Within a Financial Services group, a collections unit received a 29 rating (out of 100) on the overall value of its services while a sister unit received a 91 rating. This was a dramatic "aha" to the organization. The information allowed this unit to pinpoint four specific service gaps that were keeping the value of its services low, thus leading to talk of outsourcing. By targeting these performance dimensions, coupled with a new focus on employee skill gaps, the unit was able to raise internal customer ratings to over 60 within one year.
This organization also was smart in linking the internal customer information with their employee and external customer surveys. The results were powerful. It was also clear from the "linked" findings that this unit had supervisory problems, external customer concerns, and low morale leading to frequent turnover. The power of the three surveys enabled the organization to hone in to the core issues quickly and make critical improvements that ultimately increased customer and employee retention, customer volume, and internal customer satisfaction, while reducing headcount and costs.
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