A dramatic approach to customer service training

South Staffs Water was formed in 1853 and now serves a population of 1.2 million customers across large parts of the Black Country, the West Midlands and Staffordshire. They supply 330 million litres of water every day through a network of pipes that totals 6000 km in length. They continue to provide excellent value for their customers and are recognized as one of the leading companies in their sector.

Nelson Training was chosen to be the partner for their customer service training programme after searching for a training company that was dynamic, flexible in its approach, and able to train all levels of staff.
South Staffordshire Water (SSW) observed several training companies in action and wanted one that could

• really engage with the staff on their level and
• had a style which the staff would connect with and respond to.
• Nelson Training’s interactive drama approach was chosen because of its entertaining, lively and flexible approach which had proven results.

South Staffs Water found the benefits of of using Nelson Training were

• Cost effective- a drama based training company that offered great value
• Tried and tested – an award winning company that had already proved an ability to train manual staff and keep them engaged throughout
• A previous National Training awards winner (for customer care) therefore a company with credibility and a track record/proven results
• A one shop stop that could train all levels of staff
  \and work as a consultant to improve the internal processes

Ofwat, the water regulator had emphasised customer satisfaction and SSW’s performance was measured in a league table. Customer service was a major part of this.

Emphasis was on:

• 1st time resolution to queries
• Reduction of customer contacts
• Fewer complaints

No staff had been trained in these topics for 10 years

The objectives of the training were:

• Less operational complaints and operational contacts
• More compliments
• Improved communications in SSW
• Greater staff interpersonal skills for handling customers
• A higher focus by managers on customer service

The training also aimed to:

• Improve internal communications within SSW and between SSW and customers
• Get customer service top of everyone’s agenda

Planning took place between December 2007 and February 2008 followed by shadowing the field staff and researching their work. Field staff training took place between April and July. Four sessions were held over this period with their managers to monitor progress and improve management skills. A manager’s assessment was held at the end of the training and a further review to monitor the continued effectiveness three months later.

They planned to measure customer satisfaction through:

• improved performance with the Regulatory survey undertaken by Ofwat,
• less complaints /more compliments,
• changes in staff attitude and behaviour,
• staff suggestions for service and communications improvements implemented

All customer interfacing staff were trained. 140 field staff (comprising customer liaison officers, meter readers, direct labour operatives and team leaders and leak detectors) and 70 office staff (planners, call takers) who support the field staff were trained. Their 10 managers, who were the main drivers of the initiative, were also trained.

Expected changes in trainee performance:

• Improved customer centred behaviours – positive language
• Going the extra mile-keeping customers informed
• Greater standards of appearance
• Leaving the site clean
• Minimising disruption to customers
• Improved communications between the teams

Managers:

• Increased emphasis/monitoring on customer service and
• Improved communications within and between the teams

The content, training activities, and drama sketches were designed after extensive meetings between the partners, identifying desired outcomes; shadowing SSW staff (field and office) by NTL, and involving managers- asking what they would like included

SSW and NTL designed the programme to include:-

• Core customer service behaviours and skills built around the real experiences of staff.
• Opportunities to generate ideas for customer service improvement and communication to aid this

The content of the managers’ sessions was designed at director level and the managers themselves

NTL delivered the programme to approximately 205 staff in groups of 15 and 20 mainly in half day sessions to managers, field staff and office based staff.

Delivery was mainly by Forum Theatre (interactive drama) using sketches based on the real situations encountered on a daily basis. SSW provided props (branded clothing and equipment) .

Delivery matched initial plans very closely. Expectations of how it would be received by our teams was exceeded. The main challenge was scheduling every session for maximum attendance. In the end virtually all staff attended.

Buy-in and participation was better than they had hoped. The number of service improvements made by participants is a testament to this. Hundreds of suggestions were made to improve communication between teams and between SSW and customers. They have implemented many of these including:

Regular customer service newsletter and blog

• New charter for customer service
• Focus groups of staff
• A new texting facility for immediate contact with crews working outside
• More ‘back to the floor activity’, (e.g. sitting next to call takers, managers much more visible)
• Making customer service issues part of team meetings

They have since achieved the best ever Ofwat Customer Satisfaction performance last year which is directly related to the training. They have placed even greater emphasis on going the extra mile for our customers. Overall SSW have come 6th against 14th the previous year ranked against other similar organisations (this is over 4 waves of surveys conducted after the training)

They felt the training provided excellent value for money.

They saw direct results in reduction of repeat customer contacts and increasing positive customer feedback and thank-you letters.

The organisational benefits have been exceeded.
No-one expected:

• The degree of enthusiasm with which the training was received
• The quality and quantity of suggestions and ideas for improvement from the trainees
• The almost instant ‘buzz’ that was created in the organisation immediately after the first session
• The vast improvements in communications directly because of the training
• the culture change in management which is now far more focused on continuous improvement by involving team members

Two key contractors, Pipeline Services and Echo Managed Services Ltd., both of which have important front line contact with customers on behalf of SSW, subsequently took up the customer service training initiative to great effect.

The training feedback from the delegates has given SSW the information that an expensive consultant might have found to suggest improvements in customer service.

SSW is now truly customer focused!