If you are a Senior Manager in a government organisation, and the number of tasks completed per day per employee is lower than you’d like, optimising your service management is the answer. This is because service managers hold the pivotal role in team performance.
Over the past 20 years, we’ve helped many Senior Managers just like you. Although we focus mainly on sales management optimisation, we find our approach works just as well when used to improve service management in government organisations.
We’ve found that when government organisations use our approach, the number of tasks completed per day per employee increases by at least 11% in 5 months, and continues to increase after this. However, we’ve seen much bigger improvements, much faster. Managers are the biggest driver of employee engagement, so this improves too.
Because of increased task completion per employee, you can reduce overtime, your use of contractors and temp staff, and avoid replacing staff who voluntarily leave. If this is your aim, your investment in BravaTrak® will be around 10% of the reduction in these employee costs.
Increased task completion per employee also means you can increase capacity without having to recruit as many staff as anticipated. If this is your aim, your investment in BravaTrak® will be around 5% of the employee costs you would incur to bring on staff members to complete the same number of tasks.
Please note that we do not intend nor encourage voluntary redundancy or compulsory redundancy as a result of increased service delivery. Instead, our intention is to help government organisations help more people every day.
We’ve helped transform the service delivery of government organisations including Ministry of Social Development, Ministry of Justice, New Zealand Transport Agency, Queensland Urban Utilities, Airways, Public Trust and Skills Active.
You can find more about how BravaTrak® works here.
Queensland Urban Utilities: Greater service delivery from increased productivity is creating savings of more than $200,000 a month.
New Zealand Automobile Association (NZAA): is hitting a service delivery metric they had been chasing for 3 years. Headcount reduced by 8, creating annual savings in salary costs of $400,000.
Contact Energy: Average call length reduced by 1 minute within 3 months, headcount has reduced by 20 temporary staff, creating savings of $300,000 in salary costs alone.
Mitsubishi Motors: Achieved almost immediate increases in service delivery.
Countrywide Bank: Service delivery increased by 837% in 2 months.
Telecom New Zealand: Service delivery measurably improved and team morale lifted within a few weeks.
Click here to see more of our clients’ service delivery improvements.
Your managers hold the key to unlocking the rapid improvements you want. This is because the strength of management directly dictates team performance1 – a team’s level of service delivery is low when their manager’s leadership behaviour is lacking.2
This means if you turn your managers into Great Service Managers, you’ll rapidly create higher levels of performance.3
Managers are responsible for at least 70% of the variance in employee engagement scores across business units4, so engagement will quickly increase too when your managers become Great Service Managers.
In our 27 years’ experience working with over 10,000 managers across Australia and New Zealand, we’ve got unrivaled insight into what works to increase the number of tasks completed per day per employee by at least 11% in 5 months.
If you’d like to find out more about how BravaTrak® can help your organisation increase service delivery, while also improving employee engagement, click here to find out how to get in touch with us.
1 Society for Human Resource Management. (2005). Workplace productivity poll findings, p. 7.
2 Cheng, K., Chiu, W., Hui, H., Tse, H., Yu, P. (2007). The effects of service climate and the effective leadership behaviour of supervisors on frontline employee service quality: A multi-level analysis. Journal of Occupational and Organizational Psychology 80(1), p. 151.
3 Wilson, A., Bitner, M., Gremler, D., and Zeithaml, V. (2012). Services marketing, p. 17.
4 Gallup. (2015). State of the American Manager: Analytics and Advice for Leaders, p. 4.