While the CCEDC is a somewhat large-scale economic development organization, conducting such surveys isn’t something that requires unlimited resources or time. It requires three (3) primary characteristics:

• First, relationships with businesses that have been developed over time and will result in those companies being open to sharing their perspectives and plans.
• Second, BRE representatives having an understanding of the link between community economic development goals and how research can help to foster broad-based strategies as well as business-specific Retention and Growth efforts.
• Finally, a well-designed BRE survey that gives you the key attributes to prioritize those big picture initiatives and also uncover risks and opportunities with existing businesses.

For business retention and expansion programs that have limited resources, keep in mind the vital role that research plays in your efforts to retain and grow jobs with existing businesses. Work to  become systematic about acquiring the kind of intelligence that could help your community grow.

Interested in BRE Services?  Check out:  http://cssamerica.com/government/bre-news-research-services-brebuzz/ 

Essentially, a patient’s trust in the care giver reduced patient complaints, improved patient compliance with provider instructions, and overall improved patient satisfaction.  In other words, two patients could have had the same clinical care provided, but if one of the patients trusted their physician more, then that patient’s attitude and actions improved.

There are may aspects of customer service that impact Trust.  For example, one employee can “build up” another employee in front of the customer such as “Jennifer has been a nurse for 8 years on this unit, and she’s cared for and helped many get through a similar situation to yours.”  That statement builds credibility, which adds to patient trust.

When you’re trying to build the patient’s trust, every “Moment of Truth” can be a moment of trust-building:

• Focus on the patient, making positive eye contact and repeating back what they told you to convey you’re listening and that you understand.
• Take immediate action whenever possible to ensure they see you acting on commitments.
• Tell the patient and their family what you have done so it confirms in their mind your  trustworthiness.
• Respect and maintain the confidentiality of what they say and their personal information.

If Trust can drive down complaints and drive up satisfaction (as well as strengthen patient compliance), use these key customer service skills to improve the patient experience.

Would you like to learn about how CSS helps Healthcare organizations succeed?  Visit http://cssamerica.com/healthcare

Without rehashing the details of that conversation 10+ years ago, let’s juxtapose that visual to the visual of Universities looking at customer service as a key to Student Success.

The transition is starting to happen – even in Higher Ed.

In the article Customer Service May Be A Key Ingredient To Increasing Successes And College Rankings Without Increasing Costs, the author highlights all the many initiatives that colleges and universities have underway to maximize student retention, graduation, and other measures of Student Success.

She states “Many schools are creating infrastructures that consider its students as customers; it wants its students to feel that the University is working for them rather than against them. This manifests itself in how students are treated in all aspects of their interactions with their university. It includes attention to course scheduling, ease of registering for courses, early provision of financial aid packages, etc. They want to make sure that students have a good experience.”

She offers as an example “Too often, classes are scheduled for the convenience of the faculty rather than the student resulting in most courses being scheduled between 10 and 4 Monday through Thursday resulting in conflicts for students when many of their classes are scheduled at the same time.”

The author highlights a University that has hired an executive to oversee the student experience strategy and to develop metrics to gauge performance.

Just as with any organization/business, it’s not all about the Education or the Price that keeps the student in school or facilitates their graduation.  Sometimes it’s conveying to the student that they’re valued, and customer service in the development of organizational strategies and the 1-on-1 Moments of Truth where those strategies are implemented can be the difference between a student feeling valued or looking elsewhere.

Use customer service strategies and techniques to show you value the student.

Would you like to learn about how CSS helps Education-industry organizations succeed?  Visit http://cssamerica.com/education-industry/

These are all negative situations with local governments, but they don’t have to be entirely negative experiences.  There are 350 million people in the U.S., and local governments interact with all of them, so there are going to be issues, but often opinions of the government are not formed based on the issue itself.  Opinions are largely formed based on the employee’s reaction to the complaint.

