Q&A with St.George Bank Limited - Customer Service Institute of ...

More documents

Recommendations

Info

St.George Bank Limited…continued Q Smile in the Voice & Conflict Resolution. This training is delivered online and is divided into short modules of 15-20 minutes to allow consultants to complete them through the course of normal business in quiet times. Our Leaders and Senior Consultants also attend a 2 day workshop on Developing Great Service Turnaround Skills, for example how we respond when someone complains is a real “moment of truth” for the customer, and an opportunity to show true service differentiation, re-win the customer’s loyalty and advocacy and even gain business. We also work with external training providers. One of our most effective courses is the ‘Impromptu Counsellor’ provided by Helen Cummins. The course looks at development of skills and self-awareness essential in the successful handling of customer complaints and difficult customer interactions. We have also invested in the art of ‘taking responsibility and control of issues’ with a most engaging Sports Psychologist Dr. Phil Jauncey. And just recently we have done some NLP work (Dr. John Gora) to provide verbal tools to better engage with the customers over the phone. Q What management techniques are used, describe the best aspects of employee relations and the managerial style of the company I hold quarterly Staff Briefings with all staff, to set the scene and the expectations for the months to come. We’ve built a transparent culture where individual and team results are publicly shared and celebrated. I believe this underpins the St.George ‘ExCITE’ values of excellence, customer focus, integrity, , teamwork and valuing each other. The style of the CCC Leadership team is very consultative with monthly focus groups (called Fireside Chats) and staff committees are formed whenever significant change management is required. CUSTOMER SERVICE EXCELLENCE THE MONTHLY MAGAZINE OF THE CUSTOMER SERVICE INSTITUTE OF AUSTRALIA 3
St.George Bank Limited…continued The program demonstrates to frontline staff that the St.George Executive management team are committed to the St.George service culture. I put aside one full day per fortnight to be on the floor to listen to calls and touch base informally with staff. Other avenues for staff to provide feedback and suggestions are their own team meetings, the ‘CCC feedback’ email address and the very popular ‘Roz Wall’ situated at the entrance of each Call Centre. Staff are invited to write comments which I personally respond to within 24-48 hrs. Q Has the workforce been involved in developing strategies for success What areas were identified by employees to improve the company’s operations Every one of the CCC staff members speaks to between 60 to 100 customers per day. Staff are an invaluable source of Business and Customer Intelligence. My first action whenever an issue arises is to walk the floor and seek the staff’s, and thus the customer’s, perspective on the situation. We recently found that staff were consistently commenting on our ‘hold music’ and ‘on-hold messages’. Investigation indeed confirmed that our approach was fragmented and inconsistent between various phone queues. We thus set out to completely review the ‘in-queue customer experience’ for our customers. The early results are most encouraging with customers now pro-actively commenting about the music and the ‘pleasant voices’ on the messages on hold. Q What systems and processes exist to promote ongoing Customer Service improvement across the organisation The CCC’s Listening Post program invites more than 200 St.George Group executives and key stakeholders to listen to calls for 90 minutes and participate in a 30 minute debrief session to provide feedback. The program demonstrates to frontline staff that the St.George Executive management team are committed to the St.George service culture. The experience is also invaluable for them as they get to regularly monitor the pulse of our customers first-hand. Of course, CCC staff love showing off their good skills and the CCC management never miss an opportunity to lobby particular executives for their time and resources to address specific issues that need prompt attention! We also launched the ‘Business Rule Challenge’ (BRC) where staff are invited to challenge any unfriendly or cumbersome process or protocol. The CCC staff raised CUSTOMER SERVICE EXCELLENCE THE MONTHLY MAGAZINE OF THE CUSTOMER SERVICE INSTITUTE OF AUSTRALIA 4
Page 1 and 2: customer service excellence The Off
Page 3: St.George Bank Limited Antoine Casg
Page 7 and 8: Service Manager Service M anager St
Page 9 and 10: New 100% Government Funding for CSI
Page 11 and 12: u Develop and assess the success of
Page 13 and 14: *Terms and Conditions based on the
Page 15 and 16: Certied Customer Service Manager Co
Page 17 and 18: Winning back lost custom and reputa
Page 19 and 20: A little considered factor in justi
Page 21 and 22: The diagram below provides a framew
Page 23 and 24: leading measures are measures that
Page 25 and 26: A Key Tool in CSIA’s Methodology
Page 27 and 28: Many times projects actually report
Page 29: I just wanted to drive home that po

Q&A with St.George Bank Limited - Customer Service Institute of ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?