University of Wollongong Library

UNIVERSITY OF WOLLONGONG LIBRARY

ORGANISATIONAL SELF ASSESSMENT 2001

INTERNATIONAL CUSTOMER SERVICE STANDARD – ICSS: 1999-2000

INTRODUCTION

Organisational self assessment (OSA) has played a vital role towards the achievement of the Library’s Vision, Mission and Goals. A key aim of the Library’s self assessment activities is the assessment of Library policies, practices and performance against recognised standards of best practice. The Australian Business Excellence Framework is the primary source of best practice activities against which the Library performs self assessment, however, more recently other standards that are closely aligned with the principles of the Australian Business Excellence Framework (ABEF) have been used to highlight target areas for evaluation. The Investors in People Standard is one example where critical evaluation of staff training and development activities were scrutinised.

During October and November, the Staff Training and Development Committee undertook a self assessment activity as part of their major project for the year. The International Customer Service Standard was selected as a new benchmark reference point because it presented a good organisational fit and is aligned with our Vision, Mission, Goals and Values. Although the ABEF has an entire category allocated to client and market focus, it was felt that the use of the International Customer Service Standard could provide an opportunity to refresh our understanding and approach to excellence in client service.

THE SELF ASSESSMENT PROCESS

The committee met to familiarise themselves with the Standard and to reach consensus on how the Standard would be interpreted within the Library’s organisational construct.

The committee formed three teams of two and worked in pairs throughout the process, assuming responsibility for certain categories. The committee developed a timetable for the process examined evidence, practices and outcomes against the criteria and met each fortnight to share findings. The evaluation process was completed within eight weeks, with an additional week required to complete the report.

An assessment template was drafted to assist the teams with their evaluation activities. This template was used to identify key sources of evidence and to indicate whether the Library was positioned at the Intention, Integration or Implementation stage. An evidence matrix was also developed and teams contributed their evidence findings to the matrix at the conclusion of each meeting. At each consensus meeting, the committee reached agreement on the overall score or rating for each item using the scoring matrix. Performance scores against the standard can be found in the Appendix 2.

Overall, the Library performed very well against the Standard. The lowest score for an item was 5-6 and the highest score was 10 out of a possible ten. Most scores ranged between 7 and 8. Although no major compliance gaps were identified, several recommendations have been put forward by the committee to further enhance the Library’s commitment to excellence in service.

In reflecting on the process, the members found the exercise to be valuable for several reasons:

• Introducing new challenges in examining policies, practices and outcomes through a new framework.

• Opportunity to learn more about other sections of the organisation, closing knowledge gaps
• It provided an opportunity to affirm current good practices and successes

• That undertaking new and challenging projects can be achieved in a relatively short timeframe if team members remain, informed, focussed and flexible.

THE INTERNATIONAL CUSTOMER SERVICE STANDARD

The International Customer Service Standard (ICSS: 1999-2000) is an approved standard of the International Standards Accreditation Board. The development of this standard was an initiative led by the Customer Service Institute of Australia. The developers of the standard drew upon examples of best practice in customer service in small, medium and large organisations, including national and global organisations, government bodies, institutions and individuals.

Although the key focus is on excellence in customer service, it is recognised that customer service can not be sustained as a standalone activity, it must be reflected in the overall business goals of the organisation, that there are linkages to the internal workings of the organisation, its people and supporting infrastructure, those things that are essential in order to deliver outstanding service.

For this reason the Standard emphasises the need for alignment between passion and process:

Passion is reflected within those organisations that embark on smile campaigns, they believe the customer is always right and that in every business transaction or moment of truth the customer must always come first. There is danger that these types of organisations can lose sight of their business imperatives.

Alternatively a process approach is reflected in organisations which have developed strict processes and systems in the management of customer service. These organisations typically have strict policies or guidelines, fixed waiting or queuing areas, numbers for service and inflexibility in delivery. The major downside in this approach is that the organisation fails to see the customer as an individual, with different needs and expectations. Customers may decide these types of organisations are too difficult to deal with.

The Standard cautions that the balance may not always be 50 / 50. The important feature is the recognition that a focus on both is required for sustained success.

Construction of the Standard

The Standard is divided into 4 key customer perspectives:

• Service
• Financial
• Operational
• Learning and Growth

Within each customer perspective are three elements and each element has a number of service attributes.

