Arbeitsmarktservice Österreich Dr. Peter Oberbichler Dealing with Customer satisfaction within the...
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Transcript of Arbeitsmarktservice Österreich Dr. Peter Oberbichler Dealing with Customer satisfaction within the...
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Dealing withCustomer satisfaction within
the AMS Austria
Benchmarking Thematic Day
Nuremberg, 29 &30 January 2009
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Asking customers about their wishes and requirements
Direct involvement of customers
The AMS has the strategy to involve customers directly into important developments of services (e.g. focus groups).
On federal and local levels there are regular meetings with customers especially with employers, but also meetings with job seekers.
These meetings focus on defined topics, the results influence the internal procedures and services to customers.
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Asking customers about their wishes and requirements
Customers feedback system
The feed back of the customers are documented and analysed and influences the processes of customer service.
strategy: Good offices have many documented “complains”!!!!
Involvement of customer representatives (social partners)
Indirect customers are involved by there representatives which take part in all decision taking of the AMS strategy.
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Long tradition of customer surveys within AMS
Customer surveys since the early 90th,
Since 1994 standardised central customer surveys
Client Monitoring System (CMS) since 2000, new concept in 2004
telephone survey of job-seekers and companies by a professional independent research institute,
mixture of questions with marks 1 (very good) to 6 (very bad), multiple choice questions and limited open questions.
splitting the sample into 4 parts - survey at the end of each quarter
Beside CMS there are (many) other surveys on central, regional and local level
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Client Monitoring SystemMethods
SAMPLE
Random sample of actual customers
Sample: All registered job-seekers and enterprises with a job vacancy during a specific period of time
Size of sample is representative for each local office
Job-seekers: 120 job-seekers for each local office of which 60 male and 60 female - a total of 11.880 job-seekers
Companies: 80 per local office - a total of 9.900 companies
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Client Monitoring SystemPresentation of results
Presentation on local, provinces and at national level,
Many different analysis women and men, age, education, duration of unemployment, results for 6 clusters,
Statistical significant differences are shown,
Analysis of causal determinants for each question to identify the main influence on general satisfaction (for each local office),
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Main results of Client Monitoring System
Job Seekers
Very satisfied are persons living not in overcrowded areas, who are older than 45, who have lower education and are less than 3 months unemployed.
Women are significantly more critical than man.
Companies
Bigger companies (Key Account Management) and A-Clients are very satisfied (these groups get special service).
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Main results of CMS
Best results
Adviser’ soft facts: Friendly and engaged,
Staff takes enough time for counselling,
Assistance concerning matters of unemployment benefit,
Room for improvement
support in solving problems (placement, matching),
Information to companies on financial subsidies
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Main results companies Top Box values (1 + 2 out of 6)
AMS fullfills agreements
2006: 26,8%,
2007: 24,4%,
2008: 26,7%
Development
Information on services and subsidies
2006: 39,6%,
2007: 36,5%,
2008: 37,8%
Development
Internet Self Service
2006: 29,5%,
2007: 30,0%,
2008: 30,1%
Development
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Main results companies Top Box values (1 + 2 out of 6)
General satisfaction
2006: 67,9%,
2007: 68,1%,
2008: 71,2%
Speed of placement
2006: 69,1%,
2007: 68,3%,
2008: 70,0%
Customer Loyalty
2006: 74,4%,
2007: 76,3%,
2008: 78,5%
Competent Information
2006: 86,5%,
2007: 86,2%,
2008: 88,4%
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Main results Job Seekers Top Box values (1 + 2 out of 6)
AMS fullfills agreements 2006: 37,9%,
2007: 38,4%,
2008: 41,3%
Development
Counselling service
2006: 46,4%,
2007: 47,2%,
2008: 53,9%
Development
Usefulness of training measures
2006: 69,7%,
2007: 68,4%,
2008: 69,4%
Development
Satisfied with waiting time
2006: 66,1%,
2007: 66,4%,
2008: 70,2%
Development
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Main results Job Seekers Top Box values (1 + 2 out of 6)
General satisfaction
2006: 64,0%
2007: 64,0%
2008: 68,4%
Individual action plan
2006: 73,0%
2007: 72,1%
2008: 73,3%
Assistance unemployment benefits
2006: 82,4%
2007: 82,6%
2008: 83,8%
No pressure by AMS
2006: 79,4%
2007: 78,6%
2008: 79,3%
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Customer Targets (2004-2007)
Target for each local office according to the position within the cluster
2 dimensions for job-seekers & companies
Assistance in solving problems
Precisely tailored matching
Targets for the
First quartile: to keep the position
Second quartile: some improvement
Third and fourth quartile: to go above the median
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Targets for 2007 Job Seekers
Ist-Wert 2005AS
Gesamt
Ist-Wert 2006AS
Gesamt
Zielwert 2007AS
Gesamt
Ist-Wert 2005AS
Frauen
Ist-Wert 2006AS
Frauen
Zielwert 2007AS
Frauen
Ist-Wert 2005AG
Ist-Wert 2006AG
Zielwert 2007AG
AMS Burgenland 68,1 65,7 67,5 63,8 65,4 66,9 72,2 75,4 74,7
AMS Kärnten 68,2 69,6 70,0 66,7 66,0 67,2 66,1 62,8 65,0
AMS Niederösterreich 66,5 67,7 69,0 64,8 66,5 67,8 66,8 64,9 67,1
AMS Oberösterreich 64,3 64,1 67,2 61,3 60,6 64,2 69,5 69,6 70,1
AMS Salzburg 66,0 68,5 69,4 55,6 67,8 67,6 72,1 72,5 72,3
AMS Steiermark 66,9 65,9 67,6 64,9 63,8 66,2 66,6 68,1 68,7
AMS Tirol 69,1 66,8 68,5 66,3 64,5 65,3 70,2 73,7 71,9
AMS Vorarlberg 64,3 65,5 68,9 62,9 57,7 62,6 63,7 66,9 68,3
AMS Wien 51,4 57,2 59,8 48,8 56,4 58,1 61,6 63,4 65,2
Österreich 62,3 64,0 59,7 62,1 67,5 67,9
Verschlechterung von 06 auf 05
Verbesserung von 06 auf 05
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
“Customer Satisfaction” within the BSC (since 2007)
job-seekers
overall satisfaction (85 points)
satisfied with service processes (55 points)
companies
overall satisfaction (85 points)
satisfied with service processes (55 points)
Points for customer satisfaction and Targets in the BSC
all points in the BSC: 1.000
points for customer satisfaction: 280
points for reaching all business targets: 220
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Management Assessment(Every three years each of the regions)
According to the decentralization of AMS Austria the main actors are the regional managements and performance is up to their responsibility. The responsibility of the central head office is to monitor the activities and to set goals by the steering system.
