The objective: motivate and focus 800 people on cutting operating costs while continuously
improving customer service.
In November 2007, the Co-operative Financial Services (CFS) life and savings
business unit brought Capita in to run their administration operation. The
objective: motivate and focus 800 people on cutting operating costs while
continuously improving customer service.
Within a year, customer complaints were down by 45%, staff attrition had been cut
by 80%, and average end-to-end processing times had been halved. All the first-year
service level targets were being met consistently – and so were two-thirds of the
targets for year 3.
How was it done?
"Together with CFS we identified, developed and implemented meaningful service
measurements and a performance regime geared towards driving rapid improvement"
says David Carrie, who runs Capita Life & Pensions Services’ Manchester Operations.
"If we were going to meet our targets, we had to bring together a disparate
group of employees from across a number of CFS sites to operate as one team
under one roof. That was only going to happen if we had open and regular
communication."
We published a business scorecard focusing on what success looked like for all our
stakeholders. Incentives were aligned to the scorecard making it clear to every member
of the team that their performance contributed to the success of the operation. We monitored
progress, took on board feedback and published regular updates about how we were doing.
"For our customers, service levels have gone up and up since our contract with Capita
started," adds Dick Parkhouse, Managing Director of CFS’ Retail Division.
"This is testament to the success of the partnership, which was recognised at
the National Outsourcing Association Awards 2008, where we were crowned BPO Project of
the Year and Outsourcing End User of the Year."
