Improving Service Delivery Through Provider Training: A Process Evaluation of the Veterans Affairs Palo Alto Health Care System “Commitment to SERVE” Workshop

As the customer-focused management strategies gradually advances into all of the VISNs [Veterans Integrated Service Networks], the Veterans Health Administration in Palo Alto, California implemented a customer service training program for employees to meet the diverse and complex needs of its customers. This research will analyze whether participants in this training, known as Commitment to SERVE, believe that it is achieving its goal. In other words, does the Veterans Affairs Palo Alto Health Care System (VAPAHCS) staff perceive the Commitment to SERVE workshop as a beneficial customer service training program

Competency Implications of Changing Human Resource Roles

[Excerpt] The present study examines which competencies will be necessary to perform key human resource roles over the next decade at Eastman Kodak Company. This project was a critical component of an ongoing quality process to improve organizational capability. The results establish a platform that will enable Kodak to better assess, plan, develop, and measure the capability of human resource staff

The Role of the Narrative in Values-Led Business

Many leaders of values-based organizations already possess the requisite passion for the core values of their respective organizations. The ability to have their organizations perform in a manner consistent with these values is critical to gain the authenticity necessary for their audiences in order to discern the value of what that particular organization offers. The inability to articulate this to all stakeholders — including the marketplace, investors, employees, and competitors — may increase the hazard of mortality for the organization. One characteristic that human beings do not share with any other creature on earth is the ability to relate complex narratives. Narratives in leadership are synonymous with storytelling in organizations. Narratives have a much broader connotation. Narratives are an ancient art form and have the ability to create a connection between the narrator and the audience. If related well, it can create a sense of community, hone a common focus, and provide a stimulus for change. Most organizations need to address a common problem of implementing leadership tools resulting in the best outcomes for decisions. Poor leadership will inevitably increase the likelihood of organizational failure. They need to implement mechanisms that will increase positive outcomes. This paper reviews examples of leadership under impossible odds. It will reveal the necessary foundational material to provide a solid background. Next, it will address the common elements of an effective narrative as well as the importance that authenticity plays in its reception. Lastly, the elements of narrative leadership and the power it can give to those leaders who learn how to use narratives effectively will be addressed. Examples will demonstrate how effective narratives used by leaders of values-based organizations can eliminate obstacles and help their organizations perform audaciously

Rethinking utility analysis: a strategic focus

Utility analysis is a technique which allows for the estimation of the financial impact of human resource (HR) interventions. While utility analysis methods have been available for decades, their application is still not widespread. Some argue that this is because managers do not understand the techniques and suggest that allowing managers to participate in the analysis would increase understanding and, as a results, use and acceptance of utility analysis. The current work posits that translating the value of HR interventions into financial terms may not be necessary. It may be more useful to determine the direct impact of HR programs on employee behaviors and attitudes. The impact of these changes on the bottom line may then be determined. Building upon the recently proposed multi-attribute utility analysis and the strategic perspective offered by the Balanced Scorecard, this paper presents a strategic utility analysis method. Strategic utility analysis requires that multiple outcomes, not only financial, be considered in order to determine the utility of a given HR intervention. It further stipulates that these outcomes should come directly from the company's business strategy. The strategy should imply certain organizational capabilities and strategic utility analysis should measure the contribution of HR interventions towards building these specific capabilities

Designing a smooth service experience: Finding the balance between online and offline service

Tutkimuksen tavoitteena on selvittää, kuinka digitaalisen ja analogisen palvelun voi paremmin yhdistää kokonaispalveluksi niin, että asiakas saa mahdollisimman sujuvan palvelukokemuksen. Tutkimuksen aihe nousee Tunteesta arvoa palvelulle –hankkeesta, jossa toteutettiin palvelumuotoilun kehitysprojekteja yhdessä viiden yrityksen kanssa. Niistä useammassa konseptien osana oli digitaalinen palvelu, mutta haasteeksi nousi digitaalisen kanavan yhdistäminen analogiseen, eli fyysisessä tilassa tapahtuvaan palveluun. Nykypäivänä digitaalisten palveluiden yleisyys on kasvanut ja ihmiset ovat yhä tottuneempia käyttämään digitaalisia kanavia osana palvelukokonaisuutta. Toisaalta käyttäjät ovat myös tietoisia digitaalisten kanavien tarjoamista mahdollisuuksista ja siten heidän odotuksensa ja vaatimuksensa palvelua kohtaan kasvavat. Eri palvelukanavien välillä on kuitenkin havaittavissa eroavaisuuksia ja siten yhtenäisen ja sujuvan palvelukokemuksen syntyminen asiakkaalle on vaikeaa. Asiakkaan tarpeiden ja odotusten sekä yrityksen tavoitteiden huomioiden palvelupolun luomisessa mahdollistavat palvelun sujuvan etenemisen palvelukanavien välillä. Tässä on laadullisessa tutkimuksessa tutkimusaineisto on kerätty puolistrukturoituina teemahaastatteluina. Tutkimusaineisto on analysoitu teemoittelemalla ja tutkimuksen löydökset vastaavat kysymyksiin, miten sujuva palvelukokemus muotoillaan palvelumuotoilun menetelmin, ja miten digitaalisia ja analogisia palvelukanavia tasapainotetaan palvelupolussa. Tutkimuksen tuloksen muodostaa seitsemästä osasta koostuva työkalu, jonka tarkoituksena on toimia palvelun muotoilun ja kehittämisen tukena.While working as a research assistant in Value through Emotion research project at University of Lapland and doing service design projects with several companies, I noticed that there is a challenge in designing a service that combines online and offline service channels. Nowadays the trend is to have an online service, such as service application, as a part of the overall service path, but there is often a gap between the online and offline elements of the service in regards of the communication and the quality of service delivery. The customers are more and more used to digital service channels and they are aware of the possibilities that online channels can provide. Therefore the customers have high expectations about the service delivery. Designing a service that keeps the continuity throughout the service despite the form of delivery channel would be a solution for providing the customer a smooth service experience. In this research I study how a smooth service experience can be built using service design methods. I also study how the balance between online and offline service channels can be found in the overall service path. The research data of partly structured theme interviews are analysed by qualitative research methods. As a result for this case study I present a toolkit with seven templates that can be used as a guideline and support in the service design process when combining online and offline service elements as a smooth service experience

