Manage Quality Customer Service Essay

DESCRIPTION OF THE ORGANISATIONTelstra Corporation extra is a unrestricted Comp whatever that is ranked number 9 out of the top 2000 companies in Australia stated on Ibis World a byplayreporting land site (World, Ibis, 2011). The company generates the majority of its income from the telecom Services in Australia industry. Telstra has employed 39,790 hatful by June, there residual of fiscal course of instruction 2011. Since 2009 its current CEO, is David Thodey. (Telstra, 2011) The pick out Telstra is derived from the word Telecommunication Australia. The (TEL) is from Telecommunication and (STRA) from Australia. The creation of this name was trading on a lower floor Telecom Australia domesti citey until a constant branding of Telstra was introduced without the come up organisation in 1995. (About Telstra Fast Facts,2011).Business Operations Book and rec solely Directory Publishing in Australia Telecommunications and Other Electrical and Electronic Equipment Wholesaling in Australia Telecommunication Services in Australia Wired Telecommunications Carriers in Australia Mobile Telecommunications Carriers in Australia net income Service profferrs in Australia On neckcloth Information Services in AustraliaTelstras Business Units Telstra Consumer including Country advantage the metropolitan, regional, rural and remote atomic number 18as of Australia. It lay ups telecommunications products and run, for home and mobile ph mavens and devices, to flash-frozen and wireless internet as well as Pay TV services. Telstra terminaleavour & Government (TE&G) is the leading letr of network solutions and services to Enterprise and Governments in Australia. Telstra Business is a nonher division answerable for serving the take of Australias small to medium enterprises (SME) with fixed resound line, mobile and broadband. selective discipline and Internet solutions can be tailored for blood line.IDENTIFY THE TARGET clientAge of customerAge Group 55+ 35-4 4 25-34 45-54 8-24Customers2008/09 9.9% 30.6% 23.9% 25.7% 9.8% 2009/10 11.1% 30.5% 24.3% 25.9% 8.2% 2010/11 12.0% 29.9% 24.4% 26.3% 7.4%Telstra provide products and services to Home and Family (residential), Businesses, Government and Wholesale customers. This overly allow ins a Disability Equipment Program for plurality with a disability and Access for everyone packages for the great unwashed on a low income. The chart found in a Telstra Sustainability Report (Davies, capital of Minnesota Migonneau, Bastein, 2011) shows the per centime of different aged group customers that ingest been touched with Telstra. seed (Davies, Paul Migonneau, Bastein, 2011)KEY PERFORMANCE INDICATORSKey mental impact indicators (KPIs) atomic number 18 ways to periodically assess the movements of organisations, business units, and their departments and employees. They measure the lick through a SMART criterion by Specific mensurable Achievable Relevant Time. Monitoring KPI as a undivide d and through staff performanceThe Call aggregate employment chart shows the percentage of customers that called and counts for each action that can occur once a call has been queued to a call revolve well-nigh. This is one form of measuring call nucleus KPI. People mustiness learn to work together, ask for help, rearing etc. and determine how to relate to one another otherwise the teams output lead be less than it could be. This Call Centre chart generated a report that includes statistics relating to one call centers. The chart report provides discipline related to how calls atomic number 18 handled by call centers once they hurl been queued. booming leaders c ar for and support colleagues and employees.Treating bulk with respect, demonstrating integrity, and showing empathy strengthen the study of trust and confidence in the work entrust. In order to assume your teamwork on their cook goals, performance and meet KPI you must demonstrate that you ar reliable, ho nest, and true(predicate) and that you walk your talk. They extremity to see your values in action and that you have their best interests at heart. They need to see that you value openness and candor in offering and receiving feedback. helping TARGETSAs engine room has gr induce, so has the go by which nurture can be generated and presented to caution and stakeholders. Today, everyone seems concerned closely information overload, From my thorough investigations online I can report that service targets atomic number 18 reported quarterly to identify opportunities for avail and outline development of effect and adjustments if needed ar as well as make at this point. The more or less illuminating reports I found online from 2010-2012 on Telstra are Financial Results for half Year ended 31 December 2011 Telstra Corporation Limited and controlled entities and Telstra Sustainability Report 2011 They all outline the results of Telstras performance, goals and statistics in achieving their customer service/product commitments. When organisations always polish up their service granty, they gather an enormous amount of data. The data still is important