1. How to handle customer feedback on social media

    September 30, 2016 by ahmed

     

    Originally posted on The Meeting Room by Ashlee Keown

    If someone posts a complaint on your business’s Facebook page or Twitter feed, how best to respond? Would you a) delete or ignore it b) discuss a possible resolution via comments on their post or c) thank them and make contact privately?

    Here’s how to turn feedback – good or bad – into an opportunity, by Ashlee Keown, Warehouse Stationery’s Digital and Direct Communications Manager and contributor to the company’s business advice site The Meeting Room.

    Complaints, questions or compliments posted on your business’s social media pages offer a chance to make a positive impact on what current and prospective customers think of your business. Quickly resolving a complaint, for example, can build credibility and goodwill amongst your followers.

    1. Plan ahead
    Assign one person to manage social media feedback. Ideally, they will have customer service experience.
    Prepare a plan. This could be a simple decision tree that covers:

    • types of comment
    • how to respond to each type, eg “Thanks so much for your compliment”
    • how quickly to respond to each type, eg within 30 minutes for a complaint
    • when to involve someone more senior or with detailed product knowledge, eg a question that can’t be answered readily
    • how to proceed in certain situations, eg notify X of a complaint about Y and find a solution together.

    To help develop this plan, think about how your business handles customer complaints on email, by phone or in person. Remember, social media is a public forum and conversations remain visible, so extra-special care is required when responding.

    2. Keep across it
    To be able to respond quickly, monitor your social media pages constantly. This doesn’t mean someone watching them 24/7. Your social media person should check work accounts as often as possible, and set up alerts to be notified immediately when someone posts a comment.

    Social media platforms offer this alert function, but only for activity on that platform. Tools such as Hootsuite enable monitoring across different platforms.

    3. Review carefully
    Each comment should be read thoroughly. Some may be inappropriate and should be deleted, eg abusive or racist, or a product promotion. Set out the types of comments that will get deleted in the ‘profile’ or ‘about’ sections of your page.

    Tip: Don’t delete negative comments out of hand. A business page with absolutely no complaints can raise suspicions. A page where customer complaints have clearly been resolved can build trust.

    4. Respond quickly
    Generally, the faster a business responds to comments the better. So if someone puts up a compliment, sincerely thank them for it as soon as you can.

    Similarly, if they make a genuine complaint, respond quickly with thanks, an apology and a promise to make things right. Be open, polite and professional, not cold or defensive. Their complaint is a sign they value your product or service.

    It’s important then to move the conversation onto a private channel – eg Facebook Messenger, email or phone – so you can get to grips with the problem without discussing every detail in public. Then do all you can to solve the problem.

    Once the issue is resolved, go back to the original comment and ask the person publicly if they are satisfied. This shows your customer and others that you made good on your promise, and that you value them.

    5. Learn and improve
    Feedback on social media offers valuable information about your business. It’s also a chance to test and enhance the way you handle complaints and queries.

    Tip: Whether positive or negative, use feedback to improve your customer service and your business as a whole.


  2. Baldrige Cyber – A new era in the Baldrige program begins!

    September 28, 2016 by ahmed

    baldrige cyber

    Originally posted on Blogrige by Robert Fangmeyer

    “Our goal is to empower [organizations] of every size and every sector with the right tools to secure themselves in a [cyber] threat landscape that is ever-evolving. Static, checklist-style compliance just won’t do. In business and in government, we all must move towards dynamic, accountable approaches to cyber risk management.”

    With those words, Deputy Secretary of Commerce Bruce Andrews announced the release of the Baldrige Cybersecurity Excellence Builder, a new self-assessment tool that integrates organizational assessment approaches from the Baldrige Performance Excellence Program with the concepts and principles of the Cybersecurity Framework developed by NIST’s Applied Cybersecurity Division. The purpose of the tool is to help organizations better understand the effectiveness of their cybersecurity risk management efforts and to identify improvement opportunities in the context of their overall organizational performance.

