• Where are we now?
• How do we compare with our competitors, peers etc?
  
• Where do we want to be?

This is about target setting and benchmarking.

Evaluation should not be difficult, you should be able to use naturally occurring evidence and you may be able to use statistics that are already available.

Measurement and evaluation allows you to manage by fact and not by fiction.

Measurable targets for any project will help ensure that there is more action and therefore, more chance of success. After all it is often said, "What gets measured gets done".

Customer satisfaction measurement is a valuable indicator of business performance and it is only valuable if it is reliable, so if you do it, do it properly.


With this in mind we have developed a comprehensive training programme which looks at the issues of measuring performance and evaluation plus the other essential ingredients involved in delivering Service Excellence.



Discussion paper outlining the methodology for conducting a service excellence diagnostic audit.

Contents:

Introduction and background:

This document gives details of the approach for a Service Excellence Diagnostic Audit. An audit will focus on three areas:
Customers
Employees
Systems

It should be stressed that these are presented for discussion rather than as a "fait accompli". Equally any example documents provided are for discussion and will need further development according to specific needs. In addition, this document is an overview of what is involved in the audit and must be tailored to meet the needs of individual organisations.

Customers:

Customers’ views will be sought using two methods.

Firstly, dependent on the company size, customers will be sent a self-completion questionnaire and covering letter. Samples are available from Talent Services Limited.

Secondly, dependent on the company size a further "x" customers ("x" Major Accounts and "x" others selected at random – via consultation with the client) will go through a telephone interview using similar questions from the self-completion questionnaire. This will produce richer information and aid with the overall interpretation of customers’ views.

Employees:

The views of employees will be sought using three methods.

Firstly, all employees will be asked to complete a questionnaire. Either one to be completed by all employees or a variation to be completed by managers and another by frontline employees. In addition, if deemed appropriate, a further separate questionnaire to be completed by Directors and senior managers. Samples can be provided by Talent Services Limited.

Secondly, a series of Focus Groups will be conducted, representing a cross-section of the company and dependent on the overall number of employees. Within the groups, employees will be asked for their views on Service issues within the company.

Finally, we would like to meet with each of the Directors and Senior Managers not involved in the Focus Groups on a one to one basis to elicit their views on Service Excellence.

Systems and proceedures:

We propose a "walk through" the systems and procedures from the point of view of the customer from the point of order through to delivery. The audit will map time spent, people involved, the "route" travelled, issues raised and identify any blockages.

Conclusion:

The results of the audit will be analysed to identify Key Areas for Improvement and fed back to the organisation concerned. Work can then begin on providing a company with help in developing those areas that have been identified as needing attention.