MBM Sneak Peek

Helping Managers and Businesses
Succeed Through Real Experience.
Future State of Acme IT Services
Improving Customer Satisfaction and

Employee Satisfaction
© All rights reserved. The Managers Resource Handbook by MHX Global LLP www.managersresourcehandbook.com
Three Data Points…

• Company Initiative To Improve Customer Service
Scores by 10%
• Last Year’s Employee Satisfaction Score of 64%
• Project Fireside overran budget by 17% and schedule

by 20% due to resource limitations
Three Data Points…

• Company Initiative To Improve Customer Service
Scores by 10% 1. Ground your proposal to some
key goals that the company has.
• Last Year’s Employee Satisfaction Score of 64%

2. Use facts and indisputable data
to highlight the need for action.
• Project Fireside overran budget by 17% and schedule

by 20% due to resource limitations
3. Provide an example of the
impact felt by the business
The Current State

• Customer Perspective:
– Slower than desired response time
– Unable to accommodate change quickly
– Customers have commented that ACME employees are ‘always tired’
• Staffing Perspective:
– Not effectively supporting business needs (or customers)
– Quality of work is suffering; finding errors
– Lack of focus on internal initiatives, solely supporting customers
– Time for personal development is very limited
– Long hours on a regular basis
• Business Perspective
– Work exists for additional heads
– Not building a better organization, just maintaining current state
– Insufficient support for other internal teams
The Current State

• Customer Perspective: 4. Identify the view your customers
– Slower than desired response time have of your organization, and what it
– Unable to accommodate change quicklyimplies for future business.
– Customers have commented that ACME employees are ‘always tired’
– Not effectively supporting business needs (customers)
– Quality of work is suffering; finding errors
– 5. Provide
Lack of focus on internal initiatives, solely insight
supporting into the impact
customers
– the issue is having on employee
Time for personal development is very limited
– Long hours on a regular basis satisfaction, as well as the end
product quality. Examples are great.
– Work exists for additional heads
– Not building a better organization, just maintaining
– Insufficient support for other internal teams
6. When asking for resources,
always tie it to business need and
business impact. Keep it objective.
Analysis of Working Hours

2-Jun 9-Jun 16-Jun 23-Jun 30-Jun 7-Jul 14-Ju
Capacity 680 680 680 680 680 680 68
Total 804 788 792 784 835 785 76
Employee 1
Employee 2
51
48
46
40
49
45
46
45
47
46
49
41
4
4 Deficit
Employee 3 48 43 47 47 50 44 5
Employee 4 50 44 48 48 49 43 4
Employee 5 50 56 52 45 44 45 4
Employee 6 44 48 45 41 42 50 4
Employee 7 47 46 41 56 57 66 4
Employee 8 48 46 56 46 59 47 4
Employee 9 42 49 46 54 40 40 4
Employee 10 45 43 48 44 48 42 4
Employee 11 48 45 44 42 54 46 4
Employee 12 44 42 42 47 40 44 4
Employee 13 48 42 40 40 58 49 4
Employee 14 45 54 49 43 40 43 5
Employee 15 54 44 43 49 76 49 4
Employee 16 46 46 49 48 41 40 4
Employee 17 46 54 48 43 44 47 5
Heads (Cap) 17 17 17 17 17 17 1
Heads (Act) 20.1 19.7 19.8 19.6 20.875 19.625 19.
Deficit 3.1 2.7 2.8 2.6 3.875 2.625 2.
• 6 Months of hours data shows consistent ~3 head deficit

relative to capacity.
• Hours worked contain minimal internal development activities
Analysis of Working Hours