    For nearly 30 years, the Baldrige Program has been helping to ensure the long-term success and sustainability of businesses and other organizations in the United States by providing a globally recognized and emulated standard of organization-wide excellence (the Baldrige Excellence Framework), organizational assessments and tools, and the sharing of best practices of role-model organizations recognized through the Malcolm Baldrige National Quality Award.

    The Baldrige Program initially helped to address the quality crisis of the eighties. As the drivers of competitiveness and long-term success evolved, so too did the Baldrige framework. Today we offer organizations of all kinds a nonprescriptive leadership and management guide that facilitates a systems approach to achieving organization-wide excellence. In recent years, Baldrige has been a powerful agent of change and improvement in all sectors, most notably health care, and now we have the opportunity to help address another national crisis, cybersecurity.

    It has been said that every organization falls into one of two categories: those that have suffered a cyber-attack and know it, and those that have been attacked and don’t know it. While that may be a slight exaggeration, considering there were an estimated 300 million cyber-attacks in 2015—only 90 million of which were detected—and an annual growth rate of approximately 40% in such attacks, it is pretty safe to assume that if you haven’t been attacked, you probably will be soon. As the drumbeat of daily news stories reminds us, protecting data, information, and systems has become a more urgent necessity for just about every organization.

    The Cybersecurity Framework provides organization and structure to today’s multiple approaches to managing cybersecurity risk by assembling standards, guidelines, and practices that are working effectively in many organizations. With the Baldrige approach as applied to cybersecurity, an organization manages all areas affected by cybersecurity as a unified whole. In addition, the Baldrige Cybersecurity Excellence Builder, developed in partnership with the Applied Cybersecurity Division and cross-sector industry representatives, enables an assessment of the maturity of an organization’s approaches to cybersecurity and the results achieved. The assessment rubric guides users to determine the maturity level of their cybersecurity programs, processes, and systems—classified as “reactive,” “early,” “mature,” or “role model.” The completed evaluation should lead to action plans to improve cybersecurity practices and management.

    Like the Cybersecurity Framework and the Baldrige Excellence Framework, the Baldrige Cybersecurity Excellence Builder is not a one-size-fits-all approach to managing cybersecurity risk. It is adaptable to your organization’s needs, goals, capabilities, constraints, and environment.

    Also, like both the Cybersecurity Framework and the Baldrige Excellence Framework, the Baldrige Cybersecurity Excellence Builder will rely heavily on public input. We invite interested users to visit our program’s website, download a copy of the draft Baldrige Cybersecurity Excellence Builder, and let us know what you think (there are instructions on how to provide feedback on the website and on the cover of the tool). Your input will be considered when it is updated and released as version 1 in Spring 2017.

    Depending on industry interest and support, the next steps will be to add voluntary assessments, voluntary recognition, and/or voluntary best-practice sharing to help spread the use of the Cybersecurity Framework, the self-assessment tool, and of course, improve organizational and national cybersecurity preparedness.

    Baldrige has become a catalyst for transforming organizations, and if the goals of this self-assessment tool are met, it will serve as a valuable instrument in helping organizations to better understand the robustness and effectiveness of their cybersecurity programs and practices. It also will help them in assessing how effectively those efforts align with and support larger organizational requirements, goals, objectives, and strategy.

    We are excited to have the opportunity to be a part of a comprehensive initiative to help strengthen the nation’s cybersecurity infrastructure. Please join us by trying out the assessment yourself.


  3. Companies with highly engaged workforce are 21% more profitable

    September 26, 2016 by ahmed

     

    Originally posted on Customer Plus newsletter

    The Relationship Between Engagement at Work and Organisational Studies, a report published by Gallup in April 2016 is a sophisticated analysis of 339 research studies across 230 organisations in 49 industries with employees in 73 countries. It covers 82,248 business units and 1,882,131 employees.

