Utilising Business Insights to Dive Continuous Improvement

Michele Martin-Taylor

Utilising Business Insights to Drive Continuous Improvements (for Start Up SSOs) Shared Services & Outsourcing Network Amsterdam May 2012

DHL | Page CONFIDENTIAL Utilizing Business Insights to Drive Continuous Improvements | Amsterdam | May 2012 2

Agenda

If we don’t take care of our customers, someone else will.


Agenda

Upfront thinking about measurement – capture & understanding what you are measuring Tools for the Job – Workflow Management Taking Action – Utilising the insights and making changes The Team Journey


+ Regional & Central Functions (HR, Finance, Procurement, IT, etc.)

Within UK, DSC has 40,000 employees and revenues of EUR 3.1bn

DHL Supply Chain – A Case Study

6 Sector Communities

Automotive

Retail

Consumer

Energy & Chemicals

Technology

Life Sciences

+ NHS Supply Chain

+ Specialist Services

DHL | Page CONFIDENTIAL Utilizing Business Insights to Drive Continuous Improvements | Amsterdam | May 2012

The HR Operating Model

People Services Transaction Processing Advisory Reward Services Management People Performance Mgt Training Solutions Data Services

Performance Development Project Management & deployment Resource Management & deployment Performance Management processes for HR CoE’s and systems

Centres of Expertise Compensation & Benefits Talent & Diversity (inc L&D and Resourcing) Employee Relations & Engagement

Business Partner Proactive business focus Managing the Pipeline Driving Performance & Reward New Business Support Change Management Site IR /Union relationships

Based on the original Ulrich Model & benchmarked with PWC, Orion, RBL Associates

People Services

HR Business Partners

HR Centres of Expertise

Performance Development

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People Services Operating Model

Service

Development

External Project Change

B

usin

ess

Pro

cess

R

e-en

gine

erin

g

HR

SS

Sys

tem

s

ES

S/M

SS

New Services & New

Business

Service

Performance

Service Account Management

Cap

acity

Pla

nnin

g

& B

udge

t

Ser

vice

M

easu

rem

ent

Quality, Audit & Continuous Improvement

Service Delivery (Tier 0/1)

Employee/Manager Direct (Self Service)

HR Advice & Support

End to End Employee Lifecycle Admin

Specialist Activity (Tier 2)

Data Integrity & Information Analysis

Reward/C&B

People Performance Management

Training Solutions

People Services went live on the 31st October 2011, with two additional services being delivered from the 19th March 2012.


Upfront Thinking

Get your base line metrics before you start Customer Relationship Management System – SaaS • Tracking of all queries and service requests, along with automated responses and routing,

process categorisation and standard documentation, • Integrated with HRMS, with integral knowledge management and line manager/employee

information portal, • Enable root cause analysis, trend analysis, volumetrics, frequent users of the service, etc.

Knowledge Management • Automated for fast, consistent research and resolution • Facilitate real-time information updates and hot topics • Integrated with HRMS, case management and employee portal Supported by Service Level Management • Client Guide & Service Agreement • Standard suite of SLAs, OLAs and KPIs


We have KPIs & a Service Agreement for People Services. Of the 170 processes in scope, each process has it’s own SLA depending on type and complexity.

Cost Productivity Efficiency 1

3

Efficiency • Cost per number of employees served

• Savings related to process re-engineering

• Provision of additional services

Quality • Answer 80% of all calls within 30 seconds

• Less than 5% abandon rate

• Quality Achieved • Quality Not Achieved • Total Number of Audits

• % of cases closed within agreed service standard

• Target = 80% of Tickets closed

Customer Satisfaction

• How likely are you to recommend our services to a colleague?

• Green = 25 or more, Amber = 10 to 24, Red = 9 or below

• How professional was the person that dealt with you ?

• Green = 80% or greater, Amber = 75% to 79%, Red = Less than 75%

• How easy did you find it was to access support?

• Green = 80% or greater, Amber = 75% to 79%, Red = Less than 75%

2 Telephony Service Standard Quality Audit*

Key Performance Indicators

* Quality achieved/not achieved is the number of individual responses recorded during an audit. Total audited is the number of actual audits performed. Between 5% and 10% of total queries/service requests are audited depending on the team

Net Promoter Score Accessibility Professionalism

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• Number of employees served per HR FTE


Call Metrics

January 2012 February 2012 March 2012 April 2012

Total Calls Offered 2,356 2,624 2,935 3,027

Total Calls Answered 2,318 2,573 2,887 2,977

Total Calls Abandoned 38 51 50 50

Abandoned % (Target<5%) 1.61% 1.94% 1.70% 1.65%

Abandon KPI

% of Calls Answered Within 30 Seconds (Target >80%)

