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  • Creating Business Value / Employee Value Through Business Excellence

    OMBUDSMAN AT CANADA POST

    Nicole Goodfellow, Ombudsman

    A Team with a Fair View

  • Understanding Canada Post

    – Service 32 million consumers through nearly 7,000 post offices and online services

    – Annual revenues of $7 billion – 70,000 employees serving 200,000 commercial

    customers – Over 40 million messages, mail, and parcels delivered

    each day to 14 million physical addresses – 240,000 new addresses added to the delivery network

    each year

  • DO THESE THINGS KEEP YOU AWAKE AT NIGHT…

    HOW ARE WE SUPPOSED TO ADD VALUE TO THE BUSINESS?

    HOW DO WE KNOW IF WE’RE MAKING A DIFFERENCE?

    WHAT DOES SUCCESS REALLY LOOK LIKE?

    DO WE HAVE THE RIGHT SET OF MEASURES IN PLACE?

    AS A TEAM LEADER, HOW DO I BUILD LINE OF SIGHT BETWEEN OUR BUSINESS PRIORITIES AND TEAM MEMBERS’ PERFORMANCE METRICS?

    AS A TEAM LEADER, HOW DO I USE THE PERFORMANCE MANAGEMENT SYSTEM TO CREATE EMPLOYEE VALUE?

    From business planning to continuous improvement planning to performance management: how to bring clarity and line of sight

    on a business excellence journey

  • WHAT’S THE BIG FUSS ?

    Your “ brand “ - What you stand for - How you practice it - Measured against “ best-in-class” - Credibility: internal / external - Business relevance

  • Leadership

    People Focus

    Principles for Excellence

    Process Management

    Planning

    Supplier / Partner Focus

    Overall Organizational Performance

    Cooperation & Teamwork

    Leadership Involvement

    Continuous Improvement

    Process Driven

    Prevention Based

    Employee Contribution

    WHERE DO I START?

    Factual approach to decision making

    Customer

  • Leadership

    People Focus

    Principles for Excellence

    Process Management

    Planning

    Supplier / Partner Focus

    Overall Organizational Performance

    WHERE DO I START?

    Customer

    VALUE CAN ONLY BE MEASURED FROM THE CUSTOMER’S VOICE

  • CUSTOMER FOCUS

    A process for understanding what our customers value most

    A measure of how well we perform against customer expectations —our strengths and weaknesses

    A method for selecting our priorities for improving the customer experience

  • 101

    Poor Excellent

    Performance Scale

    101

    Poor Excellent

    98765432

    Top 2 Box Score

    Mean Score

    Customers are asked to rate

    their experience in dealing with

    the Office of the Ombudsman

    + Open-ended questions on

    what we could improve in order to get a better

    score from them

    LIKELIHOOD TO RECOMMEND

    OUR CUSTOMER INSIGHT PROGRAM

  • Likelihood to Recommend:

    Top 2 Box %

    Mean Score

    7.7 7.5

    Rating on a 10-point scale where “1” means “Extremely Unlikely” and “10” means “Extremely Likely”. Top 2 Box % is the percent of customers providing a rating of “9” or “10”; Mean score is the average rating across all respondents.

    OUR CUSTOMER INSIGHT RESULTS

    62 59

    2010 2009

    3% IMPROVEMENT

  • OVERALL CUSTOMER EXPERIENCE with the Office of the Ombudsman:

    Rating on a 10-point scale where “1” means “Poor” and “10” means “Excellent”. Top 2 Box % is the percent of customers providing a rating of “9” or “10”; Mean score is the average rating across all respondents.

    OUR CUSTOMER INSIGHT RESULTS

    53

    57

    53

    49

    47

    48

    47

    45

    20 40 60 80 100

    Ease of submitting a complaint

    Providing you the final assessment

    in a timely manner

    Clearly explaining the reasons for the final decision

    Being thorough in their

    investigation

    55

    72

    58

    53

    47

    71

    59

    45

    20 40 60 80 100

    Providing an objective

    investigation

    Treating you with respect

    Being open, honest and

    straightforward

    Office of the Ombudsman,

    Overall

    2010

    2009

    8.0 7.8

    7.9 7.5

    7.6 7.3

    7.4 7.0

    Mean Score 7.7 7.2

    8.7 8.6

    8.2 8.0

    7.8 7.3

    Mean Score

  • 2010

    2009

    OVERALL CUSTOMER EXPERIENCE with their Case Manager:

