BSBINM601 Manage Knowledge and Information

BSBINM601 Manage Knowledge and Information – Assessment 2 Last Updated: July 2016, Version No. 1

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BSBINM601 Manage Knowledge and Information

Assessment 2- Written Report

In this assessment task students will assess performance of a business unit, identify areas

where performance needs to be improved and take the necessary steps to improve that

performance which are compatible with the organisation’s strategic goals and develop a

report based on their findings.

Submission details

The Assessment Task is due on the date specified by your trainer. Any variations to this

arrangement must be approved in writing by your trainer.

See the task specification below for details.

You must submit both printed copy and soft copy of your answers.

Submit printed copy of required evidences (your answers) to your Trainer with the

"Assessment Cover Sheet" (Filled out and signed appropriately) attached on top of your

answers.

Upload the softcopy on the eLearning site with appropriate header and footer (Your name,

student id, unit/subject name, assessment no, page no, etc.)

The Trainer/Assessor may further prompt and question in order to receive answers of

appropriate quality or if further clarification required and to validate authenticity of your

submitted work.

Task specification

Write a report (no more than 1000 words), addressed to Jason Healy, CEO, and the senior

executive team of Jason’s Bank measuring performance of the Customer Service Department

Call Centre. The report should contain the following structure/ content:

1. Introduction

2. Findings of the performance review

 Areas which are not performing well

 Suggested reasons for the poor performance in these areas

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3. Recommended strategies for improving performance in the areas identified in section 2

 Support for your recommendations

 Goals/ targets for the next 12 months

 A cost/ benefit analysis of recommended strategies

Please support your report with figures, charts, research or marketplace citations, wherever

possible. You will need to conduct substantial trend analysis and benchmarking.

You will also need to access the spread sheet file attached (will be provided by your Trainer)

to assessment task 2

The Customer Service Call Centre of Jason’s Bank Ltd.

Background

Jason’s Bank was founded by Jason Healy (Senior) in 1961. Jason was a former Olympic

wrestler who represented Hungary in the summer Olympics in Melbourne in 1956 and

sought and received asylum in Australia during those games. After initially working for the

Commonwealth Bank for 5 years, Jason saw the opportunity to open his own bank and

boldly took it.

Jason’s Bank was originally a community bank for immigrants, initially having strong ties to

the Iranian and Filipino communities in Sydney. Gradually it grew (into other cities and

communities) and came to be seen as the bank for all immigrants and as these communities

assimilated, it became a trusted name and authentic brand across all communities in

Australia, particularly in suburban and regional Australia.

The bank has always been structured as a not-for-profit and invests revenues earned from

communities back into those communities, through contributions to communities in areas

such as sponsorships, scholarships, discounts and joint ventures with other community

service organisations or service providers.

When Jason snr was tragically killed playing cricket in Tasmania, Jason jnr took over the

CEO role in 2008, only one week before the global financial crisis (GFC) took hold in

September of that year with the collapse of Lehmann Bros in the U.S. The post-GFC period

saw Jason’s Bank take over 3 small regional banks each of which were experiencing severe

funding problems when the credit markets froze in October 2008. These banks were:

 Mylene’s Bank (predominantly serving the Vietnamese community. Founded in 1978),

BSBINM601 Manage Knowledge and Information – Assessment 2 Last Updated: July 2016, Version No. 1

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 Jasmine’s Bank (predominantly serving the Columbian and other South American communities. Founded in 1993), and

 Judith’s Bank (predominantly serving mining towns in remote areas of Western Australia and Queensland. Founded in 1989)

These three banks kept their brand names so that Jason’s Bank, a public company which

listed on the ASX in 1998, is in reality 4 bank brands, each with its own brand identity. Head

office is located in York St, Sydney, where treasury; wholesale lending; credit and risk

management; marketing; IT; and human resources heads are located. The customer service

call centre is also located in the York Street headquarters building.

Last year the bank celebrated its 50th anniversary and remains a trusted and well-run bank,

the 5th largest in Australia with a market capitalisation of $7.2 billion. It has over 1.3 million

customers and over 6,700 staff.

Unfortunately, the customer service call centre has been experiencing problems with

customer satisfaction, efficiency, staff morale and engagement. This area is dragging down

the bank’s overall brand strength.

