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TABLE OF CONTENTS
1. Background
. Quality measurement systems
. Useable information
4. Quality problems
5. Overall assessment
6. Improvements
7. Obstacles
8. Annexure
BIBLIOGRAPHY
1. Course reading and handouts
. Interview with general manager (Nandes Erasmus)
. SLA's form ABSA mortgage bank
4. Documents from ABSA marketing and operations
5. Internet
INTRODUCTION
Quality service is one of the critical factors for any company to survive in this ever challenging world of customer service. For ABSA to increase their share of the customers' wallet we will have to continuously improve on the quality of our service delivered.
STAYING ALIVE WILL MEAN TO DELIVER SUPER SERVICE!!!
The department which I have interviewed for my assignment was Retail banking service.
Their function in the ABSA group is to deliver a quality service to our customer which is in agreement to set service level agreements between strategic business units. In being able to deliver a quality service to our customers the RBS staff must be properly trained in all products, as well as be friendly, helpful, quick, accurate, honest and reliable.
This department must also provide tailored financial solutions to all customers (right product to the right client), as well as educate customers about the features and benefits of the product offered.
Another function of this department is to provide leads to other strategic business units within ABSA who specialize in other financial solutions.
The department must also comply with the banking principles (code of banking practice) as well as the FIC act.
The main objectives of the RBS business units in ABSA is to build alliances within ABSA as well as external and to increase ABSA's profit model through customer centricity as well as targeting the black personal market.
THE MISSION STATEMENT OF THE RBS BUSINESS UNIT IS
"MUTUAL RESPECT"
QUALITY MEASUREMENT SYSTEMS
The quality measurement systems in place company wide are
· CDI (ANEXURE 1)
- The cdi (customer delight index) is a system used to measure the tracking and management of the level of customer satisfaction over time through quantitative and and quantitative assessment processes
- The objective of this system is to identify the gaps in line with the required department or segment and introduce interventions to close the gaps
· SMILY FACES (ANEXURE )
- The smiley faces measuring system is used to measure not only the neatness and safety of a branch, but also the quality of the service experienced by the client with regards to friendly, helpful, quick, accurate, honest and reliable.
· SLA (ANEXURE )
- The SLA (service level agreement) is a measuring system used between different strategic business units to measure the quality and time to finalize certain application. (E.g. time and quality of home loan application, start to end of process.)
· CEASARS (ANEXURE 4)
- Ceasars (customer experience assessment rating) quality measurements system. Customer centricity demads of us to put a measurement instrument in place that will provide a fair and consistant view of the service offered by RBS consultants to our customers. This is not only done by the RBS manager but also by the DSC (delivery channel services) area manager.
· CA (ANEXURE 5)
- The CA (customer assessment) quality measurement system is not yet in operation, but will be replacing the ceasars measurement system. This measurement system focuses on RBS department specifically, but also role over to other departments. This will enable us to determine whether quality service was experienced at the other departments. Quality service is intangible, and this measurement system focuses on critical questions to improve our service as well as the customers experience with an RBS consultant.
- The above quality measurement systems are peculiar to the ABSA RBS department.
USABLE INFORMATION
The measurement system used company wide as well as those which are peculiar to the RBS business unit provide us with sufficient information and feedback, which can enable us to definitely improve on the quality of our service delivered.
Today's excellence service is tomorrow's average and days later poor service.
QUALITY PROBLEMS
Quality problems during the last 1 months, was uncovered internal as well as from customer complaints.
· INTERNAL (EXAMPLES)
1. The quality of service delivered is compromised by management, in order for them to reach targets and feedback received from smiley faces measurement system, is not consistently followed through, or is unfortunately lost.
. The SLA's contracted between departments are majority of the time not met, because departments are working in silos and with temporary staff who are not familiar or informed about current SLA's. clients are also not allowed to contact the administrative departments, thus these departments does not take responsibility to deliver service within agreed SLA, resulting in quality service becoming poor service. Once again, management is not taking responsibility to comply with SLA.
· CUSTOMER COMPLAINTS (EXAMPLES)
1. Action line complaints received from customers are mostly due to clients waiting too long to get feedback on applications submitted. This result from applications which are sent to other departments to be processed or finalized which is not done timorously or is incomplete. Another example is customers' complaining that correspondence from ABSA is not received regularly. (Clients overdraft facility which expired, but the client did not receive any correspondce, or was not contacted.
. Complaints received from clients are also due to lack of knowledge, as well as having the wrong person in the wrong position. (Staff not able to communicate in customers preferred language. Consultant not fully customer driven.)
"IF OUR PEOPLE ARE NOT CUSTOMER DRIVEN, OUR CARS WON'T BE EITHER." (FORD EXECUTIVE)
OVERALL ASSESMENT
Evaluating the quality problems which I have identified in the RBS business unit, my honest opinion in that the quality service which RBS deliver to our customers in terms of turn around times is not what it should be and can definitely be improved on. Administrative staff is not customer centric, because they do not face the customer or speak to them telephonically and thus sometimes compromise the quality of service delivered. People are placed wrongly thus having a major impact on the quality of service we deliver. "For us to improve on our service delivered and for ABSA to remain bank of the year, we need to listen to what the customer perceive quality to be. The measurement system currently used is not a true reflection of the quality of our service, as certain measurement systems can be manipulated and all role players did not buy into the measurement system."
IMPROVEMENTS
In order for us to improve on our service, SLA's must be constantly reviewed to increase the turn around time of applications and these SLA's must be strictly adhered to by all management and staff. We can also improve on our service by keeping customers informed at all times and showing care and respect towards them. Friendly and knowledgeable staff who are service orientated and deliver on their promises will also improve on quality service. Customers expect personal service and relationships must be built on trust. For RBS to be a leader in financial services we must have staff which are innovative, flexible, and helpful and who areable to educate our customers about banking. Knowing and understanding our customers will also improve on our service delivered.
DEFENITION EXCELLENT SERVICE RECOVERY
"The specific actions taken to ensure customer receives a reasonable level of service after problems have occurred to disrupt normal service." (Andreessen 1 tax ETAL 18)
IMPLEMENTATION OBSTICALES
Looking at the size of the RBS business unit and the number of staff employed, it will be costly and time consuming to implement the necessary changes and to align all the different business units in ABSA to the new measurement system. Communicating the urgency of customer centricity and the new measurement system through out ABSA will also be an obstacle we need to overcome. As an employee of ABSA, I do believe that we are on the right track of becoming a world class organization.
EXECUTIVE SUMMARY
The RBS business unit provide quality services to our customer as well as generate leads to other strategic business units within ABSA. Measurement systems currently in use to measure and improve quality service are
· CDI
· Smiley faces
· SLA's
· CEASARS
· CA
Information gathered from these systems can be used to improve on our service. Problems identified in our current measurement systems that prohibit us to deliver service give us an opportunity to implement changes to satisfy our customer needs. Improvements and obstacles with regards to our current measurements system have also been suggested in this document.
QUALITY IS A WAY OF LIFE!!
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