Robotic Process Automation (Inland Revenue)

Refreshed 12 June 2019, Published 12 December 2017 - ID G00408289 - 2 min read

FOUNDATIONAL This research is reviewed periodically for accuracy.

By Analysts Customer Service and Support Research Team

Initiatives:Digital, Self-Service and Assisted Customer Service Channels and 2 more

Inland Revenue uses a suite of automation tools to improve the broader customer experience
as well as the customer service experience specifically.

What Is It?
■ Inland Revenue uses a suite of automation tools to improve customer service and experience.

What Are You Automating?

■ For customer contacts: A tool that helps Inland Revenue staff manage customer contacts. Using
business logic, the tool asks customer service staff to select a topic and then prompts them to
ask the customer specific questions and complete specific tasks during the contact, based on
information held in various systems and provided by customers.
■ For other manual processes: A suite of tools that fully or partially automate many manual
processes across a number of different systems.

Why Was It Created?

■ Improving customer experience: Inland Revenue aimed to improve quality, consistency, and
efficiency across the business and create extra capacity. This capacity has been reinvested to
allow Inland Revenue to manage additional customer interactions, maintain performance during
transformation, and upskill staff from process workers to knowledge workers.

What Are the Goals?

■ Metrics improvement: Increase customer satisfaction and engagement.

■ Customer focus: Allow Inland Revenue staff to focus on interacting with the customers by
automating tedious manual tasks within various systems.
■ Skills development: Support Inland Revenue staff to grow and develop as they are now able to
complete more interesting and complex tasks. RPA helps staff shift from process workers to
knowledge workers.

What Is the ROI?

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■ Financial return: The ROI averages around $6 return on every dollar spent.

■ Capacity increase: RPA created 250,000 hours of capacity in the two financial years since
inception, and its target is to add 200,000 hours annually by 2018-19. This capacity has been
reinvested in the business.
■ Process optimization: Improved timeliness or support of more digital channels.

What Makes It Hard?

■ In the development stages of this concept, getting all key business partners on board and
supportive of this opportunity was challenging, and to get their endorsement to automate their
systems.
■ Retrofitting existing IT change and support models onto a business-led automation initiative
was also challenging.

What Makes It Easier?

■ It was important to get leadership buy-in for robotic process automation.

■ Inland Revenue involved staff wherever possible in the development, testing and improvement
of automated processes; bringing them along on the journey.

View full case study | Prioritizing Rep-Sourced Automation Opportunities (Inland Revenue)
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