the profile of the
Centre around the campus and in the faculty .
• Has been mentioned in discussion ,
sometimes controversially , some object to
the idea of “customer and business” in a
university academic setting.
• It is a national award that is recognised
outside academia alongside many other types
of services.
CSE as a key to funding
• The process has given us a great deal of
information about our service and about
those who use it.
• It has given us “kudos” with the faculty and
the “purse holders”.
• It allows us to argue our case with measured
and compared data .
Openness - good or bad ?
• The systems and activities
have to be open
• Need co-operation with
other centres in order to
benchmark financial
concerns – everyone
fishing in the same pool?
• My throw light on poor
activity - so people
become defensive
• Collecting the data may
impede the service.
• Are we in competition
with other language
centres?
• We can clearly show what
is really been done even if
other centres are set up
differently .
• Clear activity data allows
for defence of practice.
• Clear activity data allows
for a stronger bargaining
tool.
• 1 CUSTOMER INSIGHT
THE CRITERIA
• 2 CULTURE OF THE
ORGANISATION
• 3 INFORMATION AND
ACCESS
• 4 DELIVERY
• 5 TIMELINESS AND
QUALITY OF SERVICE
Happy is as happy does !