2-Jun 9-Jun 16-Jun 23-Jun 30-Jun 7-Jul 14-Ju
Capacity 680 680 680 680 680 680 68
Total 804 788 792 784 835 785 76
Employee 1
Employee 2
51
48
46
40
49
45
46
45
47
46
49
41
4
4 Deficit
Employee 3 48 43 47 47 50 44 5
Employee 4 50 44 48 48 49 43 4
Employee 5 50 56 52 45 44 45 4
Employee 6 44 48 45 41 42 50 4
Employee 7 47 46 41 56 57 66 4
Employee 8 48 46 56 46 59 47 4
Employee 9 42 49 46 54 40 40 4
Employee 10 45 43 48 44 48 42 4
Employee 11 48 45 44 42 54 46 4
Employee 12 44 42 42 47 40 44 4
Employee 13 48 42 40 40 58 49 4
Employee 14 45 54 49 43 40 43 5
Employee 15 54 44 43 49 76 49 4
Employee 16 46 46 49 48 41 40 4
Employee 17 46 54 48 43 44 47 5
Heads (Cap) 17 17 17 17 17 17 1
Heads (Act)
Deficit
20.1
3.1
7. Use time tracking records to justify the
19.7
2.7
19.8
2.8
19.6
2.6
20.875
3.875
19.625
2.625
19.
2.
quantify the number of people you need so

it is driven from data, not opinion. As much
• 6 Months
dataofashours data
you can shows
provide, consistent
the better. Do a ~3 head deficit
thorough analysis.
relative to capacity.
• Hours worked contain minimal internal development activities
Acme IT Services: Improvements for Future

Current State: Future State:
• Slow Response to Customers • Turn Quotes Around in 1 Day
• Decrease Caller Hold Time by 20%
• Improved Stability; Ability to

• Regular ‘Firefighting’ Mode ‘Weather Storms’
• Improved Internal Development
• Weakened Quality of Work • Improved Engagement and Morale

• Poor Employee Satisfaction Scores • Improved Work-Life Balance
• Consistently Long Hours
Acme IT Services: Improvements for Future

Current State: Future State:
• Slow Response to Customers • Turn Quotes Around in 1 Day
• Decrease Caller Hold Time by 20%
• Improved Stability; Ability to

• Regular ‘Firefighting’ Mode ‘Weather Storms’
• Improved Internal Development
• Weakened Quality of Work • Improved Engagement and Morale

• Poor Employee Satisfaction Scores • Improved Work-Life Balance
• Consistently Long Hours
8. Compare the current state to what your objective is. Be sure to highlight benefits to
both customers and the business, not just the impact on employees.
The Future State

• Customer Experience:
– Improved response time; minimal waiting
– ACME is able to quickly react to changes in customer needs
– Interaction with happier employees
– Feeling like they are doing a quality job
– Have enough time to do pursue career development opportunities
– Able to dedicate some time to internal initiatives
– More stability in working hours; less ‘fire fighting’
– Improved customer retention and referrals via better customer support
– Increased employee retention through better work-life balance
– Focus on internal growth leads to innovation and competitive advantage
The Future State

• Customer Experience: 9. Highlight the enhancements
– Improved response time; minimal waitingresulting from your plan, as
– ACME is able to quickly react to changes in customer
experienced byneeds
customers.
– Interaction with happier employees
10. Indicate the favorable impacts

• Staffing Perspective: you anticipate on the workforce.
– Feeling like they are doing a quality job
– Have enough time to do pursue career development opportunities
– Able to dedicate some time to internal initiatives
– More stability in working hours; less ‘fire fighting’
– Improved customer retention and referrals via better
11. Provide customer
talking points forsupport
the
– Increased employee retention throughbenefits
better you
work-life balance
anticipate to be felt by
– Focus on internal growth leads to innovation and competitive
the business. advantage
This is the ‘return on
investment.’
Implementing the Future State

• Goal: To Readily Support the Business Needs Through
Improved Responsiveness and Employee Effectiveness
• Action Plan:
– Decrease Quoting Time to Customer By Adding 1 Pricing
Specialist Focused on New Accounts
– Improve Customer Experience with Additional Customer
Service Representative
– Decrease Lost Productivity of ‘Administrative’ tasks by
Adding an Administrator to Support Entire Department
Implementing the Future State

