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Review sample learning modules supporting our OD proposition via a derivative of Echelon's on-line library , or click straight through to the main library of just-in-time performance support resources.

Service users of public sector organisations like healthcare, education, councils and public transport frequently feel like hostages, they have little or limited choice to transfer their loyalties and can quickly become disaffected.

We are learning from research how to ensure positive satisfaction amongst these users; converting them to ‘fans’ and ‘advocates’ of the organisation. It requires an understanding of their specific needs [particularly the demographic levers] and ensuring they are met consistently.

Confusing affection with patient satisfaction is risky. The reasons for loyalty need to be understood. Research tells us amongst the most significant are the way in which key expectations of specific user groups are consistently applied. ‘Trust Values’ serve as a useful frame for community expectations but for Service Groups we need a detailed understanding of users’ specific needs. This more than anything determines service quality and competitive advantage (2007 Accenture Global Customer Satisfaction Survety).

The ability to ‘operationalise’ these insights requires an understanding of how different Service Brands work within a shared values framework.

There appear to be three imperatives:

1. Understand the specific and frequently unique expectations users have of that service.

2. Eliminate negative encounters, in particular ensure that

   • problems, however small that users care about are permanently fixed

   • Always have someone available to help.

3. Ensure the service you deliver at all interfaces of the Service Group is consistent so users can trust you. Inconsistency is a key issue in customer dissatisfaction and defection.

Service DNA is what your users really, really want from your service and is dependent in part on the promises you make to them.

There are usually less than ten; interestingly what users want is always specific and easily deliverable - but inconsistently applied across the function.

Once staff understand what users specifically want [and the positive effect consistent delivery of it can have on their jobs and relationships] they willingly keep up the good work with the help of simple reminders.

• Know who your customers are as loyalty is influenced by demography; for example graduates over 40 are inclined to be more loyal as customers and tell the organisation of any dissatisfaction. Younger users expect more and punish organisations by telling friends and colleagues instead, when pleased they tend to be better and more effective advocates. [One of the reasons why maternity services need to be particularly responsive].

• Understand what is significant to users and particularly why. Nearly 40% say that the way they are dealt with is significant, particularly how their specific needs are understood and respected. For example we found that customers of an urban bus service had just 8 expectations, all of them very specific such as the driver responding pleasantly if the customer thanked them when alighting. We also found that respect by staff for older users was a significant expectation of Belfast bus users.

• Ensure your users can trust you to deliver consistent service. For example a key factor for 60% of users is how consistently and quickly issues are resolved.

• Keep your product/service offering fresh, ask users questions that elicit specific feedback, for example never ask ‘Is everything all right?’ ask ‘What single thing could we have done better?’

• Ensure all departments in a Service Group deliver the same branded experience - consistency is crucial. For example we found inconsistent service delivered by different departments of a Council was the key reason why satisfaction scores were not rising; improving consistency did the trick.

• Train all frontline people and ensure that this is sustained with regular work based reinforcement. In most part this training is ensuring common sense becomes common practice.

• Bake the specific and practical expectations of users into regular internal communications and publish the results. For example we find customer stories and compliments are powerful reminders and a rise in compliments is direct evidence that customers are appreciating the consistent trustworthy service that encourages customer retention.

We also found that whilst complaints don’t necessarily trigger defections they always trigger resentment unless all the customers’ specific expectations of service continue to be met consistently.

Echelon establish the DNA of Service Brands, design and deliver training programmes that ensure consistent service delivery and identify the key indicators for tracking improved performance in a Service Index.

1. Our innovative research and learning design [along with twenty years experience of working in and for large organisations such as the NHS] supports successful business outcomes. We in partnership with our clients develop a forensic insight into users’ specific expectations to create a branded customer experience based on the practical and consistent behaviour that encourage users to act as advocates of the service. In a values driven service such as the NHS aspirations are frequently not backed up with this specific, practical behaviour.

2. The goal of training is to ensure users will trust the service better [a key factor in retaining their loyalty] by receiving specific, consistent and sustainable behaviour. On their part staff understand what really, really matters to users and how to consistently deliver on these key expectations.

3. Sustainability and consistent delivery of the service brand is dependent on identifying the key indicators of customer loyalty. These key indicators are generally measured by Trusts but not aggregated into a Service Index, a performance dashboard that tells the service story. This can include indicators that measure a reduction in complaints, an increase in compliments and opinions of regular service users. In a competitive job market, reduced staff turnover, IiP accreditation and Customer Service qualifications can be helpful.

Echelon Learning has over 25 years experience of working in and for the NHS on a range of award winning service programmes that delivers clear sustainable results.

Our work in Belfast with public sector organizations has provided helpful comparative research data on current service expectations of different user groups.

Firstly innovative research to discover your Service DNA…what your customers really, really want… we use Customer Shadowing, Customer Fables and Staff Challenge Groups using CustomerMAPS™

Secondly programme design utilizing our diagnostics, Forum Theatre approaches and customer loyalty tools such as

• CustomerMAPS™

• Situational Behaviour diagnostic

• Service DNA scripts

• ‘Reflect, Respond React Behaviour’ Model

• Forum Theatre and Hot Seating

• Ideas Campaign and Best Ideas Competition

• Over 500 web enabled loyalty reinforcers of service

Thirdly we deliver ‘Your Service DNA Workshop’ - a one day Forum Theatre experience ensuring everyone consistently delivers what users really, really want. Participants experience the DNA of Service in 3 dimensions

• Personal experience stories of being both a hostage and a fan and personal profiling around 3 R’s Customer Loyalty Model

• Group sharing of insights and behaviour using Forum Theatre and Hot Seating [particularly important for understanding the impact of ‘your service audience’ for ‘service in public’ organisations such as Healthcare, Transport, Retail and Leisure]

• Organisational contribution with Best Ideas to improve consistency.

Lastly we support you to sustain progress with our proven sustainability tools…tailored for you…downloadable from your website …supported with a simple authoring tool for you to update material instantly.

These tools can include

1. Service DNA Competencies with Assessment/Development Centre Guides

2. Mobile Learning Tools delivered via PC’s and PDA’s

3. Role Profiles/Development Sessions for Service Coaches, Mentors, Buddies

4. Ideas Campaigns/Internal Communication Programme using 5 media

5. Team Leader Challenge Tools

6. Service Index - the key KPI’s that measure how you add value at each stage of the service delivery process.

Echelon, Angles House, 210 Sheen Lane, London SW14 8LB;     020 8274 9965