Tackling customer satisfaction
Service management is all about measuring outcomes and constantly improving results for customers. In the case of the polytechnic, their customers are their faculty and students.
The polytechnic conducted a survey of all staff who’d recently used or interacted with the 14 campus-wide service teams, establishing a ‘before’ benchmark for the Enterprise Service Management (ESM) project.
“We asked our staff how satisfied they were with the method of requesting help and the service that they received,” said Steven Turnbull, Chief Information Officer for Otago Polytechnic. “We kept the survey simple because we wanted to be able to ask the same question again later. The average mark was 3 out of 10 for satisfaction, which was as we expected — but wasn’t great.”
There were several approaches to service management operating throughout the organisation before the ESM solution was introduced. Some departments had a shared mailbox to collect emailed queries and complaints, with loose rules around task ownership. Unfortunately, that meant issues could remain unattended for days. It wasn’t possible to monitor the volume, nature or customer impact of these emails, or know how and when issues were resolved.
Other departments used an in-house service tool, built in the 1990s, to manage IT issues. Repurposed over the years to deal with other service issues, this tool provided measurements of the volume of support requests coming in but gave no visibility of who ‘owned’ the problem or request. Nor could it track issue complexity and resolution or capture user feedback. And based on the results of the staff-wide satisfaction survey, customers were obviously unhappy and frustrated.
In addition, having no online access meant staff across the organisation struggled to log, view, update, track and measure cases on mobile devices. The service teams used multiple non-responsive design websites and there were rendering issues when viewing content on some devices.
A sound platform and partnership decision
In early 2016, Otago Polytechnic went to market and chose Microsoft Dynamics CRM as the platform for their new ESM solution and engaged Fusion5 as their partner.
The polytechnic and Fusion5 took a collaborative approach, to deliver the best solution, says Turnbull. “We needed to work closely together as neither of us had done anything like this project before. And according to Microsoft – no one had! We were really pushing the boundaries of what could be done. But all credit to Fusion5’s team, they made a go of it.”
“Fusion5 are very good to work with,” says Turnbull. “They listened really well and kept us engaged.”
Turnbull says selecting a Microsoft solution was the right decision. “We didn’t choose it necessarily on price or just because we had a leaning towards Microsoft. We looked at it from a platform and architectural perspective. We have a Microsoft environment so there are many benefits to staying with the same platform and keeping that architectural vision of shared data and interaction.”