By Philip Spock Project Scope Problem Statement Strategies for Gathering amp Assessing Information A lack of internal processes in any company will lead to misunderstandings and negatively affect the expectations that the clientele of a company has ID: 657182
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Slide1
Improving Client Satisfaction
By: Philip Spock Slide2
Project Scope
Problem Statement
Strategies for Gathering & Assessing Information
A lack of internal processes, in any company, will lead to misunderstandings and negatively affect the expectations that the clientele of a company has.
Archived Data from company surveys
Employee Interview with close clientele relation
External research relating to standardized processes & customer satisfaction Slide3
Project Scope (cont.)
Background Info:
Throughout this project I used a combination of qualitative and quantitative data sources. By using employee interviews and client surveys, along with external
research,
I am able to find ways to increase the satisfaction of the company’s clients.
Expected Outcomes:
Liberal Studies:
Increase in customer satisfaction by meeting clients’ expectations
Improved internal processes by adopting best practices found in research
Finding the correlation between customer satisfaction and the overall success of a company
I will be applying the concepts learned in Liberal Studies courses which will provide additional support for recommendations for improvement. This will include strategies of team work and different leadership skills. Slide4
Liberal Studies & LeadershipSlide5
Leadership
Leadership defined:
“
the process of influencing the activities of an organized group in its efforts towards goal setting and goal
achievement” (Clegg, 2006).
Transformational Leadership
:
Style
where leader works with subordinates to identify needed change, creating vision to guide the change through inspiration, and executing the change in tandem with committed members of the group.
In
other words, transformational leaders are change agents who facilitate their organization’s ability to maintain competitive advantage while honoring the responsibility to help
employees
improve, learn, and grow (Xu, 2015).
The main goal of this project is to increase client satisfaction. Leadership is a key ingredient that can help achieve that. One type of leadership that could be most beneficial is transformational leadership.Slide6
Teaming
Teaming is a verb and term made
to deliberately capture the activity of working together which helps organizations carry out interdependent tasks.
Teaming is an active process that can be channeled with transformational leadership.
* The
purpose of teaming in the workplace is to expand knowledge and expertise so that organizations and their customers can capture the value
(which
will then lead to high customer
satisfaction).
Effective teaming requires everyone to remain vigilantly aware of others’ needs, roles, and perspectives.
Teaming helps coordinating actions and making shared decisions. Slide7
Employee InterviewSlide8
Employee Interview
What can departments do to increase client satisfaction?
How easy is it to make departmental changes?
Are you happy with all processes within your department? If not, which ones and why?
“
…
to maintain
and increase
client satisfaction, it’s important that each department is sending a consistent message to not only the clients but also to the other departments within the
organization.”
“
In order to be consistent, rules and expectations need to be put in place both internally and also communicated with our clientele.
“
“We
are currently working on establishing new processes internally in an effort to improve our customer service and overall client
satisfaction.”
“
We
still
have to
see how these new processes are going to be affecting our clients and what impact this is going to have on their overall satisfaction with our company and product, but I am confident that our new processes will contribute in a positive way
.”
“
A lot of people are afraid of change, even if they know change needs to happen for the greater good
.”
“I
think the biggest challenge with implementing change is the adoption piece. It can be relatively easy to come up with a list of things that need to be changed, but it is much more difficult to get your team members on board with actually adopting the change that you are
proposing.”Slide9
Client Satisfaction Survey Slide10
Survey Response
Results based on 493 responses
Question: How Likely are you to recommend us to a friend or colleague?
0 = Not at all likely | 10 = Extremely likely Slide11
Breakdown of Client Responses
Score of 9 or 10: Not at risk
Score of 7 or 8: Somewhat at risk
Score of 0 – 6: Highly at risk Slide12
Common Trends for ImprovementSlide13
Trend #1: Generally Poor Customer Service
”Continue to be disappointed with the customer service. Every time we do get someone good, you promote them (or they leave for something better) and we are left starting over again.”
“Too many people involved in the process, short cuts that cause other issues, not making changes that follow through platforms
… timeframes for resolution of a ticket can sometimes take a long time, sometimes no sense of urgency.”
”Turnover in customer service, putting inexperienced people in control of your client relationships, difficulty in getting issues solved.”
“There are several issues that exist
… [and] lack of response time. I felt like we were way oversold. I have never had to spend so much time managing a software I pay for.”
“The Client Service managers are too busy to help, tech support usually cannot assist you with one call and their Payroll Service is a total failure.”
Customer Service reps seem to be in over their heads, turn around time on support tickets is ridiculous long
… Not a fan!” Slide14
Recommendation for Improvement
According to Monica
Baldea
, ”Practicing effective listening will take place both in relation to the external environment – through the power of information from customers of the organization – and in relation to the internal environment – in terms of information to come on one hand from the organization’s employees and other part of the organization’s managers” (
Baldea
, 2014). If the company can practice effective listening with the clientele, clients will feel valued and listened to, resulting in an increase in overall customer satisfaction.
“Effective
teaming requires everyone to remain vigilantly aware of others’ needs, roles, and perspectives
.”
Employees need to remain attentive to their client’s needs and perspectives. By doing so, employees can better predict problems that may arise before they happen, leading to a better experience overall for the customer.
