Comments are closed. WhenPaul Archer became managing director of ScottishPower’s customer servicesdivision in 2000, he set in place a huge programme of change. This is how hekick-started itGettingit right, getting it doneDesignedby: Academee, Bollin House, Bollin Walk, Wilmslow, Cheshire SK91DPPhone: 01625 543600 Fax 01625 540541www.Academee.come-mail: [email protected] five households in the UK is a ScottishPower customer. Formed in 1989 toprepare for competition in a deregulated utilities market, it went public in1991 and became the first UK power firm to buy a rival when it acquired Manweband the first to buy a water company with the acquisition of Southern Water.With its purchase of PacifiCorp in 1999, ScottishPower became the first non-USentity to acquire a utility in the States. Morerecently, ScottishPower has also launched a telecoms company called Thus. Ithas also expanded its retail network and is becoming the UK’s largest wind farmoperator. ChallengesInrecent years, ScottishPower customer services has been striving to meet thechallenges of privatisation, deregulation and an increasingly competitivemarket. Variousinitiatives had been introduced to address these issues, but when Paul Archertook up his role, he realised that what customer services really needed was along-term strategy for change that would attract and retain more satisfiedcustomers. LeadershipStyleArcherprefers to be called “chief dispenser of enthusiasm” rather than managingdirector, and his energy is boundless. His vision is for ScottishPower’scustomer service to become a byword for excellence. Hesays, “Organisations should be designed around the needs of their customers.People should aim high, be innovative and take risks in order to achieve theirgoals. Our aim is for everyone in customer services to become part of onewinning team, without geographical or hierarchical division.”Workingwith expertsTofacilitate and drive this process, ScottishPower began working with Academee.As experts in change management and learning, Academee helped them understandwhere change was required. It then expanded this to advise on how to ensure ithappened. JonathanWilson, one of the Academee consultants working on the project, says, “Part ofour work with ScottishPower is about improving systems and processes, and thatis central to the change programme.“Themain reason for doing this is so they become enablers for people to provideexcellent customer service. You can have the best systems in the world, but ifyour people aren’t motivated and trained, and your communication is poor, yourcustomers won’t benefit.”Archeragrees. “Academee brings a wealth of experience gained through the work it hasdone in developing customer-focused organisations. Its consultants challengeexisting methods and provide an independent, objective view for the wayforward.” CommunicationThefirst step that ScottishPower and Academee took was to launch a programme ofconsultation for everyone working in customer services. Earlyconversations with hundreds of people at open forums established some keythemes:–Overall customer service needed to be improved–Training and development were an important part of making it happen–People wanted simpler systems and procedures to enable improved service andbetter planning–Communication and teamworking had to be enhanced and a culture of trustestablished–Quality had to be put above quantity Wilsonsays, “It was important that we started by listening. Over 700 opportunitiesand ideas for improvement came out of these forums. There was clearly a lot ofenergy in the organisation, but some of it was misdirected, leading tofrustration. “It’simportant to focus this energy from the outset so we can respond quickly andbuild momentum.” InJune 2000, the “Wall of Pledges” was launched. It had 19 bricks, each onerepresenting a pledge from senior management to address key issues raised throughthe open forums. Each brick became the responsibility of a “business champion”,and by September, the wheels of change were rolling. Archersays, “We saw the results from this quite quickly. For instance, the billingbacklog, which had become a barrier to great customer service, was reduced by80 per cent. The number of outbound calls across ScottishPower’s four callcentres was also lowered. Staffing issues were being addressed. And, perhapsmost importantly, communication was improving. “Ourorganisation was becoming less hierarchical, and teams were working togethermore effectively.”Changethrough peopleAta second round of forums, Archer talked about the roles of everyone in theorganisation in creating change. Keythemes were prioritised and 150 people signed up to make a contribution tocreating a new organisation. Cross-functional teams were then set up with otherdivisions to encourage joined-up thinking. Archersays, “In this competitive environment, we need to harness all the intellectualand emotional energy we can. This has been supported by leadership andteambuilding events, mainly for senior managers, which are beginning to have apositive impact on the culture and behaviours within customer services.”Somenew managers have been appointed who have helped to invigorate theorganisation. Archersays, “We’re moving away from what was a management-led approach.Decision-making needs to take place as near as possible to the customer, somanagers should be supporting the people on the frontline.”FuturefocusHavingfacilitated workshops and development events mainly for senior managers,Academee is working in partnership with ScottishPower to develop a training anddevelopment strategy for the whole department.Wilsonsays, “Training and development is a key strategic tool. Everyone needs to understand the drivers forchange and how the change will impact on them. They need to understand whatgreat customer service is, and how to achieve it. We need to develop the rightknowledge, skills and behaviours to make it happen. We also need to create aculture which supports this.”ScottishPower’scustomer services revolution will not happen overnight. The current transitionprogramme spans a two-year period.ScottishPower’scustomer services revolution can be seen in four stages: review, reform, renew,reinvent. The stages overlap. The review is complete and the reformation iswell under way. Renewal has also begun, ignited by some of the key appointmentsfrom outside. But the reinvention is really just beginning.Archerconcludes, “These initiatives, and the entire change programme, are takingplace amid fierce business pressures which won’t go away. “Weovercome this by continually setting ourselves tough challenges and highideals. In this way we ensure that we continue to drive through the changesnecessary to compete at the highest level.”VerdictKeeping customers satisfiedTheprogramme focused on several key performance indicators. In customer services,across call centres, billing and credit management, there are hundreds ofdaily, weekly and monthly KPIs which are tracked, all of which are important.As a result of the programme, and in addition to an initiative called One andDone, which is about first call resolution – satisfying the customer’s needswith one phone call – there has been an improvement in KPIs.–More customers satisfied in the space of one call– The number of bills with estimated meter readings has been decreased– Aged debt has been brought down demonstrably– Regulated complaints down by 25 per centOverallrating ****Key: * disappointing excellent ***** Power surgeOn 1 Jun 2001 in Personnel Today Previous Article Next Article Related posts:No related photos.