The latest annual Cannex customer satisfaction ratings (as at July 2012) are as follows:

Bank

Overall

satisfaction

Branch

service

Call Centre

Service

Internet

banking

Products

and pricing

ATMs Friendliness

Commonwealth

Bank

National

Australia Bank

Westpac

ANZ

Jason’s Bank

This compares to the same ratings from a year earlier (July 2011):

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Bank

Overall

satisfaction

Branch

service

Call Centre

Service

Internet

banking

Products

and pricing

ATMs Friendliness

Commonwealth

Bank

National

Australia Bank

Westpac

ANZ

Jason’s Bank

The main problem has been the fall in customer’s satisfaction with the call centre, which

dropped from 5 stars to 3 stars. This undoubtedly had some impact also on the Friendliness

rating dropping from 5 stars to 4 stars. Branch service remained at 5 stars so the

dissatisfaction is clearly stemming from the customer service call centre.

Russell Jackman manages the call centre. He is aware that performance of the call centre is

below the expectations of senior management and shareholders.

The following pages will show some of the data that has been collected:

 Customer satisfaction survey results

 Staff engagement results

 Call Centre KPIs as part of the Customer Service Call Centre’s balanced scorecard

Customer Satisfaction Survey results

Below is the standardised Customer Satisfaction Survey (CSS) which is send via email to

customers who have recently contacted Jason’s Bank’s Customer Service Call Centre. The

CSS is administered by Clive Lloyd Consulting (CLS).

The CSS has been conducted every 6 months, one in May and another in November, for the

past four years.

The most recent survey results (from May 2012) are based on the answers from 2,814

respondents:

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The survey takes about 60 seconds to fill in and return and is as follows:

The results are shown for the previous 3 surveys.

May 2012 Customer Service Survey 1 2 3 4 5

Very Dissatisfied Neutral Satisfied Very

Question Dissatisfied Satisfied

1 Were you happy with the way your call was answered? 10% 17% 17% 34% 22%

2 Were you happy with the speed your call was answered? 34% 25% 19% 15% 7%

3 Was our agent able to answer your query? 9% 8% 13% 32% 38%

4 Was the information they gave you accurate? 7% 9% 10% 34% 40%

5 How would you rate the overall call? 19% 24% 23% 19% 15%

Yes No

6 Was this the first time you have contacted us? 10% 90%

7 Do you use Jason’s Bank’s smartphone app? 18% 82%

8

Which other communications channels would you like to use

to access Customer Service?

i) email 31%

ii) Interactive voice 8%

iii) Web chat 38%

iv) SMS 21%

9 If you requested literature did it arrive as promised? 94% 6%

10 Would you recommend us to others? 78% 22%

November 2011 Customer Service Survey 1 2 3 4 5

Very Dissatisfied Neutral Satisfied Very

Question Dissatisfied Satisfied

1 Were you happy with the way your call was answered? 4% 15% 19% 37% 25%

2 Were you happy with the speed your call was answered? 13% 19% 21% 30% 17%

3 Was our agent able to answer your query? 4% 6% 15% 35% 40%

4 Was the information they gave you accurate? 3% 7% 12% 36% 42%

5 How would you rate the overall call? 4% 9% 28% 31% 28%

Yes No

6 Was this the first time you have contacted us? 12% 88%

7 Do you use Jason’s Bank’s smartphone app? 14% 86%

8

Which other communications channels would you like to use

to access Customer Service?

i) email 38%

ii) Interactive voice 4%

iii) Web chat 36%

iv) SMS 24%

9 If you requested literature did it arrive as promised? 97% 3%

10 Would you recommend us to others? 89% 11%

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These customer satisfaction results can be compared with the latest benchmarks as provided

by CLS (As at May 2012).

Employee Engagement Survey Results

May 2011 Customer Service Survey 1 2 3 4 5

Very Dissatisfied Neutral Satisfied Very

Question Dissatisfied Satisfied

1 Were you happy with the way your call was answered? 3% 7% 12% 51% 27%

2 Were you happy with the speed your call was answered? 2% 14% 20% 38% 26%

3 Was our agent able to answer your query? 2% 5% 9% 43% 41%

4 Was the information they gave you accurate? 1% 5% 11% 43% 40%

5 How would you rate the overall call? 2% 5% 22% 38% 33%

Yes No

6 Was this the first time you have contacted us? 11% 89%

7 Do you use Jason’s Bank’s smartphone app? 8% 92%

8

Which other communications channels would you like to use

to access Customer Service?