Transformational leadership, when implemented by employees, will create a sense of trust and belonging with clients (Seymour, 2015). Clients who feel they’re valued and cared for by employees will be more satisfied. If clients feel employees are more engaged they can establish more meaningful relationships and the client can understand how work gets done from start to finish. Slide15
Trend #2: Negative Implementation Experience
”We are a staffing company that schedules assignments that have continuous changes. Your implementation manager promised a scheduling feature during a demo and this never happened.”
“Installation for us was painful due to the Project Manager’s performance and the company’s unwillingness to modify the implementation schedule and process our needs
… we wasted a lot of money trying to fit a square peg into a round hole.”
“Outstanding issues from implementation not resolved at 9 months post live
… customer service is getting slower and follow up on issues is getting worse not better.”
“Promises that were made by your company with the conversion that never happened. I feel like we’re cleaning up everything on our end with no help from your company.” Slide16
Recommendation for Improvement
Research shows that customers often have expectations that to them seem reasonable or a given, so they may not discuss their expectations during
the implementation
process.
This can be described as expected requirements, meaning “[they] are often so basic the customer may fail to mention them – until we fail to perform them”
(Nicolae, 2013). This leads to poor quality, which is defined as “the match between what customers expect and what they experience.” (Nicolae, 2013).
“Employees and customers must learn to ask questions clearly and frequently. They must make the small adjustments through which different skills and knowledge are woven together into timely products and services” (Edmondson, 2012).
It is important to communicate questions and expectations clearly beforehand so there are no misguided assumptions on behalf of the client or the employee. Slide17
Trend #3: Oversold
“Oversold and under-delivered.”
“Promises that were not delivered on the original sale
… The quality control / review at your company is non-existent.”
“Sales team overpromised in the beginning and the system under-delivered. Many of the features we thought were included with the initial price were actually add
ons
.”Slide18
Recommendation for Improvement
”Teaming is essential to an organization’s ability to respond to opportunities and to improve internal processes” (Edmondson, 2012).
This trend focuses on the root issue of miscommunication between departments and clients.
Transformational leadership is grounded in moral foundations.
“If employees use transformational leadership, they will be seeking the best interest of both the client and the organization and constantly learning that organizations are able to create high trust and high performance work cultures that produce increased profitability and long-term sustainability” (Caldwell, 2011).
It
’
s critical to develop a clear, consistent message internally that is delivered to clients in order to reduce confusion and miscommunication. Slide19
Best Practices / Strategies for Each Trend Slide20
BÂLDEA, M., & BĂLTEANU, A. (2014). THE IMPORTANCE OF INFORMATION SOURCES IN EFFECTIVE LISTENING PROCESS IN ORGANIZATIONS.
Fiability
& Durability / Fiabilitate
Si Durabilitate, (1), 333-339. Caldwell, C., Dixon, R. D., Floyd, L. A., Chaudoin
, J., Post, J., & Cheokas, G. (2012). Transformative leadership: Achieving unparalleled excellence. Journal of Business Ethics, 109(2), 175-187. doi:http://
dx.doi.org
/10.1007/s10551-011-1116-2
Clegg, S. R. (2006).
Handbook of organization studies
(2nd ed.). London: SAGE. Edmondson, A. C. (2012). Teaming: how organizations learn, innovate, and compete in the knowledge economy. San Francisco:
Jossey-Bass. NEKORANEC, J., & NAGYOVÁ, L. (2014). ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT. Revista
Academiei Fortelor Terestre
, 19(1), 114-120. Nicolae, L. I., Tanasescu
, D., & Popa, V. (2013). Customer expectations management. Valahian Journal of Economic Studies, 4(3), 91-100. Retrieved from http://www.remote.uwosh.edu/login?url=http://search.proquest.com/docview/1540957618?accountid=9355
References Slide21
References
Šárka
, H. (2014). Tools of Internal Communication from Knowledge Transfer Perspective.
Journal Of Competitiveness
, 6(4), 50-62. doi:10.7441/joc.2014.04.04Seymour, T. D. (2015).
Examining the mediating effect of ethical behaviors on the relationship between transformational leadership and employee engagement (Order No. 3714754). Available from ProQuest Dissertations & Theses Global: Business; ProQuest Dissertations & Theses Global: Health & Medicine; ProQuest Dissertations & Theses Global: Social Sciences. (1707689247). Retrieved from http://www.remote.uwosh.edu
/
login?url
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docview/1707689247?accountid=9355 Sturpe, D. A., & Schaivone, K. A. (2014). A Primer for Objective Structured Teaching Exercises.
American Journal Of Pharmaceutical Education, 78(5), 1-6. van Rooij
, S. W. (2010). Project management in instructional design: ADDIE is not enough. British Journal Of Educational Technology, 41(5), 852-864. doi:10.1111/j.1467-8535.2009.00982.x
Wiedow, A., & Konradt, U. (2011). Two-Dimensional Structure of Team Process Improvement: Team Reflection and Team Adaptation.
Small Group Research, 42(1), 32-54. doi:10.1177/1046496410377358 Xu, F., Caldwell, C., Glasper, K., & Guevara, L. (2015). Leadership roles and transformative duties - preliminary research. The Journal of Management Development, 34(9), 1061-1072. Retrieved from http://www.remote.uwosh.edu/login?url=http://
search.proquest.com
/
docview
/1712554395?accountid=9355