Housing Association – Curo Group
Increases customer satisfaction by 46%
Increases staff engagement by 61%
Curo Group, the Bath and Bristol-based housing association, has increased customer satisfaction by 46%, improved staff engagement by 61% and taken steps to become an employer of choice after implementing a company-wide development programme to put its customers first.
Energize Learning designed and delivered the ‘customer experience’ programme for Curo’s 450 colleagues, from the frontline to the chief executive. By developing customer-centric attitudes and behaviours, the modular programme has brought tangible benefits, helping Curo to further differentiate its offering as it expands its commercial activities.
In 2012, four housing organisations, owning 12,000 homes around Bath and Bristol, came together to become a single brand and one of the largest social landlords outside of London. The new company took the name Curo (meaning ‘I care’ in Latin) and set about creating a five-year strategic plan outlining its vision, its values and its six business priorities. It then commenced a radical programme of change which involved the restructuring of teams and processes and the refurbishment of its premises.
“Our number one priority from the outset has been to create a renowned customer service culture,” said Donna Baddeley, Curo Group’s Executive Director of Transformation and Business Improvement. “It’s part of building our brand and strengthening our offer to the market. To provide the best possible experience for the people who live in our properties or use our services, we have to put the customer at the heart of everything we do. We decided to introduce a company-wide customer experience programme to help everyone in the business develop the attitudes and behaviours that would enable us to achieve this aim.”
From a tender process that attracted 30 submissions, Curo selected Energize Learning to design and deliver the customer experience programme.
“We were looking for a tailored development solution that would instil a ‘way of being’ with our customers,” said Donna Baddeley. “Energize was the unanimous choice of our selection panel because they understood what we were trying to achieve and they recommended an ideal programme that would enable us to clarify exactly what we meant by customer service and what we expect from our colleagues.”
Company: Liberty plc.
The Liberty department store on Regent Street London, was not providing a sufficiently high level of service to its customers. Results from a mystery shop programme showed that customers were not being greeted or approached and when customers attempted to connect with Liberty staff the response from them was not consistently helpful. In addition to this low morale existed amongst staff and staff turnover was high.
All the above sat within the context that the owners of Liberty wanted to build value in anticipation of selling the business.
The Energize Customer Service Programme was designed to enable:
|Company: Sodexo UK Finance Shared Service Centre:
“Living our customer First” Customer Service Programme
The Shared Service Centre was not providing a sufficiently high level of service to its customers: suppliers, clients, employees and the finance functions of the various Sodexo UK entities. There was a culture where many interactions were confrontational, where email created a defensive, one way style of communication and where morale was low.
This had a number of implications: the emergence of shadow finance functions involving duplication of activity and costs; unwillingness to transfer additional services and limited joint working together on process reengineering, all resulting in lost opportunities to add value, reduce costs and working capital or improve billing and cash flow.
The Energize Customer Service Programme was designed to support a transformation in the Centre. To:
|Organisation: Enfield Primary Care Trust:
Enfield PCT clearly recognised the importance of customer service to their organisation as well as the challenges of actually getting service right on the front line, where the patient experience is generated.
Enfield’s goal was to improve patient experience – both the level and consistency – across a dispersed and varied organisation, especially in an environment were there had, and would continue to be, high levels of change.
The Enfield leadership knew the types of behaviours they were looking to see, but were equally clear that an improvement in key metrics was also required, not only to demonstrate the value of the programme, but also to reinforce and sustain success.
The target areas for improvement were mystery patient scores, reduction in complaints and a significant improvement in staff survey – both response rate and scores on key questions.