i) email 41%

ii) Interactive voice 3%

iii) Web chat 31%

iv) SMS 28%

9 If you requested literature did it arrive as promised? 100% 0%

10 Would you recommend us to others? 92% 8%

Customer Service Survey Benchmarks 1 2 3 4 5

Very Dissatisfied Neutral Satisfied Very

Question Dissatisfied Satisfied

1 Were you happy with the way your call was answered? 4% 8% 15% 41% 32%

2 Were you happy with the speed your call was answered? 4% 15% 22% 33% 26%

3 Was our agent able to answer your query? 2% 6% 10% 42% 40%

4 Was the information they gave you accurate? 1% 5% 11% 42% 38%

5 How would you rate the overall call? 3% 7% 25% 34% 31%

Yes No

6 Was this the first time you have contacted us?

7 Do you use Jason’s Bank’s smartphone app? 18% 82%

8

Which other communications channels would you like to use

to access Customer Service?

i) email 36%

ii) Interactive voice 3%

iii) Web chat 21%

iv) SMS 37%

9 If you requested literature did it arrive as promised? 98% 0%

10 Would you recommend us to others? 84% 8%

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Every year Jason’s Bank conducts an Employee Engagement Survey (EES) through Viv

Richards Consulting (VRC) across all departments. EES Reports are prepared by VRC for

each department and for the bank as a whole, as is done for other banks that are clients of

VRC.

The first EES was conducted for the bank in April 2007 and the survey has been done

annually by VRC every April since then. The questions VRC have asked in their survey have

not changed since the first one 5 years ago.

The survey measures four key components of employee engagement:

 Whether employees are satisfied with JB as a place to work (satisfaction);

 Whether employees consider or actively seek a new job with another company (commitment);

 Whether employees would gladly refer a good friend or family member to JB for employment (advocacy); and

 Whether employees are proud to say they work for JB (pride).

The survey questions are filled in according for a scale of 1-5, as follows:

1. No, not at all 2. Not really 3. A little 4. Yes, somewhat 5. Yes, definitely

Jason’s Bank Staff Engagement Survey

1. Do you know what is expected of you at work?

2. Do you have the materials and equipment you need to do your work right?

3. At work, do you have the opportunity to do what you do best every day?

4. In the last seven days, have you received recognition or praise for doing good work?

5. Does your supervisor, or someone at work, seem to care about you as a person?

6. Is there someone at work who encourages your development?

7. At work, do your opinions seem to count?

8. Does the mission/purpose of your company make you feel your job is important?

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9. Are your associates (fellow employees) committed to doing quality work?

10. Do you have a best friend at work?

11. In the last six months, has someone at work talked to you about your progress?

12. In the last year, have you had opportunities at work to learn and grow?

The results for the past three years are:

April 2012 Staff Engagement Survey No, not Not A little Yes, Yes, at all really somewhat definately

1 Do you know what is expected of you at work? 2% 4% 8% 45% 41%

2 Do you have the materials and equipment you need to do your work right? 3% 8% 11% 41% 37%

3 At work, do you have the opportunity to do what you do best every day? 14% 26% 22% 21% 17%

4 In the last seven days, have you received recognition or praise for doing good work? 11% 16% 34% 30% 9%

5 Does your supervisor, or someone at work, seem to care about you as a person? 19% 28% 31% 14% 8%

6 Is there someone at work who encourages your development? 23% 22% 33% 18% 4%

7 At work, do your opinions seem to count? 23% 27% 29% 12% 9%

8 Does the mission/purpose of your company make you feel your job is important? 18% 24% 28% 19% 11%

9 Are your associates (fellow employees) committed to doing quality work? 12% 16% 19% 29% 24%

10 Do you have a best friend at work? 4% 18% 28% 24% 26%

11 In the last six months, has someone at work talked to you about your progress? 4% 13% 42% 34% 7%

12 In the last year, have you had opportunities at work to learn and grow? 16% 27% 36% 17% 4%

April 2011 Staff Engagement Survey No, not Not A little Yes, Yes, at all really somewhat definately

1 Do you know what is expected of you at work? 2% 3% 9% 46% 40%

2 Do you have the materials and equipment you need to do your work right? 2% 6% 11% 40% 41%

3 At work, do you have the opportunity to do what you do best every day? 8% 18% 24% 29% 21%

4 In the last seven days, have you received recognition or praise for doing good work? 3% 9% 21% 37% 30%

5 Does your supervisor, or someone at work, seem to care about you as a person? 14% 22% 20% 25% 19%

6 Is there someone at work who encourages your development? 19% 18% 30% 25% 8%

7 At work, do your opinions seem to count? 15% 21% 27% 20% 17%

8 Does the mission/purpose of your company make you feel your job is important? 16% 19% 25% 22% 18%

9 Are your associates (fellow employees) committed to doing quality work? 6% 11% 21% 33% 29%

10 Do you have a best friend at work? 2% 11% 25% 28% 34%

11 In the last six months, has someone at work talked to you about your progress? 1% 8% 23% 31% 37%

12 In the last year, have you had opportunities at work to learn and grow? 8% 12% 21% 28% 31%

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These can be compared with the Australian banking benchmarks, as supplied by VRC.

