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Wednesday, March 28, 2007
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Utah Economy, Healthcare, Nonprofits, Immunization, Western Primary
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Volume 3
Issue 3
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ARCHIVE
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Utah Economy, Western Primary
February 28, 2007
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Growth, Charter Schools, Minimum Wage, New Legislation
January 17, 2007
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State Spending, Healthcare, Ethics
December 21, 2006
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Transportation, Water, Energy
November 29, 2006
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CPPA Events
October 11, 2006
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Energy
August 30, 2006
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Sports Economy
July 26, 2006
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Elections
June 30, 2006
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Health Care
May 8, 2006
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Taxes / Revenue Forecast
March 29, 2006
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[MORE]
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Improving Service Quality
by Ken Embley, CPPA
I truly believe most people have a positive service quality
experience with government agencies. I
know there are notable exceptions to damage the credibility of my statement;
however, I believe it generally true. I
also believe it generally true that government leaders value continuous
improvement in service quality.
Now for the rub—my experience tells me that most leaders struggle
with the concept of managing service and with strategies to improve service
quality. As a result, what usually
happens is a little publicity in the newsletter, creative postings on bulletin
boards, some kind of free tickets or lunch bribe for everyone, and of course,
the obligatory half-day training session for all frontline personnel.
Now do not get me wrong. I am all for paying attention to service quality, especially the
bribe stuff. But then again, these
types of service quality strategies just seem to be a little shallow with predictable
and usually disappointing results. My
thought is, if leaders are going to spend some time and energy in an effort to
improve service quality, why not take a crack at making service quality a
serious goal.
To make service quality a serious goal, leaders need to move
away from shallow frontline strategies to meaningful management
strategies. Although we frequently see
service quality as a satisfactory outcome of an interaction with frontline
personnel, the most powerful influence on the service quality interaction comes
through those myriad of things we refer to under the umbrella heading—management.
Begin by asking, “Is service quality a serious goal?” Leaders will have their answer when they
critically examine service quality processes and the methods to improve the
processes. Leaders will have their
answer when they identify the time and money resources spent on service
quality. If service quality is a
serious goal, leaders and their management team will have a common
understanding of the process and resource requirements that result in
achievement of clearly defined service quality goals.
If you are satisfied with the answers to these questions, stop
reading—nice job! If not, consider
taking action to develop management processes that support a continuous service
quality journey.
- Ask your service group to agree on a meaningful service
quality purpose. The service
quality purpose must be important or the group will not take the service
quality journey. Agreement enables a
group in the development of service quality values that support the important
purpose. Agreement enables the group to
establish service quality expectation, a code of service quality conduct for
members.
- Ask your service group to identify service quality issues. A service quality issue is anything that may
influence achievement of the service purpose.
Some service quality issues will be obvious to the group but the magic
in service quality takes place when a group finds the little things that truly
make the difference in service quality.
- Ask your service group to design and implement service
quality strategies. Service
quality strategies are the actions the group can take to address and resolve
service quality issues. Strategies lead
to outcomes that enhance the service quality purpose.
- Now, repeat the process, and then again and then
again. Make improving service quality
into an ongoing management process.
The management of service is just that—management. There is a difference between traditional frontline
service quality efforts and the management of service quality. Management requires agreement as to the
importance of the service quality purpose. Management requires a continuous process improvement effort by
searching for, identifying, then analyzing significant service quality issues. Management requires a disciplined effort on
the part of service group members to create and implement service quality strategies
to enable outcomes that enhance the service quality purpose.
If you are a leader and serious about improving service
quality—manage service quality.
[PRINTER FRIENDLY VERSION]
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LETTERS
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Published by
Copyright © 2007 The University of Utah. All rights reserved.
The Center for Public Policy & Administration offers research, education and services to public and nonprofit organizations that will strengthen administration, leadership and public policy making.
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