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You’ve Been Shopped! Mystery Shopping for Better Service. The UCF Libraries Experience Marcus Kilman. Tools for better customer service:. Hiring the right people Training Department internal training UCF training Other OPAC/Database training Reference Interview training

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you ve been shopped mystery shopping for better service

You’ve Been Shopped! Mystery Shopping for Better Service

The UCF Libraries Experience

Marcus Kilman

tools for better customer service
Tools for better customer service:
  • Hiring the right people
  • Training
      • Department internal training
      • UCF training
      • Other
        • OPAC/Database training
        • Reference Interview training
        • Printer/Copier service training
  • Empowerment
tools for better customer service cont
Tools for better customer service (cont):
  • Judgment
  • Mutual Trust
  • Job Satisfaction
  • Feedback
      • Surveys
      • Suggestions/Comments Box (also online)
      • Open Door policy
      • Mystery Shopper
mystery shopping at ucf
Mystery Shopping at UCF
  • Available through UCF Human Resources’ Office of Organization Development & Training
  • Developed and facilitated by training consultant Marjorie Chusmir
  • Circulation Department has completed two Mystery Shopper surveys (May 2006 and October 2007)
planning the mystery shopper surveys
Planning the Mystery Shopper surveys
  • First survey preceded by the Myers-Briggs Type Indicator session
  • Met with facilitators to define various shopper interactions
  • Interactions were both in-person and telephone
  • Interactions were designed to be “problem patrons”
example shopper interactions
Example “shopper” interactions:
  • As a student, attempt to check out video or book without UCF ID
  • Call circulation desk with book title and ask staff to retrieve book and hold at desk
  • Try to check out a book using driver’s license only, claiming to be local resident who “pays taxes”
  • Ask at the circulation desk to reserve a study room
measures of success
Measures of success:
  • In person
    • Customer awareness
    • Customer Service
  • Over the phone
    • Greeting
    • Friendliness
    • Service
  • All interactions were anonymous
scale of measure
Scale of measure:
  • Strength = interaction was rated high overall
  • Needs improvement = some elements were rated high and others were not
  • Strong Development Need = most elements were rated low
first survey results
First survey results:
  • In-Person:
    • Customer Awareness = Strength
    • Customer Service = Needs Improvement
  • Over the Phone:
    • Greeting = Strength
    • Friendliness = Needs Improvement
    • Service = Needs Improvement
recommendations
Recommendations:
  • Staff form 3 groups to develop strategies to address:
    • Friendliness (be “warm and friendly” not just “polite and professional”)
    • Phone etiquette (formalize procedures for answering and transferring calls, referring when necessary, importance of attitude)
    • Service (attention to details, thoroughness)
second survey measures
Second survey measures:
  • Measures of success were:
    • In-person
      • Customer awareness
      • Customer service
      • Policy Adherence
    • Over the phone
      • Greeting
      • Friendliness
      • Service
      • Policy Adherence
scale of measure1
Scale of measure:
  • Strength = interaction was rated high overall
  • Opportunity for improvement = some elements were rated high and others were not
  • Strong Development Need = most elements were rated low
second survey results
Second survey results:
  • In-person
    • Customer awareness = Strength
    • Customer service = Opportunity
    • Policy Adherence = Strength
  • Over the phone
    • Greeting = Opportunity
    • Friendliness = Opportunity
    • Service = Strength
    • Policy Adherence = Strength
recommendations1
Recommendations:
  • Staff continue to work on “warm and friendly” versus “polite and professional”
conclusions
Conclusions:
  • Mystery Shopper surveys produced no “big surprises”
  • Mystery Shopper surveys are useful when used in conjunction with other feedback and survey tools
  • We will continue to use the Mystery Shopper surveys on an irregular basis
    • Ask for more “aggressive” shoppers
contact information
Contact information:

Marcus Kilman

[email protected]

(407) 823-2527

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