7 September, 2016
To Rapidly Increase Service Delivery, focus on the Key Service Behaviours
If you want to rapidly increase service delivery, where do you start?
Well, the starting point is to be very clear on the Key Service Behaviours that make the biggest difference to service. There are 2 simple ways you can identify these:
- If you have a service training programme, look for what is trained for in this.
- More importantly, observe your High Performers and your Core Performers, and identify the behavioural differences between the 2 groups. For example, working with an Australian utilities company, where the focus was on improving service delivery, when we started to look at speed of service, we found that there were 2 problems:
- Some crews were taking much longer than other crews took to get to jobs. For example, a water main bursts outside of a property, the household calls the utilities company, some crews would be on the job in 45 minutes, whereas others would take 3 hours. What we discovered was that those crews which were taking too long would go back to their base for a cup of tea or lunch before going out to the job, whereas those who got there in 45 minutes would go directly to the job. That was the first behavioural difference that the focus was on managing.
- The second behavioural difference was that we discovered that some crews took much longer than other crews to do equivalent jobs. When we examined this, those crews who would take much longer would run out of materials on their truck. The truck would then have to go back to the depot to restock with tools and materials before going back and continuing the job. Whereas the crews who were taking the optimum time to complete a job, everytime they were in the depot – and they were in there every morning at the start of the day – they would restock their truck with any required tools and materials so they were fully prepared for the day.
The outcome of managing these behavioural differences was that service delivery increased so much that overtime reduced by 65%, and the average cost of a job dropped by 10%. This is leading the organisation to save in excess of $200,000 a month in overtime costs – a massive improvement in performance.
Next time we’ll talk about how to deal with poor performers to get them to quickly improve their performance to the level you want.
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