BAXI heateam, the service division of BDR, sees service excellence as a differentiator in a very competitive market place. Its strategy is to drive performance through the use of technology and uses a mobile workforce management solution to achieve excellent levels of customer service, as benchmarked against competitors and service providers in other industries. The use of technology has been responsible for BAXI heateam’s 98% first time fix rate and 92% ‘good’ or ‘excellent’ customer service rating, but technology is only one piece of the puzzle.
For BAXI heateam, the key to the successful implementation of a mobility solution was to ensure buy-in from those who would be using it, the engineers in the workforce. It realised very early on in the process that it needed to engage with the engineers and get them bought into the technology and the change.
How did BAXI heateam do this? Steve Randall, Service Operations Manager at heateam explains
“In order to ensure successful adoption of the new workforce management solution we identified two engineers who would be part of the whole implementation process and would be included at the specification, development, testing and delivery stages.
We empowered them to engage with their colleagues and work teams to gather feedback and understand what our engineers wanted on a broader scale. We then invited the two engineers to the specification process, so they could understand how we would design the solution and give them the ability to input into how the workflow would be put together, describing the processes that were followed while on-site and in what order. As a result we were able to design the workflow to mirror the process engineers performed in the field. They were also part of the UAT stage which enabled them to check that the system performed as expected and to see the benefits it would deliver.
A key part of the engagement process was for the two engineers to understand the benefits that the new solution would deliver, in terms of time and labour savings. Our hope that the benefits would then be communicated to their colleagues was realised, and before we had begun to deploy the solution there was already a build-up of excitement and anticipation.
Investment in training was also a key element in the roll-out of the solution and adoption by the engineers. We developed a comprehensive training session which covered the following points:
- The rationale for change
- How the change and the implementation would affect the engineers
- Why the changes would be positive
- Education on how to use the technology and using it correctly to achieve the benefits
- A step-by-step run through of each workflow, covering off which information needed to be gathered, on which screen at which time and the importance of doing so
- Benefits to customer service and the resulting impact on the engineer
- Sound bites and feedback from the two engineers who were involved in the testing stage
It is important to have open and honest dialogue as we did during the training days and thereafter at regular follow up sessions. Our processes and job time allowances are regularly reviewed in line with what our engineers’ data tells us and we communicate, in that same open and honest manner, each time we make a change. As a result, our workforce has become advocates of our technology.”
Read the full BAXI heateam case study here.