    68

    71

    68

    69

    80

    82

    77

    78

    20 40 60 80 100

    Taking the time to

    understand your complaint

    Dealing with you considerately

    & with understanding

    Clearly explaining how your complaint will be handled

    Caring about & showing a

    sincere interest

    Mean Score

    8.7 9.0

    8.7 9.1

    8.7 8.9

    8.6 9.0

    70

    66

    72

    83

    81

    20 40 60 80 100

    Listening carefully to

    your explanation of your situation

    Being open, honest and

    straightforward

    CASE MANAGER OVERALL

    n/a

    8.8 9.1

    8.7

    8.7 9.0

    Mean Score

    Rating on a 10-point scale where “1” means “Poor” and “10” means “Excellent”. Top 2 Box % is the percent of customers providing a rating of “9” or “10”; Mean score is the average rating across all respondents.

    OUR CUSTOMER INSIGHT RESULTS

  • Decision via Phone Written

    Satisfaction with the Outcome I was completely satisfied with the results 52 23 I was not completely satisfied, but the results were acceptable 31 32 I was not at all satisfied with the results 17 45

    Likelihood to Recommend Top 2 Box % 74% 48% Mean Score 8.5 6.6

    Completely satisfied with results

    38%

    Not at all satisfied with results

    31%

    Not completely satisfied but results were acceptable

    31%

    OUR CUSTOMER INSIGHT RESULTS

  • Leadership

    People Focus

    Principles for Excellence

    Process Management

    Planning

    Supplier / Partner Focus

    Overall Organizational Performance

    WHAT’S NEXT?

    HOW DO WE USE THESE RESULTS?

    Customer

  • 2011 Business Strategy

    Our Mission Improve visibility & information sharingOur Strategies

    Improve the customer experience

    Achieve end-to-end process excellence

    Our Key Initiatives

    Improve performance on key customer touch points:

    • Simplify & standardize communications at intake: - early resolution cases - pilot complaints acceptance process over the phone

    • Increase value add during investigation process: - proactive service recovery

    • Increase value add after closure - pilot proactive follow-up

    Process maturity, measurement and

    continuous improvement

    • Improve monitoring and analytics on end-to-end process performance:

    - achieve dependable service standards;

    - meet stakeholder needs in support of their improvement plans.

    • Integrate all 2011 business impacts into a standardized end-to-end business process.

    CANADA POST Expand information sharing with our stakeholders: • Customer Experience

    Council • Key executives / Service Charter impacts

    • Closing the loop: metrics and feedback

    EXTERNAL Benchmark with other incident management companies on customer centric initiatives.

    Fulfill “ ambassadorial “ role expectations on Canada Awards of Excellence.

    Help improve postal service for all Canadians

    Our People

    • Contribution: team based objectives ( contingency / live call performance / likelihood to recommend, office timeliness performance )

    • Engagement: action plan top Employee Index improvement opportunities • Learning: prioritize skill and competency development in support of continuous improvement objectives. • Involvement: continue to develop team capabilities in deploying change management methodology

  • 2011 BUSINESS PLANNING PRIORITIES AT A GLANCE

    Lead: Beth

    Customer Insight survey re-design

    Q2 2011 ongoing

    DaveProcess capabilities Q4 Critical TsJanuary 31 MoniqueInitiate and Monitor BFsJanuary 1

    E-file solution; Discretionary authority on compensation outcomes; Executive onboarding

    Defer to 2012 business planning

    Lead: LouiseAccept complaints by phonePilot Q4 2011

    LouiseAssess customer comms used during contingency & standardizeJuly

    Mylene/RolandProactive follow-up after file is closedPilot - October AnnImprove comms with customer – courtesy contact / acknowledg.September

    SébastienStandardize test mailing processSeptember

    RolandImplement proactive service recovery contactSeptember

    MoniqueSimplify & standardize comms on early resolution files May 16

    LouiseS&IS Database ReviewDecember 10 Lead2011 PriorityDate

    July Track CPC performance against investigation timelines & standardize escalation / reporting processes. Beth

    Q4 2011 Integrate all 2011 business plan impacts into a standardized end-to- end business process.

    Lead: Dave

    Q1 2012 Beth

    Customer Insight results: Focus analytics on complaint type to im