6.1 SERVICE PERSPECTIVE
6.1a /

Product or Service Attributes

6.1b / Image
6.1c / Relationship
6.2 FINANCIAL PERSPECTIVE
6.2a /

Revenue / Growth Mix

6.2b / Cost Reduction / Productivity Improvement
6.2c / Asset utilisation / investment strategy / risk management
6.3 OPERATIONAL PERSPECTIVE
6.3a /

Innovation Process

6.3b / Operations Process
6.3c / After sales service
6.4 LEARNING / GROWTH PERSPECTIVE
6.4a /

Climate for action / organisational alignment

6.4b / Staff Competencies
6.4c / Technology Infrastructure

Intention, Implementation, Integration

The triple I model used by ICSS: 1999-2000 is similar to the ADRI model endorsed by the ABEF.

Observation

/

Scores

Intention /

• No evidence or anecdotal evidence only to show that the service attribute is to be addressed.

• Evidence exists to show that the service attribute is to be addressed in the next business planning cycle.

• Evidence exists to show that the service attribute is being addressed in the current business planning phase.

/ 0
1
2
Implementation /

• Evidence exists to show that the service attribute has been implemented in the majority of the organisation.

• Evidence exists to show that the service attribute has been implemented in the majority of the organisation and success measures have been identified.

/ 3-4
5
Integration /

• Evidence exists to show that the service attribute is full integrated across the organisation.

• Evidence exists to show that the service attribute is fully integrated across the organisation and success measures are being monitored.

• Evidence exists to show that the organisation is learning from measuring the service attribute and is implementing improvement opportunities.

• Evidence exists to show that the organisation is considered best practice for the service attribute

/ 6
7-8
9
10

FINDINGS

A summary of organisational strengths - what the Library is doing well in addressing the criteria contained within the Standard.

Key Strengths

• A variety of systems are in place to receive feedback from both clients and stakeholders, on the Library’s products and services. Strategies are embedded into our business to engage clients in the design, testing and implementation of new services, products and programs.

• The importance of developing relationships with clients and business alliances is evident in the Library’s Values, Ideal Culture, training programs, faculty visits and feedback mechanisms.

• The Ideal Culture, training, review of Service Standards, client testimonials and Just Picture It illustrate the attitude of staff going the extra mile and adding value to the service they provide.

• The Library’s commitment to the Quality and Service Excellence program and Total Quality Management principles ensures there is a continuous improvement element to the level of client service offered. This is achieved through the introduction, implementation and review of established and advertised service standards, annual team costing exercises and a mature performance indicator framework. Benchmarking activities, organisational self assessment, strategic realignment and participation in the 2000 Australian Business Excellence Awards process has assisted in ensuring process improvements to client services is achieved.

• The Library has a mature planning process, which takes into consideration client and stakeholder needs and expectations. The Strategic Plan is underpinned by a Marketing Plan which highlights key service offerings, targets at risk segments and identifies service gaps per segment as well as documenting new services and programs.

• The Library has a mature planning process, which takes into consideration client and stakeholder needs and expectations. The Strategic Plan is underpinned by a Marketing Plan which highlights key service offerings, targets at risk segments and identifies service gaps per segment as well as documenting new services and programs.

• Client service attributes are well defined and communicated through Position and Person profiles, core attributes, training and the Development Review

Key Opportunities

A summary of opportunities for improvement – opportunities to further enhance the Library’s client service strategies.

• Segment markets further to include the following: tutors and casual lecturers, off-shore (distance), on-shore (distance), Dubai, Dean Scholars, High school students doing university subjects, off-shore postgraduate.

• Review the empowerment model at the next staff meeting

• Review the core attributes in 2002

• Consider developing a client loyalty program

• Increase the promotion of the feedback and CCC (compliments, comments and complaints) mechanisms

Passion and Process

An Organisational Self-assessment

PASSION / PROCESS
Service Attribute / Score / Service Attribute / Score
6.1a (I) / 9
6.1a (ii) / 7
6.1b (i) / 6
6.1b (ii) / 9
6.1b (iii) / 7
6.1b (iv) / 6
6.1c (I) / 9
6.1c (ii) / 8
6.1c (iii) / 9
6.1c (iv) / 8
6.1c (v) / 10
6.1c (vi) / 8
6.1c(vii) / 8
6.2a (i) / 8
6.2b (i) / 9
6.2c (i) / 8
6.2c(ii) / 7
6.2c (iii) / 6
6.3a (i) / 8
6.3b (i) / 8
6.3b (ii) / 7
6.3c(i) / 7
6.4a (i) / 9
6.4a (ii) / 8
6.4a (iii) / 9
6.4a (iv) / 8
6.4b (i) / 9
6.4c (i) / 8
6.4c (ii) / 6
Total Score / 108 / Total Score / 121
 by 14 = / 7.7 /  by 15 = / 8.1

1

Organisational Self Assessment 2001 (2 August 2002)