97.45% 96.80% 96.93% 96.50%

% of Calls Answered Within 30 Seconds KPI

Abandoned KPI Key: Green = 5% or Less, Amber = 5%, Red = Greater than 5% % of Calls Answered Within 30 Seconds KPI Key: Green = 80% or Greater, Amber = 75% to 80%, Red = Less than 75%


Using Analytics – Team Leader Dashboard


Using Analytics – My Queue Reports


1

Using Analytics – Incidents Weekly Summary Report

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Using Analytics – PPM Queue Reports

1

2


0 200 400 600 800 1000 1200 1400 1600 1800

Contracts & ComplianceCustomer Contact

Data ServicesEmployee Lifecycle

People Performance ManagementReward Services

Training SolutionsVIP Services

Requests Created and Closed Per Team Jan 12

Created Requests Per Team Closed Requests Per Team

0 500 1000 1500





Requests Created and Closed Per Team Feb 12


0 500 1000 1500





Requests Created and Closed Per Team Mar 12


0 200 400 600 800 1000 1200 1400 1600





Requests Created and Closed Per Team Apr 12


0 1000 2000 3000 4000 5000 6000 7000





Requests Created and Closed Per Team Jan-Apr 12

Created Per Team Closed Per Team

*

Requests Created & Closed

14


Nov Dec Jan Feb Mar AprNew Starter - Contract Issue/Return 3 2 51 99 9 4Short Term Sickness 3 39 28 9 14 4Employee Information Provision 4 8 28 33 21 16Promotion 0 0 21 48 19 7Resignation 0 4 21 13 3 0Change of Salary 3 16 20 54 44 15Obtaining References 1 7 18 43 37 8Right to Work - Non process stop... 1 0 1 16 48 7Change of Job Title 0 4 8 15 35 27Change of Grade 1 3 15 29 28 12

0

20

40

60

80

100

120

New Starter - Contract Issue/Return

Short Term Sickness

Employee Information Provision

Promotion

Resignation

Change of Salary

Obtaining References

Right to Work - Non process stop...

Change of Job Title

Change of Grade

Introduction of New Starter Form and Process

Top 10 Processes

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People Performance Management

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Disciplinaries by stage Number

Investigation 51

Hearing 42

Appeal 17

Source Number of Requests

Email 137

Telephone 135

Face to Face 4

Please note PPM Services became a Live Function as of 19th March 2012 within People Services. The data above range from incidents raised from 19th March to 30th April.

Process Type Created Closed

AWOL AWOL 3 3

Capability

Medical Capability - Outcome 0 0 Performance Management Capability - 1... 0 0 Performance Management Capability - O... 7 3

Medical Capability - Formal Stage 1... 1 1

Disciplinary

Master Investigation 82 63 Formal hearing 65 38 Disciplinary Appeal 19 16 Sub-Investigation 0 0

Disciplinary Advice Disciplinary Advice 94 91

Grievance

Formal Hearing & Investigation 44 30 Appeal 1 0 Collective Grievance 1 2

Grievance Advice Grievance Advice 20 20

Long Term Sickness Long Term Sickness 70 33

Redundancy - Consultation Redundancy - Consultation 2 1

Suspension Advice Suspension Advice 11 12


Driving Performance

By understanding the data, the queues, and how the work is actually being carried out, we have improved SLA response times: • Customer contact team from 66% to 95.63% • Contracts & Compliance from 65% to 83.76% • Employee Lifecycle from 63.3% to 83.74%

Learning • For example, aspiration to respond to pay queries in 2 days, however need to

factor in outsourced payroll provider turnaround time. • Chasing for documentation – changing management behavior.


People Place & Oracle Self Service

One Stop Shop for: Policy, Information, FAQs Manager & Employee How To Guides, Raising & Tracking work requests

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People Place & Oracle Self Service

View access to employee data Update access to their own personal data

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Oracle Self Service for Managers:


Using Analytics – People Place & FAQs

Number FAQ/Document Name Number of Views

1 Contact People Services 764

2 Contract Change Form 310

3 Resourcing Centre 302

4 DHL Group Pensions Department 257

5 New Starter Form 184

6 New Starter Checklist 120

7 Disciplinary Policy 103

8 Company Car & Car Allowance Policy 102

9 Leavers Notification Form 94

10 Performance Management Policy 86

Top 10 FAQ’s from January 1st to April 30th 2012

Month FAQ's Viewed

January 1472

February 1742

March 3096

April 3090

Total 9400


But…

How do you know what your internal customers think of your service? How do you reach out to your customer? How can we understand the customer experience to drive continuous improvement? How do you evolve the service with changing customer needs? Our focus is to understand the metrics and customer feedback to drive a customer focused improvement process


Keep it Simple – Customer Satisfaction

The services that customers request from People Services fall into 2 main categories. These are: Simple Queries • For example, answering a question for basic information such as what is my pay

group? Service Request • For example a request for a contract to be raised for a new starter Customers will receive a satisfaction survey to complete for both of these types of request. Customers only ever receive a survey request every 90 days so that high users are not continually bombarded. If a customer has limited systems access and we are unable to send an automated survey request, we will complete the survey over the phone.