Key Performance Indicators

The Customer Service Department Call Centre uses a number of key performance indicators

as part of its Balanced Scorecard reporting ad performance assessment process.

The KPIs for the past 8 quarters (2 years), grouped into their Balanced Scorecard categories,

are listed below:

April 2010 Staff Engagement Survey No, not Not A little Yes, Yes, at all really somewhat definately

1 Do you know what is expected of you at work? 2% 2% 8% 46% 42%

2 Do you have the materials and equipment you need to do your work right? 2% 5% 9% 42% 42%

3 At work, do you have the opportunity to do what you do best every day? 7% 17% 22% 31% 23%

4 In the last seven days, have you received recognition or praise for doing good work? 1% 6% 17% 35% 41%

5 Does your supervisor, or someone at work, seem to care about you as a person? 7% 13% 21% 31% 28%

6 Is there someone at work who encourages your development? 10% 11% 25% 26% 28%

7 At work, do your opinions seem to count? 14% 17% 21% 22% 26%

8 Does the mission/purpose of your company make you feel your job is important? 16% 18% 22% 24% 20%

9 Are your associates (fellow employees) committed to doing quality work? 5% 8% 22% 34% 31%

10 Do you have a best friend at work? 2% 9% 10% 37% 42%

11 In the last six months, has someone at work talked to you about your progress? 1% 6% 13% 34% 46%

12 In the last year, have you had opportunities at work to learn and grow? 3% 4% 8% 34% 51%

Staff Engagement Survey Benchmarks No, not Not A little Yes, Yes, at all really somewhat definately

1 Do you know what is expected of you at work? 2% 4% 11% 44% 39%

2 Do you have the materials and equipment you need to do your work right? 2% 8% 15% 38% 37%

3 At work, do you have the opportunity to do what you do best every day? 7% 24% 21% 30% 18%

4 In the last seven days, have you received recognition or praise for doing good work? 1% 7% 24% 33% 35%

5 Does your supervisor, or someone at work, seem to care about you as a person? 10% 18% 20% 28% 24%

6 Is there someone at work who encourages your development? 7% 10% 22% 28% 27%

7 At work, do your opinions seem to count? 18% 18% 19% 21% 24%

8 Does the mission/purpose of your company make you feel your job is important? 20% 24% 23% 18% 15%

9 Are your associates (fellow employees) committed to doing quality work? 9% 14% 19% 30% 28%

10 Do you have a best friend at work? 5% 17% 18% 26% 34%

11 In the last six months, has someone at work talked to you about your progress? 5% 9% 16% 31% 39%

12 In the last year, have you had opportunities at work to learn and grow? 8% 11% 20% 27% 34%

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Benchmarks for the various KPIs have been provided by the following sources:

 Gary’s Banking Intelligence

 Fema Contact Metrics

 Viv Richards Consulting

 Clive Lloyd Consulting

Key Performance Indicators: Jason's Bank Customer Service Call Centre Customer Satisfaction Q3 2010 Q4 2010 Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012

1 Percentage of Calls Abandoned 6% 5% 5% 6% 7% 9% 11% 13%

2 Average Speed to Answer (seconds) 27 31 28 27 34 41 46 52

3 First-Contact Resolution rate 72% 71% 72% 68% 64% 61% 59% 56%

4 Customer Satisfaction Scores (1-5) 4.2 4.3 4.1 4.0 3.8 3.7 3.5 3.3

Operational Efficiency

5 Agent Occupancy 81% 80% 81% 84% 90% 92% 94% 97%

6 Average Handling Time (seconds) 48 47 49 51 44 41 39 41

7 Call Transfer Rate 9% 7% 8% 11% 13% 14% 16% 17%

8 Cost Per Call 2.71$ 2.68$ 2.74$ 2.71$ 2.89$ 2.94$ 3.06$ 3.18$

Business Value

9 Customer Retention 96% 94% 95% 96% 93% 92% 90% 89%

10 Referrals to sales dept (avg per day per agent) 8 9 7 8 6 5 6 5

11 Conversion rate of referrals to sales dept. 64% 68% 67% 68% 71% 66% 69% 70%

People Management

12 Attrition Rate (annualised) 14% 16% 13% 18% 21% 24% 26% 31%

13 Unapproved Absenteeism (annualised days per agent) 6 7 6 8 8 9 12 13

14 Staff engagement rate 77% 76% 77% 75% 71% 70% 68% 65%