In the article Water bills: City Council ‘displeased’ with customer service, numerous complaints about customer service at the City are noted.  However, although the situations dealt with unexpectedly high water bills, the complaints that rose to the level of City Council were about the City’s handling of the issue.

Customers complained that their issues were “ignored and brushed off by city employees” and “employees have (had) a short temper.”  And one Councilman noted “The thing about customer service is, if you have one bad experience, that’s what gets out.”

Unfortunately for local governments, their reputation for serving the community isn’t determined similar to many private sector businesses who try to “delight” the customers or create the “WOW” experience.

Reputation is created in the responses when questions and issues arise.

What is your organization’s response plan? How do you deal with the irate customer or the complaint?  How are staff trained, and what tools are they given to rectify the situation?

Don’t just focus on the creating the WOW.  Create a plan and an organizational personality that shines greatest when the complaints come flooding in.

Interested in learning how CSS supports local government customer service?  See more at:  http://cssamerica.com/government

To some it’s the halftime show and to others it’s knowing the direction of the team – hopefully a positive direction.

So it’s important to highlight an organization like the University of Kentucky as noted in the article UK football season ticket holders tour practice facility.   They didn’t get to tour the Chancellor’s office or take home any championship trophies; it was JUST a practice facility.

But to some fans, it was something special, unique for them, something that shows the direction of the team, something that proves a future investment, something that tightens that relationship with the program.

So what are your organization’s assets?  What are those events, activities, facilities, or awards that could be leveraged to build relationships and make the renewal process flow easier?

You can’t control what happens on the field, but you can control much of what else drives relationship and renewals with STHs.

Find your organization’s assets, and use them to make fans feel special.

Want more ideas?  See what CSS can do for Sports Organizations at:  http://cssamerica.com/sports 

The survey noted that “helpfulness of the receptionist, along with communication with the doctor, is the most important driver for satisfaction among UK patients.”  The research also noted that “The researchers found that practices where more patients had to push conversations forward because of poor communication by receptionists had lower patient satisfaction scores”.

This paints an interesting and far too typical picture of the gatekeeper – those “first impression” individuals in healthcare.  Too many react to the question, giving the one standard response.  They are taught what to do to move the caller along without thinking about what can be done to remove the patient’s burden of having to determine how to get the best answers or care.

The patient shouldn’t have to drive the conversation, ask all the questions to learn how to navigate the provider’s processes.  The staff need to ask enough of the right questions to specifically help or direct the patient to the best course of action.

“In the more effective calls, receptionists made alternative offers and summarised patients’ appointments or confirmed what would happen next.”

The gatekeeper should push the conversation forward instead of expecting the patient to do so themselves.

Make your gatekeepers great at asking questions to best help the patient get their need met right the first time, and watch your patient satisfaction rise.

For information on how to improve patient satisfaction, visit http://cssamerica.com/healthcare/

I hear these statements all the time from people in Education who don’t like the concept of customer service – “we’re educators, not customer service reps!”

While it’s true that many in Education are educators, this lack of willingness to embrace the concept of customer service is like a roadblock to a healthy culture internally and respectful and responsive relationships with those not employed by the school system.

In the article Expert: Better customer service one answer to district’s out-enrollment, Newport Independent Schools Superintendent Kelly Middleton talks about the importance of customer service.  He’s in a district with another public school district and a private school nearby – he’s in competition.  In understanding that competitive concept, he looks for how his district can differentiate itself from others – and part of that difference-making equation comes down to customer service.

When Middleton offers examples of customer service, he uses examples of empathy (using the sporks to eat when he’s in the cafeteria with the children), having great communicators assigned with more customer-facing responsibilities (putting the right people in the right positions), and making home visits (going to the child’s home to learn more about them and develop relationships with their family).

Don’t let the term “customer service” keep your organization from serving others.

Interested in improving your customer experience?  Visit the Customer Service Solutions website.

Only about 33% of callers can get through to the IRS.  Call hold time tripled from 2010 to 2015.

