First call resolution has long been talked about within Local Government circles. Some claim it simply cannot be done, a few claim to have implemented the fabled ‘First Call Resolution’ with exceptional results.
So what is the truth of the matter!!!
In the red corner introducing the ‘nay sayers’ weighing in with 30 years of silo culture and no accountability.
And in the blue corner weighing in with a ‘yes we can’ attitude. I give you the 21st century councils.
And tonight your ‘referee’ for this contest is the resident.
Round one: And the first punch is thrown by the ‘nay sayers’. A straight jab of – “It’s too complicated. Council does too many specialised activities to have one department answer questions over such a wide range of topics.”
This is countered by the ‘yes we can’ with an upper cut of: “With the advances of technology in the past 20 years it is completely reasonable and advisable to create a comprehensive knowledge base within the organisation.”
As we all know, Australia has an aging population with many baby boomers nearing the end of their careers – and this is true for councils.
True, some will continue working due to the economic situation, but many will either take a sea change or move to part time employment. Currently when many of these long term employees leave the organisation they take their many years of knowledge and experience with them.
The creation of a knowledge base on a CRMS (Customer Relationship Management System) or CRS (Customer Request System) is an excellent way to download this information from the mind of the individual to the software of the collective before they retire.
The ‘nay sayers’ swing wildly with a right hook: “We have seen many councils spend hundred of thousands of dollars on these types of systems to find that they are only used by a limited number of departments.”
With some fancy footwork ‘yes we can’ avoids being hit and comes in with a quick jab: “Cultural change and training is the key to good implementation and usage of this technology. Most tracking systems are implemented by a technical team working within the IT area with a small team from across the organisation to help. This initially causes angst within an organisation, because people will always fear and reject change unless they can see a valid reason for it.”
As an experiment, try giving any staff member a different chair without first consulting with them. Even if the chair is of better quality or ergonomics, a high proportion of staff will simply reject the chair out of hand and request their old one back (go ahead, try it).
Changing working practices, with inclusion of monitoring, escalation and accountability is guaranteed to send some staff members into a tail spin and turn others into organisational terrorists, hell bent on the destruction of the CRMS.
An organisational terrorist is nothing more than an employee suffering the debilitating (and curable) disease of fear.
It is only when staff members can see the benefits to themselves and the community that a CRMS will be accepted. A comprehensive cultural change program, incorporating a Customer Focus Program, is the only way to bring about this change.
The ‘nay sayers’, reeling from the jab, now go for a knock out punch: “It’s too expensive and there is no return on investment.”
‘Yes we can’ absorbs the punch and does not go down: “This whole process is not a cost but an investment in the future of Local Government.”
Even in the current economic crisis, attracting the best candidates into Local Government is not always an easy task, particularly when looking for switched on Generation Xs and capable Generation Ys.
These candidates have grown up with technology, so they expect to find up to date working practices and the latest technologies in their work places. Information flow and organisation wide communication are paramount to these individuals in their decision to accepting employment.
It is at this point the ‘referee’ steps in to caution both parties: “We like first call resolution as we get it everywhere else in the community – from paying our bills to booking an airline ticket. But what we don’t like is talking to a machine. And the idea of being transferred all over council to have one simple question answered is damn right infuriating. So in conclusion, councils need to be modern, Customer Focused and responsive.”
To find out more about this topic and how to become a Customer Focused First Call Resolution Council, contact Indigo Training by phone on (03) 9820 0277 or email rum@indigotraining.com.au
To view a video testimonial by Andrew Newton CEO of Glen Eira City Council go to www.indigotraining.com.au/webcd4.html
To request a web key with tailor made information for Local Government please contact Rachal on rachal@indigotraining.com.au
*Rum Charles is Principal Consultant at Indigo Training.