• Goal: To Readily Support the12.Business Needs
As part of your Through
plan, indicate the
Improved Responsiveness and Employee
benefit Effectiveness
that each person will offer. Do
not just leave it to a general number.
The more specific you can be, the
better.
• Action Plan:
– Decrease Quoting Time to Customer By Adding 1 Pricing
Specialist Focused on New Accounts
– Improve Customer Experience with Additional Customer
Service Representative
– Decrease Lost Productivity of ‘Administrative’ tasks by
Adding an Administrator to Support Entire Department
Future ACME IT Services Team

VP - Operations
Admin
Manager – Manager -
Manager - Manager -
Customer Technical
Software Pricing
Support Support
Key:
Sr. Customer Sr. Pricing Sr. Tech Support
Sr. Programmer
Existing Service Rep Specialist Engineer
Sr. Customer Sr. Pricing Sr. Tech Support

New Programmer
Service Rep Specialist Engineer
Customer Service Sr. Tech Support

Programmer Pricing Specialist
Rep Engineer
Customer Service Tech Support

Pricing Specialist
Rep Engineer
Pricing Specialist
Future ACME IT Services Team

VP - Operations
Admin
13. Provide specifics as to where the new

Manager -
Software
Manager –
Customer
Manageremployees
Pricing
-
Manager -
Technicalwould reside in the
Support Support
Key: organization. Also take care in making
Sr. Customer Sr.sure
Pricing it isSr.clear how they would relate to
Tech Support
Sr. Programmer
Existing Service Rep Specialist Engineer
the rest of the staff in terms of
Sr. Customer Sr.experience
Pricing Sr. Techlevel,
Support sub team, and function.
New Programmer
Service Rep Specialist Engineer
Customer Service Sr. Tech Support

Programmer Pricing Specialist
Rep Engineer
Customer Service Tech Support

Pricing Specialist
Rep Engineer
Pricing Specialist
Remaining Questions
• Can we plan for 1 week of professional development for each
employee?
• What is the resourcing plan for supporting the 5-year goals?
• With new product launches coming next year, will the
programming team need additional capacity?
Remaining Questions
• Can we plan for 1 week of professional development for each
employee?
• What is the resourcing plan for supporting the 5-year goals?
• With new product launches coming next year, will the
programming team need additional capacity?
14. Highlight some loose ends and questions to be worked

out. This gives your audience a natural point at which they
can provide any feedback. Even if the feedback in this case
were ‘Can we get away with 2?,’ a questions page is a good
way to ask for input. This is also a great way to set the
stage for the next conversation once you’ve had time to
address the actions.
The Manager's Resource Handbook is an online source of tools, templates

and articles for managers and leaders in today’s business environment. Our
mission is the help managers and businesses succeed through the benefit of
our experience.
You can contact us at:
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Helping Managers and Businesses

Succeed Through Real Experience.

Future State of Acme IT Services

Improving Customer Satisfaction and

Three Data Points…

• Last Year’s Employee Satisfaction Score of 64%

• Project Fireside overran budget by 17% and schedule

Three Data Points…

• Last Year’s Employee Satisfaction Score of 64%

• Project Fireside overran budget by 17% and schedule

The Current State

The Current State

Analysis of Working Hours

• 6 Months of hours data shows consistent ~3 head deficit

Analysis of Working Hours

quantify the number of people you need so

Acme IT Services: Improvements for Future

• Improved Stability; Ability to

• Weakened Quality of Work • Improved Engagement and Morale

Acme IT Services: Improvements for Future

• Improved Stability; Ability to

• Weakened Quality of Work • Improved Engagement and Morale

The Future State

The Future State

10. Indicate the favorable impacts

Implementing the Future State

Implementing the Future State

Future ACME IT Services Team

Sr. Customer Sr. Pricing Sr. Tech Support

Customer Service Sr. Tech Support

Customer Service Tech Support

Future ACME IT Services Team

13. Provide specifics as to where the new

Customer Service Sr. Tech Support

Customer Service Tech Support

14. Highlight some loose ends and questions to be worked

The Manager's Resource Handbook is an online source of tools, templates

You can contact us at:

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