    The results show that employee engagement is related positively to profitability and eight other measures of business performance, regardless of business size, sector and nationality. Business units in the top half of employee engagement double their chances of success and those at the 99th percentile have four times the success rate of those at the first percentile.

    The message is simple. People really are the key to business success.

    And the so-called ‘Gallup 12’ offers a simple set of measures for managers to rate staff engagement.

    Difficult as it may be to hear what your staff think about you, your fellow leaders and your workplace really need to know. And more importantly, you need to act on your knowledge.

    Such a simple message deserves a simple question. Do you check and react to the temperature of your workforce on a regular basis?


  4. South African Quality Institutes latest news

    September 23, 2016 by ahmed

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    SAQI201609

    • Construction Quality – Success Factors, by Jaco Roets
    • Documented information and knowledage management, by Paul Harding
    • Suitability, adequacy and effectiveness of QMS, by David Hoyle
    • Quality and safety: A different language, by Bill Coetzee
    • Competition law: Bad economic times can be good business for others, by Terrance Mark Booysen
    • Quality in schools: Is failure a golden opportunity?, by Richard Hayward

    Click here to download this newsletter.

     

     

     

     

     

     

     


  5. Bringing a systems approach to U.S. population health

    September 20, 2016 by ahmed

     

    Originally posted on BlogrigeB by Christine Schaefer

    Our proposed framework would improve how we monitor and manage health for the U.S. population. Essentially, it translates the Baldrige framework to address U.S. population health.”, Julie Kapp

    Every year a new cohort of Baldrige Executive Fellows gains intensive knowledge about leading organizations to excellence through cross-sector, peer-to-peer learning hosted at the sites of Baldrige Award recipients. Every Baldrige Fellow completes a capstone project as part of the executive leadership program.

    A paper on the capstone project of Julie M. Kapp, MPH, PhD, a 2014 Baldrige Fellow, is being published this month in Systems Research and Behavioral Science. Kapp is an associate professor in the Department of Health Management and Informatics at the University of Missouri School of Medicine in Columbia, MO.

    Following is an interview of Kapp about the publication of the Baldrige-based approach to U.S. population health.

    What inspired your capstone project?

    This publication A Conceptual Framework for a Systems-Thinking Approach to U.S. Population Health was inspired by the work I have done up to this point in my career within the health care sector, as well as within the education sector and with community-based organizations.

    In my past role as the executive director of the Partnership for Evaluation, Assessment, and Research at the University of Missouri in St. Louis, I met with dozens of community-based organizations that were putting their passions to work for the greater good of the St. Louis area. At that time, within the St. Louis area, 4,076 organizations were registered with the Internal Revenue Service as tax-deductible charitable organizations. Those organizations span sectors and multiple programmatic areas, such as education, public health, crime prevention, mental health, and community development. Many work with area school districts or to improve economic stability.

    Despite the vast number of organizations actively focused on such issues in and around struggling areas of St. Louis, much work needs to be done to strengthen their capacity, readiness, and use of strong evaluation planning and evidence-based decision making to ensure effective results for the betterment of the region.

    This challenge isn’t specific to St. Louis, and a movement around the country encourages a collective impact approach. This has been defined as the commitment of cross-sector organizations toward a common goal, with five conditions for success identified as (1) a common agenda; (2) a backbone support organization; (3) mutually reinforcing activities; (4) shared measurement systems; and (5) continuous communication (see J. Kania and M. Kramer, Stanford Social Innovation Review, 2011).

    The more deeply I became involved—and after I transitioned to my current role at the School of Medicine at the University of Missouri in Columbia—the more I came to believe that the five conditions listed above for collective impact are not enough. To improve the effectiveness of how community-focused organizations address health and other issues, we must change their funding requirements. To change their funding requirements on a broad scale requires change at the federal level. Therefore, what is required is a systems approach. This is a key way in which my proposed framework reflects the Baldrige Excellence Framework.

    What were the milestones of your project? Did you receive any key feedback from sharing your capstone progress with other Baldrige Fellows?

