Developing an Effective Internal Customer Service an Effective... DEVELOPING AN EFFECTIVE...
Embed Size (px)
Transcript of Developing an Effective Internal Customer Service an Effective... DEVELOPING AN EFFECTIVE...
CPMR Discussion Paper 24
DEVELOPING AN EFFECTIVE INTERNAL CUSTOMER SERVICE ETHOS
Joanna ORiordanPeter C. Humphreys
First published in 2003by the Institute of Public Administration57-61 Lansdowne RoadDublin 4Ireland
2003 with the Institute of Public Administration.
All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system, without permission in writing from the publisher.
British Library Cataloguing in Publication DataA catalogue record for this book is available from the British Library
ISBN 1 902448 95 2ISSN 1393-6190
Cover design by Creative InputsTypeset by the Institute of Public AdministrationPrinted by ColourBooks
Foreword 4Executive Summary 6
Chapter 1: Introduction 8
Chapter 2: The Developing Concept of the Internal Customer in Ireland 11
Chapter 3: An International Perspective 16
Chapter 4: The Current Civil Service Experience 23
Chapter 5: Moving Forward: Key Issues to be Addressed 30
Annex One Guiding Principles For Customer Service Action Plans 34
Annex Two Department of Social, Community and Family Affairs: Personal Internal Customer Service Commitments 36
Annex Three Specific Service Standards for the Internal Customer (DES) 38
This paper is the twenty-fourth in a series undertaken by the Committee for Public Management Research. The Committee is developing a comprehensive programme of research designed to serve the needs of the future developments of the Irish public service. Committee members come from the following six departments: Finance; Environment and Local Government; Health and Children; Taoiseach; Transport; Communications, Marine and Natural Resources; and also from Trinity College Dublin, University College Dublin and the Institute of Public Administration.
This series aims to prompt discussion and debate on topical issues of particular interest or concern. The papers may outline experience, both national and international, in dealing with a particular issue. Or they may be more conceptual in nature, prompting the development of new ideas on public management issues. They are not intended to set out any official position on the topic under scrutiny. Rather, the intention is to identify current thinking and best practice.
We would very much welcome comments on this paper and on public management research more generally. To ensure that the discussion papers and wider research programme of the Committee for Public Management Research are relevant to managers and staff, we need to hear from you. What do you think of the issues being raised? Are there other topics you would like to see researched?
Research into the problems, solutions and successes of public management processes and the way organisations can best adapt in a changing environment has much to contribute to good management, and is a vital element in the public service renewal process. The Committee for Public Management Research intends to provide a service to people working in public organisations by enhancing the knowledge base on public management issues.
Carmel Keane, ChairCommittee for Public Management ResearchDepartment of Finance
For further information or to pass on any comments please contact:
Pat HicksonSecretaryCommittee for Public Management ResearchDepartment of FinanceLansdowne HouseLansdowne RoadDublin 4
Phone: (+353) 1 676 7571; Fax: (+353) 1 668 2182E-mail: email@example.com
General information on the activities of the Committee for Public Management Research, including this paper and others in the series, can be found on its world wide web site:
www.irlgov.ie/cpmr; information on Institute of Public Administration research in progress can be found at www.ipa.ie.
Ensure that staff are recognised as internal customers and that they are properly supported and consulted with regard to service delivery issues (Internal Customer Principle, of Quality Customer Service, July 2000).
The internal customer is not new, nor is it a purely public sector concept. The idea was first used almost forty years ago to describe different forms of administrative relationships within the private sector (Sayles, 1964). It stemmed from an understanding that in any organisation all staff are both the providers and receivers of services and, critically, if poor internal service exists, then the final service to the external customer will be diminished.
The concept of the internal customer is however particularly helpful in a public sector environment where the connection between those for example in policy making or corporate service divisions, and external customers may not be readily apparent. Developing an internal customer ethos serves to emphasise the idea that government departments cannot expect to meet targets in respect of delivering a quality service to the public if the needs of staff are not met with similar standards of timeliness, courtesy and consultation. However, the internal customer is not just about ensuring an organisation meets the needs of its external customers more effectively. The concept also highlights the fact that a duty of care is owed to staff as colleagues.
The definition of the internal customer used in this report is consistent with that found in the international literature. Internal customer services are understood as covering those services provided by distinctive organisational units/sections, or the people working therein, to other units/sections or individuals within the same organisation (Strauss, 1995). In relation to the Irish civil service, this means that all civil servants working within the same department, or in offices or other bodies coming under the aegis of the department, are internal customers. Those working in the wider civil service, semi-state or other public service bodies can, however, more appropriately be regarded as external customers.
The Quality Customer Service (QCS) Initiative was launched in 1997. Part of the process involved the drawing up of a set of guiding principles, to be reflected in departmental Customer Action Plans (CAPs). In 2000, prior to the preparation of a new round of plans, three new principles were added, in respect of equality and diversity, the Irish language and the internal customer. With regard to the latter, the intention was to acknowledge formally the importance of giving an excellent service to colleagues in furthering the objectives of the QCS Initiative.
CAPs produced by departments for the period 2001 to 2004 were the first to include the threenew principles. Virtually all departments commit to consulting with staff in relation to the delivery of services to external customers and also to providing training in respect of customer service. However, a small number of departments indicate an awareness of the need to develop internal customer service in a broader sense. Where this enhanced understanding of internal customer service delivery pertains, a wide range of initiatives are being progressed, including proposals to improve departmental communications and consultation, the introduction of service delivery standards and internal customer service charters, staff networks and welfare issues.
Butler (2002, p.40) in his review of Customer Action Plans notes that they will not assist in the delivery of service if there is no determined, open and honest follow up on their intentions and commitments. Butler distinguishes between commitment, which he describes as buy-in or internalisation of the ethos of quality customer service, and simple adherence to functional tasks, termed compliance. While the point is made in relation to plans in general, it is particularly relevant in respect of sections dealing with the internal customer principle where specific action points and performance indicators are, in general, absent.
The development of an internal customer service ethos takes time. Operationalising a commitment to regard colleagues as customers, to whom a duty of care is owed, involves cultural change and commitment at all levels in an organisation. Drawing from international literature on the topic and the experiences to date within the Irish civil service, this study sets out a number of actions that can be taken to promote the internal customer concept within organisations.
This research reveals a general lack of clarity in respect of the internal customer principle, and ongoing guidance and support from the centre is identified as important. In addition, the QCS Officers network acts as a helpful forum for the sharing of experiences and thedissemination of information in respect of best practice. However, it is at organisational, and more especially business unit level, that commitment to the internal customer principle is particularly relevant. While no one style of approach suits all organisations and each department needs to develop the initiatives most suited to its circumstances and staff, a number of important considerations/suggestions are presented in the paper. These are briefly summarised below:
Organisation level the importance of pro-active management support; use of the partnership process; the need to dedicate resources, in particular staff time, to the initiative; having commitments to improvements in internal service delivery in an action plan and
monitoring its implementation; considering ways of improving internal communicat