Printer-friendly version
Send to friendThe House of Maybank transformation journey is supported by Enterprise Transformation Services, which is specifically dedicated to delivering effective, differentiated services and to accelerating operational efficiency and performance.
To support its customer service transformation initiatives, Maybank has put in place a Service Quality Department. The centralisation of service units within this new structure streamlines all customer service strategies and operations. The remit of our Department is to be a centre of excellence and a catalyst for service transformation – which means that our ultimate goal is to achieve 100% customer satisfaction. We are committed to understanding our customers’ expectations, using quality service to differentiate our business from the competition by enhancing our service delivery as well as setting and achieving high service standards.
We have developed a three-year sustainable service strategy that will form the basis of our future success. During our first year, we focused on developing a service culture that appreciates customer criticism and takes personal accountability. It also involves improving governance and process enablement. We trained and empowered our staff to know what is right and have given them the authority to do what is right for our customers. This further helped us to ensure our customers’ experience will continue to improve.
In years two and three, we will continue to enhance processes and systems so as to deliver on our vision of humanising banking.
Serve From Your HEART is a bank-wide service pledge that emphasises the importance of delivering consistent and excellent customer service. The HEART acronym means we promise that we will serve our customers with Humility, Efficiency, Appreciation, Respect, and Trust. Serve From Your HEART workshops ensure that employees bank-wide develop the skills and mindset to serve in a sincere and genuine manner.
Our Customer Engagement Survey is an annual survey that measures our customer engagement index, and is targeted at mass affluent groups. This survey gives us insights into critical improvement areas, telling us what our customers want and areas where they wish to see improvements. We are committed to our promise to listen to and act on their feedback immediately. While we have seen improvements in engagement levels, more still need to be done to accelerate this process.
We also conducted an internal employee survey to gauge team effectiveness amongst internal support groups. Results indicate that there are opportunities to further improve the quality of our products, processes and procedures, as well as customer service, problem resolution and the speed with which we respond to changes in the marketplace.
In our quest to enhance customer service, we have raised the customer service weightage for staff KPIs Bank-wide to at least 15%. In addition, for the branches, the nationwide LEAP30 Transformation-Improved Customer Service Level (ICSL) initiative focuses on delivering differentiated, best-in-class service experience. Front-liners have also been provided with uniforms that reflect Maybank’s professionalism and create a common identity. The new uniforms have not only enhanced the staff’s image but greatly boosted morale.
All these initiatives support our commitment to transform Maybank into an organisation that delivers an unsurpassed customer experience.
The measurement of service quality at the branches includes real time performance measures relating to average waiting time, the effectiveness of problem resolution, Mystery Shopping and Mystery Calls.
Mystery Shopping entails an independent evaluator posing as a customer and performing live transactions at the branches to gauge and track consistency of service levels. This also allows benchmarking against our main competitors in terms of the staffs’ soft skills, product knowledge and work etiquette. The Mystery Shopping results improved significantly from a baseline of 73% in November 2010 to 88.7% in June 2011.
Other key initiatives designed to meet customers’ rising expectations and fulfil employees’ career goals included a Customer Service Transformation Lab and an Improve Problem Resolution programme.
Conducted in September to November of 2010, the lab focused on bridging process gaps and resolving problems highlighted by our customers via various feedback channels.
For a full eight weeks, 51 dedicated Maybankers took on the challenge of a structured approach to delivering quick and tangible results for Customer Service Improvement. Rolling up their sleeves, the team worked through each process to identify opportunities for improvements that would deliver ‘Big Fast Results’ on 26 quick wins and 22 big tickets.
Working in close collaboration with colleagues outside the Lab, Lab members generated some 48 initiatives including intense syndication and buy-in from key business leaders and stakeholders. Some key results to-date are:
In 2011, we launched a Best Service Staff award nationwide to promote a culture of service recognition and to motivate and reward employees who go the extra mile for our customers. A self audit checklist tool called the Branch Monitoring Scorecard was also introduced to focus not just on staff skills and product knowledge but on branch façade and appearance.
We confidently anticipate a continuous rise in service quality standards. With our transformation journey well underway, Service Quality’s ultimate aim is to ensure that Maybank customers will enjoy a consistent experience of service excellence across all regions where we operate. The achievement of this aim will be a key contributor to fulfilling Maybank’s aspiration to be a leading regional financial services provider by 2015.