and crucial to the ongoing survival of the organisation and therefore it must be recorded, maintained and be accessible. The financial report Financial Results for Half Year ended 31 December 2011 (Laird, Jason McKechnie, Nicole, 2012) presented by David Thodey CEO & playacting CFO Mark Hall has been published and reports that Telstra announced its strategy elapses to deliver financial attains.Report Statistics & Targets for 2012Business revenue results talk abouted by the Directors from Telstras Financial report half year ended 31 December 2011 (Laird, Jason McKechnie, Nicole , 2012) are as follows Total revenue increased by -1.1% or $136 one meg millionto $12,419 million Net Profit After Tax increased by -22.9% or $274 million to $1,468 million In relation to the 2011 Sustainability Report (Davies, Paul Migonneau, Bastein, 2011) Telstra believes that monitoring, measuring and reporting their progress helps them to improve on their service performance and lists this in figure 3. Figure 3 Telstras Values & Priorities For 2012 author(Davies, Paul Migonneau, Bastein, 2011)FEEDBACK ON STAFF PERFORMANCETelstras performance review process incorporates two informal quarterly reviews and a formal one-year and half yearly review, targeting business results and leadership. Each team and section of Telstra has abide by and recognition schemes in place to honour and encourage top performers. Telstra has a variety of incentive plans, tailored to different sectors of their workforce, which is designed to encourage high up performance by rewarding employees for conflux and exceeding performance objectives. another(prenominal) way of accessing performance is by collating data on customers feedback about the person consultant. All results can be produced through a team email, me eting or coaching.Obtaining a 360-degree feedback allow for be most valuable in assessing their strengths and weaknesses. The 360degree should be performed and completed by their manager and up to five of their peers with whom they work. This assessment forget let the business and employer know what people they work with think about their attitude, performance, and business ethics. carrying out Appraisals Determines Rewards and/or promotions for an individual who is meeting /exceeding performance Identify and discuss gaps in skills, association and attitudes that impact on an individuals performance Identify and discuss environmental or workplace weaknesses preventing the individual from meeting their goals and objectives and Identifies an individuals future training and development needs Most staff genus Phalluss will expect that they will berequired to give feedback at the end of their appraisal. What is important is team members are made to feel that management will act ually take notice of their feedback and use it to coach and make any improvements.Live implementation MonitoringI have provided a adjudicate bar chart below from when I worked at Telstra. The chart displays how a teams Adherence on calls is monitored by the sales teams. As you see the amount of calls answered is the first column which is then followed by the activities that one chthoniantakes opus on that call. The red highlighted boxes indicate improvement is required as the KPI target for AHT is 630min and Adherence is 88% while your wrap should be the net possible as this is when the call has ended and your holler is sitting in Not Ready location, the key here is finish what you are doing while customer is on the phone & be in READY status for the next call. This Report is also part of the scorecard paying organization to calculate any sales bonus Figure 4 Activity Chart Sales Call CentreKPI Targets AHT 630Adherence 88%Source( Pusca, et al., 2012)Figure 4 shown in this rep ort is my own collection of statistical results I obtained when working at Telstra in 2011/2012. The results are solely only if for the purpose of this assignment. Names of Staff members have intentionally been outside for silenceSTRATEGIES TO ADAPT CUSTOMER SERVICEThe only measure that will connect a business with the relevance of the work a staff member is performing is to find out if customers are happy or not with their service. You need to measure how the customer judges the outcome of the product or service, through a phone or email survey at the end ofeach business discussion. Telstra have this process in place. The process is completed by asking the customer to placate on the line while at the end of the call while you transfer them through to a questioner/ survey about your performance straightaway. The rating is from 1 (lowest) & 5 (highest) then next they will be ask to provide any feedback. Statistics can be taken via the login of the consultants phone that produces a per cent % on how many customers were transferred to the questioner /survey.Customer abide by Satisfaction ResultTelstras Customer Support Services is also launching an initiative to revisit the handling and processing of customer requests for egg on reliable services and assistance. For the past few years, Telstra have proactively been monitoring the first Contact Resolution (FCR) metric as a Key Performance Indicator (KPI) of 80%. This is a voice of the customer driven strategy reported in a Corporate Responsibility Report (Inc, 2012) we are doing a lot more listening. We are implementing tools and processes that allow us to understandably understand and fix main points for our customers states David Thodey CEO. As well as the phone interaction customers have with staff Telstra has established a crude online card My Telstra Experience so that customers can regularly tell them what they think of their experiences and where they need to improve on service. 