Charting a Course to Customer Care Excellence

Transcription

1 Washington Metropolitan Area Transit Authority Charting a Course to Customer Care Excellence Customer Care Working Group September 3,

2 Value Statement The safety and security of our customers is our fundamental commitment. Metro is committed to quality transit service, including clean transit vehicles and facilities, as well as courteous customer service. Metro strives to meet customers expectations of reliable service and recognizes the importance of timely and accurate communication, especially during service disruptions. To be responsive to our customers, we will regularly incorporate their feedback in decision making. 2

3 Customer Service Improvements To-Date 1. Invested in system safety and reliability. 2. Established a customer satisfaction Index KPI (84%) & tracking 3. Completed the GM s 2-yr Customer Service Action Plan, e.g.: Improved incident communications Upgraded SmarTrip functionality Focused on audio announcements Delivered better real-time info via alerts/nextbus/kiosk screens 3

4 S.W.O.T Analysis Strengths A strengthened safety culture exists. Investments in service reliability underway. Diverse and talented employees understand the mission. Dedicated change agents via ELT/Senior team. BOD is committed to customer service as a top priority. Engaged customer service advocates via RAC Opportunities To improve customer service at WMATA. To empower the most valuable asset: human capital. To become customer service leaders in the industry. To evolve the internal culture into a collaborative client/service model. Weaknesses Historically, customer care not institutionalized. Seniority determines placement in customer facing positions. Employee engagement: More than 40% of front line employees express concerns about supervisor/leadership communications & recognition. Salary compression issue, limits internal management candidates. Internal communications constrained by geography/technology access Threats (if action not taken) Customer satisfaction KPI may decline, and complaints rise. Productivity may decline. Possible future funding challenges. Image of may WMATA suffer. 4

5 Actions needed to achieve and sustain KPI Employee Engagement New Business Tools Customer Satisfaction Enhance communications via ELT/line management throughout the entire organization Develop business intelligence reporting tools that reflect customer s local experience (See Exhibit A, page 9) Strengthen reliability via Metro forward plan infrastructure/equipment Bolster From NEO to Metro University Create local customer service/station committees Increase security MTPD officer visibility/cameras in key areas Establish employee recognition program for outstanding customer service Promote ownership and authority to prioritize open items, drive resources, deliver solutions Develop front line employees with clear performance expectations (job descriptions) and accountability (performance reviews) 5

6 tactics strategy objective mission Customer Care Rocket for Success With exceptional customer service as our guiding principle, WMATA strives to be a premier public transit authority through its talented and valued workforce. Increase customer satisfaction Achieve/sustain KPI 84% customer sat over 24 mos. Measurably improve internal communications/performance recognition/accountability Develop new holistic station/stop outlook and management of local customer experience Communicate vision & values from the top Training reform to include core customer service curriculum & Title VI Re-engineer human capital strategies Pilot station teaming concept for rail line Enhance SOM GM and ELT town hall meetings with employees Create front line employee issue response team Develop BIG IDEA print and digital messaging ELT Customized bus Customized rail System wide customer service In-depth supervisory and coaching Revise NEO Revamp job descriptions Ongoing employee Engagement surveys Strategic recruiting/sourcing Performance/ accountability at every level Enhance existing station manager job description, title, and uniform Develop and monitor customer station experience metrics Create new local customer service committees w/holistic representation of customer exp. Empower station employees with new tools and Deploy active service mgt. Crosstrain Rail/bus managers Mid-level leadership development 6

7 90 day Goals Working Groups ELT Customer Care Steering Committee Customer Care Office (Interdepartmental) Rider Experience Performance Metric & B.I. Tools J.Minser and B.Durham Employee Training & Development L.Semper-Scott Employee Perf. Review/Job Description P.Bumbry and R. Harmon Internal Communications Zina McGowan-Thomas 1. Hold station manager focus groups. 2. Develop meaningful rider performance metrics 3. Integrate business tool to inform station managers about work order status, and to give senior rail managers an at a glance view of the customer experience by station in order to deploy resources accordingly. 1. Create sustainable T & D framework incorporating customer service into every level of. NEO to senior leadership. 2. Develop 50 customer service contacts. 3. Integrate bus/rail customer service 1. Performance accountability to develop a performance objective/assessment plan and form for EVERY level of employee in the Authority that includes a Customer Service goal appropriate to his/her role. 2. Write and gain approval for revised and new Station Manager and Bus Operator job descriptions. 1. Develop a branding campaign suggested name How can I help You?. 2. Create an internal educational awareness plan for the campaign. 3. Build an integrated communication plan for initiative that includes schedule, tactic, message etc. 90 day Goals 3. Update Standard Operating Procedures (SOPs) for Rail and Bus to include customer service focus.

8 Next steps Committees develop implementation schedules/assess budget impacts Get input from RAC/AAC (September) Report progress to Board CSO Committee (January) 8