Beau Lund April 13, 2018 /Sports News – National Ex-Dolphins cheerleader alleges religious and gender discrimination: ‘They brought up my virginity’ FacebookTwitterLinkedInEmailABCNews.com(MIAMI) — A former Miami Dolphins cheerleader has filed a complaint alleging religious and gender discrimination by the cheerleading team and the National Football League.Kristan Ware, a Dolphins cheerleader for three seasons beginning in 2014, claims she was held to “different standards than the male football players” regarding her outward expression of her Christian faith.Ware said she felt compelled to quit a couple of weeks prior to the end of her contract in spring 2017 and did not try out for the another annual contract because she felt “she was just not accepted on the team if she was a Christian,” according to the complaint filed this week with the Florida State Labor Board.Ware says in the complaint that although she was co-captain of the cheerleading team and a fan favorite she suffered harassment from some representatives of the squad because of her social media postings about her faith andafter it became known that she was a virgin and planned to remain so until marriage.Ware contends problems began after she posted a photo of her April 10, 2016, baptism on her public Twitter, Instagram and Facebook pages.“I got sat down in an interview with my director and my coaches and they brought up my virginity, which was kind of shocking to me,” Ware told ABC News.Ware said she had not publicized her decision to wait to have sex until marriage but that the topic had come up months earlier, in fall 2015, during a conversation with fellow Dolphins cheerleaders in front of other staff.The Dolphins responded to Ware’s complaint in a statement to ABC News on Friday: “We are seriously committed to providing a positive work environment for everyone associated with the organization. We hold every member of our organization to the same standards and do not discriminate as it relates to gender, race and religious beliefs.”Ware alleges in her complaint that in her annual tryout-interview in spring 2016, she was told her she was “not allowed to speak about anything related to her virginity to anyone” and that she “needed to develop into a woman.”A few months later, in September 2016, the cheerleading director and coaches told the co-captains, captains and some other cheerleaders that they could change their Instagram accounts to Dolphin Instagram accounts “under certain conditions,” Ware alleges in the complaint, adding that they were told that on their Dolphin Instagram accounts, they were talk about “fashion and fitness and cheerleading.”Ware claims that when she said she wanted to continue “share her faith, post Bible verses and to be a role model for little girls” on Instagram, she was told by one of the coaches that “you cannot be ‘too much, you cannot mention Jesus or anything like that.’”The complaint further alleges that a month after the discussion about Instagram, the cheerleading director became physically aggressive with Ware at a fashion show for the Dolphins.After Ware went to human resources about the alleged mistreatment, the harassment became more pervasive, she says in the complaint.During the course of the 2016-17 season, Ware said she became depressed and anxious because of the treatment by her supervisors and began taking medicationThe breaking point came in April 2017 after Ware was asked by the Dolphins to write a motivational blog post for women trying out for the cheerleading team, and some of her allusions to her faith in the post were removed.“I was told that I wasn’t allowed to mention God and what really broke my heart is seeing how public football players can be about their faith,” Ware told ABC News.“Dolphin football players are allowed to maintain and express their faith in any way,” the complaint alleges. “Several players prayed on the 50-yard line before a game. They profess their faith online, on social media, to fellow players, to the public … with complete freedom.”Ware’s allegations follow a complaint filed last month by another former NFL cheerleader, Bailey Davis, who was with the New Orleans Saints cheering squad.Davis alleges in her complaint to the Equal Employment Opportunity Commission that she was fired on Jan. 23, 2018, for posting a photo of herself on Instagram wearing a one-piece bodysuit, breaking a rule that prohibits cheerleaders from posting revealing images on social media, a rule which her complaint says does not apply to men.“I obviously want equal rules for the players and cheerleaders, I want to be treated like a professional athlete just like the professional football players are treated like professional football players,” Davis told ABC affiliate WPVI-TV Philadelphia last month.The Saints deny that Davis was discriminated against because she is female.“The New Orleans Saints is an equal opportunity employer, and it denies that Ms. Davis was discriminated against because she is female,” the NFL organization said in a statement to ABC News. “The Saints will defend these allegations in due course and in the appropriate forum, and the Organization is confident that its policies and workplace rules will withstand legal scrutiny.”In response to the recent cheerleader complaints, the NFL told ABC News in a statement: “The NFL and all NFL member clubs support fair employment practices. Everyone who works in the NFL, including cheerleaders, has the right to work in a positive and respectful environment that is free from any and all forms of harassment and discrimination and fully complies with state and federal laws. Our office will work with our clubs in sharing best practices and employment-related processes that will support club cheerleading squads within an appropriate and supportive workplace.”Copyright © 2018, ABC Radio. All rights reserved. Written by