Regions with room for improvement are asked for special programs to improve their results. Also all regions report regularly on their activities to improve. There are also management-assessments in the regional and local offices on activities to improve customers satisfaction on basis of contracts between the central head and the regional managements
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
“Best of AMS Award” since 2004
Nominated are the customer friendliest local offices (each cluster)
In each cluster (ratings of job-seekers & companies)
Dimensions: matching (25%), assistance in solving problems (25%) and advisers soft facts (50%)
Nominated are the women friendliest local offices (each cluster)
Only ratings by female job-seekers
Dimensions: Over-all satisfaction (70 %), item „equal opportunities“ (15%) and item „sexual discrimination“ (15%)
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
PROJECT: „Precisely Tailored Matching“ as model for mutual learning (2004)
Assessments of local offices with excellent results in customer satisfaction to identify good practices
Documentation of the good practice (behaviour and activities of the best staff members in this offices)
Definition of standards how to behave with customers
Communication of the good practice examples within the organisation
Reporting system of the activities in regional and local offices
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
PROJECT: „Precisely Tailored Matching“ as model for mutual learning (2004)
Some examples of the regions
Internal or external job coaching of the local staff
Good practice transfer on local level
Agreements on cooperation between “Service for Job Seekers” and “Service for Employers”
Specific additional surveys
Identification of employees about whom customers complain often
Special training measures for offices with bad results
Better information of customers to avoid misunderstandings about the agreements between customers and AMS
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Starting point
Quartal Cluster
Ranking (17)
1 2 Top - Box
02/05-01/06 14. 19,7 32,2 51,9
Project piProject of an regional office 2007
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Emotionaler GesprächsverlaufS
achl
ich
Har
mon
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onfli
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Start Kern Schluß
Project piProject of an regional office 2007
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
First standards developed by the staff
Knowledge about the situation of the customer
Welcome of costumers
Finalisation and summarisation of the meeting
Agreement of the next steps
Working with IT or with the customer? (Information to customer what the staff is putting into the IT system and why)
Standards still to be developed
Time, patience and speed of speaking
courtesy and appraisal Giving customer information Level of service (number and
quality of the job offers) Problem solving from the view of
the customer Leading the conversation by staff Structure of the approach in
guidance Standards for the accommodation
of the office (living room for staff or working room for the customer?)
„Wording“
Project piProject of a local office 2007
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Quartal Cluster
Ranking (17)
1 2 Top - Box
02/05-01/06 14. 19,7 32,2 51,9
03/05-02/06 13. 25,0 29,7 54,7
04/05-03/06 12. 26,0 32,4 58,4
01/06-04/06 14. 27,3 29,1 56,4
02/06-01/07 9. 25,2 34,3 59,5
03/06-02/07 7. 21,6 39,1 60,7
04/06-03/07 6. 23,1 38,6 61,7 04/07-03/08: 62,9
Project pi - ResultsProject of a local office 2007
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Other surveys on customer satisfaction
Additional to the CMS there are some other surveys
On the use of the internet tools, e-services, vocational guidance, information centres, different customer groups
In some of the regions customer satisfaction is measured in customer surveys on individual staff.
ArbeitsmarktserviceÖsterreich
Dr. Peter Oberbichler
Connection between Customer Satisfaction and Business Results
There is no clear connection (Example Service for Job Seeker)
Correlation “Customer Satisfaction” – “Business Targets”: 0,15
This means also there is no contradiction between business results and achievement
of high customer satisfaction.
From the 10 best offices in customer satisfaction 4 offices achieve all business targets.
From the 10 worst offices in customer satisfaction 2 offices achieve all business
targets.
The “highest” correlation is between
Correlation “Customer Satisfaction” – “Appraisal of management by staff”: 0,31
Correlation “Customer Satisfaction” – “Internal cooperation”: 0,38