Engage & communicate with your customer base Approach for gathering granular, timely feedback from internal customers Provide a customer focused view of our performance Rapid and easy identification of any problem areas Allowing us to combine operational quick wins and long term structural improvements

“Your most unhappy customers are your greatest source of learning” Bill Gates


1

2

3

4

4 6

7

8

9

10

Overall, on a score of 0 -10, where 0 is extremely unlikely and 10 is extremely likely, how likely are you to recommend People Services to a colleague?

We'd really appreciate it if you could tell us a little more about why you gave us this score. Your answer will help us understand what we're getting right, and if there's anything we could be doing better

Net Promoter Score

Formula for calculating NPS

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Net Promoter Score – registered trademark of Fred Reichheld, Bain & Co.



To gain further in sight into our performance, in addition to the Net Promoter Score, we ask our customers to tell us how we are performing against two further measures specific to the Customer perspective These are: 1. Accessibility How easy did you find it was to access support from People Services ? 2. Professionalism How professional was the person that dealt with you ? Like the Net Promoter Score, we ask customers to rate their response to these questions on a scale of 0 to 10. We then average these scores to produce an overall total for each category.


Responses Net Promoter Breakdown Average Score Per Question

Month Surveys Sent Number of Responses

Response Rate Detractors Passives Promoters

Net Promoter Score

How easy was it to access support

How professional was the person you

dealt with

December 547 172 31.44% 28 52 92 37.21 84.60% 89.80%

January 560 166 29.64% 30 51 85 33.13 82.00% 88.60%

February 918 237 25.82% 51 67 119 28.69 82.60% 87.40%

March 925 281 30.38% 38 76 167 45.91 85.40% 90.00%

April 746 268 35.92 40 77 151 41.42 83% 89.50%

Analytics – Customer Satisfaction Overview

Deutsche Post DHL Utilizing Business Insights to Drive Continuous Improvements | Amsterdam | May 2012

159

271 522

Net Promoter Responses Jan-April 2012 By Customer Group

Detractors

Passives

Promoters

Survey Responses by Month & Net Promoter Score

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Deutsche Post DHL DSC Global Meeting 9th May 2012

Accessibility & Professionalism

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“I was greeted by a very polite voice who seemed interested in making sure that my request was followed through. I received a

prompt response with an immediate answer to my query, further completed by showing me the

thread in which the service was handled. I thought the process was handled very

professionally and left me without question.”

“Despite initial reservations the team at People Services have been extremely helpful, efficient and have always resolved my query to satisfaction. I am therefore less concerned about the impact of HRT on my area.”

“Very courteous, very quick. Expected red tape but very efficient.”

“Because I expected changing my bank details to be a lengthy process and having to fill out a load of forms but the woman I spoke to was extremely friendly and did it for me over the phone”

Promoter Comments

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• People Services proactively reviews survey results and will contact customers to obtain further feedback on comments made both positive and negative. This enables us to pin point issues to be addressed.

• For detractors, where appropriate, we will conduct a route cause analysis in order to identify areas for improvement.

• Results of the survey and follow up action are reviewed each week by the management team to identify ways in which we can enhance our services even further.

• Customer Survey results are included in the monthly Customer Service Performance Pack for our internal customers to review.

The Net Promoter Operating Model

Taking Action – On a Weekly Basis


Based on Feedback from the Surveys and Quality Audits

We have…

• Changed the way the auto e-mails and response and close e-mails go out, providing clearer instruction to the customer on what needs to happen

• Prioritisation of the queues and how work comes back into the queue • Revisiting the prioritisation of content in People Place • Revisited the New Starter Process to support managers in understanding the

information required bring on board a new starter • Simplified New Starter Contract request form and Contract Change request form

to improve the quality of information People Services receive from line managers • Team training regarding quality of notes and proactive chasing • Enhanced relationships with our customer base, through discussion about

feedback, education and coaching


Team Journey – A Cultural Change

• Process & Technical training • Customer & Leadership Experience training • ‘Bring it together’ day • Team Event – Service Excellence in the theme of Disney. • Daily Briefings. • Weekly Service Operations Meeting • Contact customers to undertake surveys and understand feedback • Feedback to the team – Customer Satisfaction - including the promoters and

detractors. • Involvement in Process Improvement – process mapping, work instructions &

how to guides

“Without great employees you can never have great customer service” Richard F. Gerson


Thank you

“We are what we repeatedly do. Excellence then, is not a single act, but a habit”

Aristotle

Utilising Business Insights to Dive Continuous Improvement

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