The IRS complained that this was due to budget cuts and increased demand for services because of Obamacare and other initiatives. And while all that may be true about the Federal Government, there is a lesson for every business as well.

What are those true operational measures that are indicators of customer service performance?  What if you identified those internal measures and (gasp) had to report them publicly?  I’m not talking about “97% customer satisfaction” as Geico touts.  I’m talking about real objective internal measures that get at processes and quality.

What is the hold time, the abandon rate, and likelihood of being transferred?  What is the quality of information provided in written correspondence, and how long does it take to get to the customer?  What did your business tell the customer to do and in what timeframe, and did it meet those expectations?  What is the reality of your customer experience as viewed through a Mystery Shopping Program, and did the Shop results mirror what management THOUGHT was the real customer experience?

Take a step back, and imagine if all your internal metrics were made public.  How would it make your business look to the customer…and to your competitors?

Put your measures and your customer experience through this reality check to find opportunities to raise your customer service performance.

Interested in improving your customer experience?  Visit the Customer Service Solutions website.

• The easiest way to change a culture is to change the people, and it’s often very difficult to change staff in local government
• A key to creating a particular desired culture is to have rewards and recognition (i.e., incentives) for staff who exhibit the needed behaviors and attitudes; many governments have policies and budgets that greatly limit such rewards
• Many local government agencies are enforcing code, ordinances, laws, and regulations. It’s hard for the customer to feel great in situations when you’re telling them “no.”

I’m sharing these obstacles to great local government customer service because they’re a reality…but they’re also an excuse.

The Orillia City Government has been working on its continuous improvement strategy, focusing largely on customer service. According to the article City expanding customer-service focus, the City approved a customer service strategy in May that included the following components:

• Continuous monitoring of customer satisfaction and feedback;
• Exploring ways to expand access to services online;
• Exploring opportunities to offer expanded payment options;
• Establishing a dedicated customer-service team, comprised of staff from each city department, to monitor and receive feedback on the city’s customer-service practices;
• Reviewing options to provide general reception on the first floor of the Orillia City Centre;
• The implementation of corporate-wide customer-service standards to ensure consistent levels of service in all departments and locations;
• Expansion of the city’s website to offer more information regarding the appropriate staff contact for all areas of the corporation; and
• Regular customer-service training for staff.

Review your organization’s customer service strategy. Does it include research, broader service delivery vehicles, dedicated customer service resources, facility navigation, standards development, and training?

Review your strategy if you want to move it forward in a more comprehensive way. Learn from Orillia’s strategic orientation toward customer service.

Did you like this post? Here are other Government-related posts:

• Change City Culture by Doing This…and What Else?
• The Customer Service Rep Stuck Inside the Robot
• Culture can be the Root of City Government Service Issues

What we do is we get a group of people from all aspects related to that process, get them in a room for four days and really give them the leeway to fix the problem.

We’re firm believers that the people who know the work are the best ones to fix it.

Next year’s score card goals are set to change, some of which are based on staff suggestions.

What we’re really going to push in this next year is something we call our bright idea program. The idea is that we give staff a way to improve their work.

Did you catch the theme? The CEO and Chief Quality and Strategy Officer are constantly talking about using the voice of the employee to drive improvements. Whether it be on an improvement team or through an employee suggestion system, the best ideas to improve the patient experience are coming from those closest to the patient on a daily basis.

Leaders must chart the vision and set the strategy in most organizations, but the employees are the ones often with the best ideas on how to execute the ideas and improve patient satisfaction.

Create a patient satisfaction improvement strategy where the employee’s voice rises up for the benefit of the patient.

Did you like this post? Here are other Healthcare-related posts:

• Journalists are Sharing Patient Satisfaction Scores
• Consistent Patient Satisfaction Requires a Strategy, Not a List
• Patient Experience Pros Don’t Have Unlimited Resources, Therefore…