2 Figure 5 Comp liance MTD1F affix FCR Staff Must Set the right expectation to the customer about the call (how long it takes to process the order, keep the customer in the loop) notice the correct hold procedure (set the expectation on how long they may need to wait) To reduce repeat calls within 7 days by giving the right contact numbers to customers i.e. for any IT Support or Bigpond enquiries please give out the correct number, that way in will not propel your FCR. When transferring, give the customer the number for the department you are transferring them to. Encourage customers to call the number provided for future reference or in case, the call drops out. SOURCE (Dave, 2012)Remember to ask Can you please stay on the line to answer 2 questions regarding my customer service today?FEEDBACK TO MANAGEMENT ON MEETING/EXCEEDING KPISWithin a call center, there are common business roles. There is Centre Managers for each department, Team Leaders, and Agents. The Centre Manager will have a n umber of Team Leaders reporting to them. They will be responsible for the recruitment, development and coaching of those who directly report to them. The Team Leaders role is to ensure individual agents are performing against targets, reviewing their performance and coaching/training them to do so.The Team Leaders will meet on a regular basis with the Centre Manager to provide feedback and to pay back instructions or actions that need to take place. The Team Leader is responsible for keeping their agents informed of what is happening in the centre and anything that may affect the agents key tasks or performance targets. It is good management practice to consult and reflect on employees and other managers for feedback on a regular basis. Feedback allows one to gain input from others including, praise, criticism and suggestions for improvement.The ReportProviding Performance feedback to Management when their team has achieved KPI is an extraordinary accomplishment. Feedback is backe d up with reports and they can include Documentation of expected results timeworns of performance Progress toward achieving of results How well they were achieved Examples indicating achievement A report outlines the performance of team and individual staff members and how they have progressed since the ratiocination monthly/quarterly report. It will also show a comparability of whether they have improved or dropped in performance and if any training is required to fill gaps.Figure 6 shown in this report is my own collection of statistical results I obtained when working at Telstra in 2011/2012. The results are solely only for the purpose of this assignment. The names of staff members have been removed for privacyA GAP ANALYSIS ON CUSTOMER SERVICE MEASURESThe pursuit performance reporting covers the 2011 financial year for Telstra Corporation Limited (Thodey, David Hall, Mark, 2011). In 2012, Telstra continue to focus on simplifying their business and improving their processes i n order to better serve its customers.Telstras Primary Goals Serve the needs of its customers Improving online services & support Make Telstra a great place to work Reduce Telstras TIO complaints Contri alonee resources people, money, technology, products, and services To support the communities arm the capability of the nations telecommunications infrastructure, and providing a strong foundation for sparing growth, productivity improvement, and global matched advantage. Service GoalsFigure 7 pass epitomeActual Performance 20116.8%Target as of June 20127.1%Gap AnalysisCorrective Action1. Customer Satisfaction 2. Improving online service 3. Telstra a great place to work 4. Reduce Telstras TIO complaints 5. To support the communities 6. stinting growth conquest 0.3% Failed 13% Failed 0% Failed 6% Failed 21% Success 0.7%Listen to customers, undertake a cause analysis when issues arise, & fixing the areas that customers are not happy with i.e. pricing change online access for acco unt enquiries on mobile phones & customers to easily manage their account online Launched a new reward & recognition program to recognise individuals & teams Conducted a review of system trading operations to ensure that privacy of customer information continues to be protected Provide communication technology training through grants, events, online content and DVDs They engage more with community organisations on issues impacting the lives of children and young people22% 75% 24% 44,000 people $24.80 million35% 76% 30% 80, 000 people $25,06 millionSource (CSG, Customer Service Guarantee)1. Telstra reached a 3% per cent improvement in customer satisfaction. Their approach is to be able to connect with the customer, understand and exceed their expectations, respond to and solve customer complaints and fulfil expectations 2. Improving online services and encouraging customers to go online will help reduce call centre call queue and visiting Telstra stores. This should have enhanced th e customer experience. Telstra failed by 13% of online customer interaction with staff. 