ARCHIVED - Literature Review on Service Standards

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4.0 Issues related to development and implementation of Service Standards

When implementing service standards, each organization faces challenges specific to its business line. However, there are some common factors that can be considered to help overcome these issues. One of the main elements of Service Improvement Initiative is the consult and survey phase. When examining the OPS Common Service Standards, Carr-Gordon and Erin Research noted that, whether information is gathered before or after implementing service standards, employees may feel as though they are being tested^[38]. It is important to instill in those participating that the goal is not to use the information to punish, but rather to improve client satisfaction, improve working environments, and increase efficiency.

In The Service Edge^[39], Dr. Karen Brethower, an industrial psychologist, talks about the pitfalls of using Customer Satisfaction data to communicate improvement ideas to employees. There are six areas that must be explored before data can be used to help initiate change:

• Do not use data as a basis to punish, embarrass or scold employees.
• Insure that information is presented with the employee in mind. Show how change can benefit the employee.
• Make sure the information is not outdated. Take into account changes in the working environment since the time the data was collected.
• Insure that the criticisms given are about things that can be changed.
• Insure that information is pertinent to the employee's job.
• The information should be easy for the employees to collect or it will be overlooked.

It is considerations such as these that will help to achieve manager and employee buy in, not only in the initiation phase but also throughout the service standard implementation process.

Once the standards have been initiated, employee buy-in must be maintained. When the OPS implemented its Common Service Standards it found, through a survey, that employees did not necessarily link Common Service Standards and a responsive government. Carr-Gordon^[40] suggests that there are some important points to highlight for employees in order to avoid this misconception:

• Service standards are citizen-driven criteria whose foundation rests on extensive research with the public.
• Service standards are minimum service level for everyday situations.
• Each department will expand on the basic service standards as is relevant to their particular situation.
• Service standards are integral to improving public service and should be linked to business results and performance contracts.

Another important factor to consider is the time frames of implementation. With the initiation of the OPS initiative, positive results were seen in the pilot groups within the first year of implementation. The Carr-Gordon^[41] report on the pilot project warns that, though improvement had been seen in the first year of the initiative, it would take another five years to integrate the program throughout an organization the size of the OPS.

The report identified some important features of the most successful programs. Each program combined client and employee assessments. Employee assessment helped to determine where programs were needed for training, leadership development, and process improvement. Client assessments help to determine where citizen focus was centered. Some key aspects of this study were the need for:

• Visible senior executive leadership and commitment over time
• Consistent communication of best practices and what makes them so.
• Reward, recognition, and positive reinforcement for those who achieve results.
• Integration of quality service plans with business plans, resource allocation, performance measures, and results.
• Standards and measures that assess quality and allow for comparisons.
• Central support in the form of training, tools, and information sharing.
• Reporting results and accountability for achievement.

The Auditor General of Canada's 2000 report^[42] comments on in the implementation of service standards notes the time it has taken to integrate the client service initiative. The report points out that the proper framework has been put in place with such works as the Citizens First 1998 and 2000 reports, the TBS How-to Guide, and web resources. However, the information is not being disseminated quickly enough through the departments. Although many departments have made efforts in some areas, there is a need for a wider acceptance of the overall principles. Departments must begin implementing client service standards on a larger scale. Employee and manager buy-in must be encouraged to a greater degree. The importance of implementing service standard mechanism must become part of the day-to-day function of the public service. Training and monitoring mechanisms must be put in place constantly reminding management and employees of the importance of a client centred public service.

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