echelon
unleashing potential

Case study: Managing change on Belfast’s bus services

You Are the Difference – Belfast Bus Drivers gain a new perspective and added self- respect

Belfast’s transformation into a modern city at the epicentre of Northern Ireland’s tourism drive was the spur to change the way the city's bus drivers delivered customer service to their passengers. The challenge was to shift the perceptions of passengers and drivers from a public transport mindset, in which service was perceived as a low priority - to a situation in which passengers were seen as loyal customers and active fans of the service.

It was an imperative of the programme that customer satisfaction levels should improve dramatically and that passenger numbers should increase and be sustained.

Active 'realtime' observational research on the buses using the Belfast actors who would be an integral part of the programme resulted in the identification of the 'Service DNA' of the proposition.

Based on this observation and customer feedback, Echelon created a 'reality training programme' using the same actors to role play situations - these illustrated the critical 'Service DNA' elements that would drive up customer advocacy.

Through their own observation of the scenarios and feedback to the actors the drivers constructed the new reality and the new service standards.

Drivers considered their appropriate responses with the help of a behavioural skill framework based on a bespoke traffic lights metaphor. The collated responses became owned by the drivers as the new service standards of the organisation.

The enthusiasm and outcomes were maintained via a cohort of Service Champions tasked to spot and commend driver performance based on the 'new reality'.

Echelon’s approach

Echelon’s methodology is simple ‘if you want to satisfy customers, begin by asking them what they want’. Initially a week was spent taking over 100 bus trips and talking in a structured question technique based on the ‘3 whys’ format to over 300 passengers. First reactions were as expected – timeliness, cleanliness, friendliness and smoothness of travel were a given. Deeper consideration offered a more complex picture. Belfast people had over the decades of the troubles developed acute observation skills. They put these skills to good use on bus trips to observe the service as provided in its entirety – from the time passengers arrive at the bus stop to the way they themselves and others – especially young mothers with babies and the elderly – are treated by the driver during the journey, and importantly the last impression passengers receive as they alight. The result is that drivers are viewed not only in their technical capacity but also as performers showcasing the service brand. The paying public are their audience and the buses their stage.

Whilst improved customer service has a positive effect on feedback from regular users and the uplift in regular users numbers, for Belfast’s attraction as a tourist centre improved service is an important feature. Drivers remain front line troops - but in the drive to expand Northern Ireland’s tourism as well as the secure and comfortable transportation of the people of Belfast.

These research results were shared through focus groups with management, with driver and inspector representatives, and with their unions. The message from the research was clear – drivers need to consider their passengers as an audience and view their role as more than just single interactions with individuals. In recasting their role drivers recognised they can earn enduring ‘respect’ – and have more fun in their jobs.

The resulting customer care and change programme was based on drivers understanding and practising the essential skills to deliver service effectively, with the motivation to earn respect and with the support to ensure changes could be sustained. The programme was branded ‘You Are the Difference’ and the training based around transactional analysis, using as a convenient reminder of behavioural choices in the form of a logo of a set of traffic signals. Red, the behaviours used when you stopped and thought about an appropriate response. Amber, those ‘trained’ behaviours and Green, instinctive reactions to a circumstances. Importantly drivers were given the responsibility of electing to choose which behaviour was appropriate to each situation. ‘Use your RAG, don’t lose your rag’ became the programme’s tagline.

Actors were used to roleplay the critical situations identified during research and Forum Theatre technques employed to engage the drivers in providing their feedback and effectively creating the new standards. This feedback was collated, edited and signed off by management as the new service standards for the organisation.

The programme is communicated internally through a ‘You Are the Difference’ newsletter published every two months and detailing noticeable changes to systems and procedures in support of the initiative with colourful examples of where passenger incidents have demonstrated these new standards in action. Customer service data is included to let drivers know how well they are doing.

A cadre of internal Service Champions made up of Inspectors and Driver/Mentors has been appointed to ‘catch drivers doing something right’. They have been trained in the skills of coaching and feedback so that they can support the programme and commend drivers as and when they are witness to You Are the Difference moments.

The training programme launched a ‘1000 ideas’ campaign to elicit improvement suggestions from those actually delivering the service. This initiative continues with rewards for all suggestions implemented. Reports on those implemented and their results are reported in the ‘You are The Difference’ newsletter.

PWC run six monthly reports on customer feedback on transport within Northern Ireland in general and Belfast specifically. The two reports to date have shown a significant increase in the level of service, a surge in customer compliments, up more that 54%, and a significant downturn in complaints, a reduction of more than 9%. Importantly passenger numbers have increased by 2% year on year – more than repaying the investment made by management in this initiative. More noticeably to the public at large there is a smile on the face of Belfast bus drivers!