    The entire experience was exceptionally beneficial. The chemistry and collegiality among our cohort of Baldrige Fellows elevated the experience even further. I learned so much from each of them, and from the leadership—Bob Fangmeyer [Baldrige director], Harry Hertz [Baldrige director emeritus], Bob Barnett [Baldrige Fellows executive in residence], and Pat Hilton [Baldrige Fellows program manager].

    Dr. Steven Kravet, president of Johns Hopkins Community Physicians, co-authored the paper, contributing his physician’s perspective as well as his perspective as another Baldrige Fellow.

    What is your vision for how this capstone project is improving/has improved something significant at your organization? Could you please describe any results or impacts so far?

    Our proposed framework would improve how we monitor and manage health for the U.S. population. Essentially, it translates the Baldrige framework to address U.S. population health, with two overarching recommendations: (1) drive a strategic outcomes-oriented, rather than action-oriented, approach by creating an evidence-based, national reporting dashboard; and (2) improve the operational effectiveness of the workforce.

    The current infrastructure is fragmented and misaligned. A 2013 National Research Council and Institute of Medicine report identifies how the United States has for decades lagged behind our high-income peer countries on a number of health indicators, including life expectancy. To reduce this U.S. health disadvantage through system-level change, we must begin to align and integrate and be able to visually display health and health care organizations’ shared metrics; allocated dollars on shared metrics; programs and activities on shared metrics; progress reports on shared metrics; and evidence-based and effective practices on shared metrics.

    With the publication of this framework, I hope to distribute it to as many key stakeholders that impact U.S. health as possible, including researchers, leaders of federal agencies, national organizations, and legislators. It is relevant to the secretary of the U.S. Department of Health and Human Services; Agency for Healthcare Research & Quality; Centers for Disease Control and Prevention; National Research Council; U.S. Surgeon General; AcademyHealth; National Academies of Sciences, Engineering, and Medicine; Centers for Medicare and Medicaid Services Innovation Center; state government organizations; and nonprofit organizations and foundations, among others. Next steps include beginning to operationalize the framework at the local, state, and federal levels.

    We can’t afford not to consider an aligned and integrated systems-thinking perspective for improving U.S. population health.

    What were your key learnings from the Baldrige Fellows program?

    Baldrige opened my eyes to alignment and integration, a systems approach, and feedback loops. Those concepts were apparent during our group’s visit to Advocate Good Samaritan Hospital in Downers Grove, Illinois [a 2010 Baldrige Award recipient]. It was so helpful to see what excellence looks like in operation. Good Samaritan Hospital also really brought home the message for me that having the right leadership is everything.

    The ideas that are part of the Baldrige framework are really helpful. But the real learning and growing comes when you have to do the hard work of answering the questions in addressing your particular challenge.

    Could you please share a few insights you gained from delving into the Baldrige framework during the Baldrige Fellows sessions that you can use for the benefit of your own organization?

    Yes. First, make sure you have a clear vision and can communicate it. The “why” is our reason for being. It motivates us each day.

    Second, the difference between success and failure is in the “how.”

    Third, being transparent in sharing data and action plans and progress on metrics goes a long way to build trust in an organization’s leadership and confidence in a process.

    Finally, stay the course. Don’t lose faith.

    Could you please describe the value/benefits you see of the Baldrige framework to your sector?

    Health care organizations are familiar with the Baldrige framework [which includes the Health Care Criteria for Performance Excellence], but it is not used widely enough. And as of now, the discipline and implementation of approaches to U.S. population health are not reflecting the Baldrige framework. I hope our paper provides those involved with U.S. population health a framework to use to move forward.

    With the 2010 Patient Protection and Affordable Care Act initiatives, the country is moving in the direction of integrating these two sectors, which is extremely challenging to do without an overarching framework. I have not yet seen anyone else [but the Baldrige Program] provide such an applied, operational framework that essentially addresses the how, the process.