Total Quality Management in the African business community of Burkina Faso: a change in perspective on knowledge development

During the 1990s Total Quality Management (TQM) became diffused to Burkina Faso. The overarching logic of privatization due to Structural Adjustment Programs prepared the ground for far-reaching changes in management practices. TQM became exhorted as a new way of manufacturing. This new management concept was presented as a crucial part of new corporate success and put strong emphasis on empowerment of employers, customer service and charismatic leadership. Interviews with top and middle management in a range of Burkinabé companies showed a willingness for mimetic learning but it turned out that translating the concept into specific new practices by way of new routines remained a complex matter. Although this management concept sometimes became part of the dispositional practice of managers ? a new habitus ? company practices could be better characterized as improvisation on quality improvement.

How to Build a Successful Balanced Scorecard

The Balanced Scorecard concept has been adopted by all types of organizations (manufacturing and service, for-profit and not-for-profit, private and public) in virtually every developed and developing nation in the world and it has evolved from its initial purpose of an improved performance measurement system to become the basis of a new management system, one that aligns and focuses the entire organization on implementing and improving its strategy. Niven’s opinion is that Balanced Scorecard means three things: measurement system, strategic management system, and communication tool. The paper talks about the Balanced Scorecard philosophy and the issues that need to be solved for a successful BSC implementation an provides recommendations for the formulation and implementation of the Balanced Scorecard.balanced scorecard implementation challenge, management tools

Maximising the impact of careers services on career management skills: a review of the literature

The review identified an international body of work on the development and implementation of competency frameworks in reaction to CMS, including the ‘Blueprint’ frameworks, which are a series of inter-related national approaches to career management skills (originating in the USA and taken up subsequently, and with different emphases, by Canada, Australia, England and Scotland). There is, as yet, little empirical evidence to support the overall efficacy of CMS frameworks, but they have the advantage of setting out what needs to be learned (usually as a clear and identifiable list of skills, attributes and attitudes) and, often, how this learning is intended to happen. The international literature emphasised the iterative nature and mixture of formal and informal learning and life experiences that people needed to develop CMS. It suggested that, though there was no single intervention or group of interventions that appeared most effective in increasing CMS, there were five underpinning components of career guidance interventions that substantially increased effectiveness, particularly when combined. These included the use of narrative/writing approaches; the importance of providing a ‘safe’ environment; the quality of the adviser-client relationship; the need for flexibility in approach; the provision of specialist information and support; and clarity on the purpose and aims of action planning. The review also identified a possible emergent hierarchy around the efficacy of different modes of delivery of career guidance interventions on CMS development. Interventions involving practitioner contact and structured groups appeared more effective than self-directed interventions or unstructured groups. Computer-based interventions were found to work better when practitioner input was provided during the intervention or when they were followed up by a structured workshop session to discuss and review the results.Skills Funding Agenc

Maximising the impact of careers services on career management skills: a review of the literature

The review identified an international body of work on the development and implementation of competency frameworks in reaction to CMS, including the ‘Blueprint’ frameworks, which are a series of inter-related national approaches to career management skills (originating in the USA and taken up subsequently, and with different emphases, by Canada, Australia, England and Scotland). There is, as yet, little empirical evidence to support the overall efficacy of CMS frameworks, but they have the advantage of setting out what needs to be learned (usually as a clear and identifiable list of skills, attributes and attitudes) and, often, how this learning is intended to happen. The international literature emphasised the iterative nature and mixture of formal and informal learning and life experiences that people needed to develop CMS. It suggested that, though there was no single intervention or group of interventions that appeared most effective in increasing CMS, there were five underpinning components of career guidance interventions that substantially increased effectiveness, particularly when combined. These included the use of narrative/writing approaches; the importance of providing a ‘safe’ environment; the quality of the adviser-client relationship; the need for flexibility in approach; the provision of specialist information and support; and clarity on the purpose and aims of action planning. The review also identified a possible emergent hierarchy around the efficacy of different modes of delivery of career guidance interventions on CMS development. Interventions involving practitioner contact and structured groups appeared more effective than self-directed interventions or unstructured groups. Computer-based interventions were found to work better when practitioner input was provided during the intervention or when they were followed up by a structured workshop session to discuss and review the results.Skills Funding Agenc