Organisational cultures depend on:
2. Technology - a new system can change how the culture operates
4. Age - the age of institution and its history
It's necessary to reflect on culture and subcultures in order to enable action in organisations and also to reflect on values. Empowerment is vitally important - nothing gets done in organisations unless teams are empowered.
There should be a focus on market orientation rather than process orientation. Universities tend to focus on the products that they think students want but instead should be market oriented. Market focused service delivery. But market orientation means change - it's necessary to change and be dynamic to respond to customers This gives us a link to our customers.
He went on to say that values really count - values, integrity and leadership behaviour. Take a value and look at what it means - to do this and not do this.
The next presentation was byJudith Andrews from Birmingham City University and was about
They had spent a lot of time and put a lot of work into the development of CJM methodology. They are a multi-campus University so need to apply processes consistently. They built on business process mapping (trained by Talis) and introduced the customer element. They used a flow chart of a process and then introduced the customer with the effect of reducing the negative flow of the process. Judith explained the way that they had introduced CJM - initial training sessions with senior staff including scenarios. Then introduced to Senior Library Assistants. They then moved to a swim lane mapping approach followed by a public trial of the methodology with Weslink. Then it was rolled out to frontline staff.
Introduce concept of 'super mappers'
Can use results of CJM for library Learning and Teaching Team.
Some of the elements that counted towards the awards were:
They have achieved CSE for the whole university which is impressive.
The accreditation process involved the selection of an assessment body and building a relationship with assessor. Pre-assessment visit, then desk based review of the evidence and then the actual assessment. They used a lot of real examples of current practice and planned events to do so.
Reputational - of the University
Practical - enhanced customer experience, better understanding of customer service, better business process work, skills development, genuine learning from assessment, support for other initiatives - helped to evidence
Strategic - keeping CSE alive, continuous improvement
The final presentation was by Shepway District Council - Karen Everett - Customer Services Manager.
It was useful to hear about CSE in a non-library setting. She explained how it is important to understand the customer journey. They used customer focus groups and mystery shoppers. The feedback from mystery shoppers went to the focus group. It enabled better relations between teams and services and staff were involved in all processes. Their service is based on triage when people come into building so they are dealt with promptly and directed efficiently. Complaints are dealt with consistently.
My main takeaways from the day were:
1. To achieve CSE you need to have staff on board and they have to be positive and engaged
2. Different institutions have different cultures and subcultures and you have to take these into account and develop them to succeed
2. You need to plan ahead - there is a lot of work involved
3. Involve your customers - become customer focused not process focused
The venue, the Magic Circle, was interesting and appealing and, as you would expect, all the delegates were friendly and happy to exchange knowledge and experiences.