India Post started with the “Customer” criteria under the “Service Delivery Capability” Module of Sevottam. They found that although they have conducted surveys to assess customer satisfaction levels in the past, the data from the surveys has not been used for improvements in the system. Since the department operates in a competitive market both for postal services (competing with couriers) and financial services (competing with several kinds of financial institutions), customer focus is their key to survival. Taking this as a starting point, they soon realized that they do not know enough about customer satisfaction levels despite the fact that their marketing department regularly conducts market research activities related to new product launches. The first performance gap that they ended up addressing was the lack of knowledge about their walk-in customers’ profile and preferences.
India Post needed to make sure that they have a system in place to help gain a better understanding of ground realities from the customers’ perspective. The system of “Post Forums” that had been set up earlier to provide such an understanding was practically defunct. Hence they conducted a large sample survey to identify what was actually going on at the ground level. The survey was conducted during October to December 2006 and used questionnaires translated into regional languages cover a wider customer-citizen base. Findings from this survey are summarized under three categories: transaction and queue times, customer awareness of services offered, and customer satisfaction levels.
The Transaction and Queue times survey results are based on data collected from about 1200 walk-in customers at 21 post offices from 10 divisions across the country. Data about time taken in transacting business is collected separately for ‘in-queue’ time and for ‘actual transaction’ time. The earlier studies and improvement efforts in the department have focused on transactions times only and not on queue waiting times. This survey was a departure from the existing practice and was based on the logic that from the customer’s perspective, the total time is critical. The distinction between time spent waiting in queue and time spent in actual transaction processing is relevant from an internal processing perspective, but not from a customer experience perspective. Customers would expect service providers to pay as much (if not more) attention to queue management as to reducing transaction processing times. The first is an overall management issue which includes improvements focused on dealing with peak hour rush, while the second generally calls for process re-engineering and/or information technology interventions. The survey data clearly showed scope for improvement by reducing variation in time spent by customers inside the post office, whether it is for conducting transactions or for waiting in the queue, and to bring both time intervals within acceptable limits.
The Customer awareness of Services offered survey results are based on data collected from about 1800 walk-in customers and 900 staff members at 21 post offices across the country. Data about awareness of India Post’s products and services has been analyzed across post offices on three dimensions: customer awareness, staff awareness, and sources through which customers receive product information. Maximum variation in responses is coming from the ‘Service’ variable. Customer awareness levels vary from near 100% for traditional services (e.g. Registered Post, Money Order, Speed Post, Banking) to about 25% for electronic services. Variation in customer and staff awareness across regions is also significant. For customer awareness, rough index ranges from 100% to about 50%. For staff awareness, the results are mixed and do not match with customer awareness results. Partly this is because of the questionnaire design, since services covered in both questionnaires are a little different. The data shows expected pattern for difference in sources through which awareness of traditional services is created as compared to awareness on newer services. One implication is that customers still rely largely on traditional sources of awareness. The department needs to examine its publicity expenditure and can derive more value-for-money by comparing the expenditure with actual results. Another implication is to set targets for increasing the share of non-traditional sources of developing awareness. Since the department was looking for a change in image make-over, therefore word-of-mouth (i.e. traditional) sources are not the best sources as they will also communicate the same (presumably negative) perceptions about service quality as experienced by customers in the past. New sources for creating awareness emphasize professionalism, technology advancements, and similar parameters that the department would like to emphasize in addition to existing images of reliability and access. Furthermore, word-of-mouth sources will not spread information about new products and services, or about new value-additions to traditional services which are equally important.
The Customer Satisfaction survey results are based on data collected from about 2500 walk-in customers at 21 post offices across the country. Customer responses on satisfaction-related issues were analyzed separately on four variables: identity of end-customer (whether transacting for self or for someone else), occupation, purpose of visit i.e. service availed, and post office. Maximum variation in responses is coming from the post office variable. Satisfaction levels vary from 95% to 48%. The department would internally know the reasons for this and can take corrective action accordingly. Second largest variation is coming from ‘Type of Service’ variable. Financial Services customers are finding it difficult to answer questions about expectations from counter person’s behavior, indicating that they are not happy on this count. Since Financial Services attract clients who remain attached to the post office over a longer time frame as compared to Postal Services which may be one-time requirements, this corrective action is all the more significant and necessary.
In addition to the above surveys, and internal process mapping was undertaken in detail at Gol Dakkhana and Alwar post offices. The mapping was used to identify how same day delivery of registries, speed post articles and other mail can be streamlined. Based on the models developed in these two Post Offices, roadmap for implementation across a larger number of offices was drawn out. In 2007, Gol Dakkhanna, New Delhi became the first government office to be certified as being IS 15700 compliant; IS 15700 being a certifiable standard based on Sevottam requirements
The learnings from initial Sevottam implementation formed the basis for a home grown large scale initiative in India Post. This initiative was named Project Arrow and is today a national award winner. During a visit by senior functionaries from DARPG, the ambience and service delivery process at Gol Dakkhana were found to be extremely citizen friendly.
All aspects of laying down service standards, monitoring their achievement on a daily basis, improving infrastructure and electronic connectivity across the department, regular training of officers including management courses abroad as well as at Postal Staff College Ghaziabad, training and motivation of staff at all levels, streamlining of public grievance redress have been incorporated into Project Arrow. Implementation has been taken up for over 1,000 offices across the country including those located in semi-urban areas.
( Extracts from Page 8 to 11 of “Case study - Our Sevottam Journey” by Department of Administrative Reforms & Public Grievances - Source : http://darpg.gov.in/darpgwebsite_cms/document/file/Sevottam_Journey.pdf)
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