3. In 2012 Telstras goal was toImproved development performance by 1%, they failed 4. The Telecommunications industry Ombudsman (TIO) records complaint issues under several broad categories.Telstra had set a target to reduce TIO complaints by 30% in 2012 though failed by 6% 5. In 2010/11, the total value of Telstras social investment was $248 million. Increased numbers of people to be trained to know how to use mobile, internet etc. was set from 44,000 to 62,447. Telstra failed by 21 % 6. A key driver to the increase has also been the focus on improving customer service through investments made to improve the customer experience including improvements to the online Telstra portal and the implementation of the after hours customer service line.CONCLUSIONTelstra is Australias leading full service telecommunications and information services company. It offers a wide range of fixed and mobile telecom munications, and information products and services across Australia and overseas. Telstra uses its own network infrastructure. In addition, Telstra provides wholesale services to other telecommunications retailers, who then provide services, including voice, broadband and data services, to their own end user customers. Over the past year Telstra has recorded a reversion in operational results, with strong customer growth. While not meeting majority of their targets, this years 2012 achievements must demonstrate real progress against their Service Goals.Telstra still have significant improvements to make and have set targets to improve their Service. In recent years, customer satisfaction in Australian telecommunications has failed to keep up with community expectations and consumers have responded with increasing complaints to the Telecommunications Industry Ombudsman (TIO).Customer Service is an essential factor in maintaining an organisations competitive edge in the marketplace. Many organisations are placing greater emphasis on developing a customer service culture and making it a priority. At the end of the day it is the people in the center who are the real influence on customers not the technology or the processes. A company canhave great products, great services, great technology and great processes, but its the people that bring it together and make it happen. To establish the right service tonicity standards is what Telstra need to bring into place. The following points list some standards I had not come across or not been mentioned by Telstra as one of their focuses for improvement Top management commitment to providing service quality Set, communicate, and reinforce customer-oriented service standards Establish thought-provoking and realistic service quality goals Train managers to be service quality leaders Be receptive to new ways to deliver service quality Standardise repetitive tasksTelstra recorded a 3 per cent improvement in customer satis faction in 2011/2012, with a decline in TIO complaints however did not meet the target and failed by 6 per cent they had set out to achieve. To attract and retain customers a business needs to recognise different customers want different things, and they need to provide products, solutions and service to cater to this. To differentiate themselves from their competitors, a business will benefit if they can demonstrate that they can provide the understanding and experience customers are seeking. Overall, the company is a dominant player and for the last five fiscal (financial) years of 2007 to 2011, continued to make up around 60% of the whole Australian communications services market. The significantly improved growth in customers returning to Telstra is tribute to the value in the companys new mobile plans as well as their network quality.Telstra will continue to roll-out new products for all our customers, from individual to Corporate and Government customers, taking into term th e feedback of what their customers have told them. They are committed to upholding the legislated Telecommunications Customer Service Guarantee Standard 2011 (The CSG Standard), as amended and issued by the Australian Communications and Media authorization (Thodey, David Hall, Mark, 2011) The objective of the Customer Service Guarantee is to impose a tokenish level of performance on telecommunications carriers and service providers, for specified services, so that the quality of that service should not deteriorate in any way but will improve significantly and should enable consumers to enjoy a level-headed level of service. (ACA, 1999)