Thinking about your feedback loop; what information are you trying to get from whom, to whom, and to bring about what change?
From Call Back Center, customers were asked data on method of applying/ reporting for installation/ repair, time span between payment and service delivery, tipping for staff, additional charge for service, and customer’s satisfaction. From the survey on February 2014 for example, we learn that the case of technician receiving/ asking for tip is 4.16% on new electricity installation, 3.61% on power upgrade, and 2.79% on repair.
The feedback helps PLN to investigate and tackle bribery and improve service for customer toward better corporate governance and customers satisfaction.
Could you briefly describe the way you collect the feedback?
This feedback loop is part of the new system called PLN123 integrated contact center. Previously the main channel for electricity installation application or complain is consumer calling or coming to the unit office. With PLN123, we open new channel: phone, sms, website, facebook, and twitter, and try to be more proactive in detecting problems through regular call back center and survey on customer satisfaction.
Contact center is backed by integrated customer service/ complain management application, which will send request to unit and generate work order for technician. After installation/ repair order is done, Call Back Center recheck whether the order is conducted according to standard procedure. By default a sample of 20% customer is surveyed from the database of customer applying/ complaining, but in some areas call back is conducted to all respondents. Customer satisfaction survey is conducted 1-2 times a year involving both new and old customer.
On violation of standard procedure (in terms of time, personnel attitude, or integrity), a back check is performed by visiting the customer for verification. Follow-up is conducted by report to management, starting from local level, area management, until general manager if necessary. This also determines performance of local management and has in some cases ended up in dismissal local manager and supervisor due to ignorance to complain. In case of integrity violation, report is followed-up by employee disciplinary verification team or vendor of outsourcing staff.
If other, please specify
Inform consumers about follow up of cases they reported
Give two concrete examples of how feedback loops have brought a program or policy more in line with citizens’ desires.
The feedback helps PLN to "spot the crook" and take any measure to eliminate bribery and all sorts of corruption on the service. Disciplinary measure for employee is implemented to the extend of replacement of a number of local managers and supervisors for low performance due to ignoring complain.
PLN also use callback survey to inform customer about standard procedure and fee for its services. As the information spread, it has been proven to reduce the flock of "middle-men" who usually offer customer extra service for extra money when dealing with PLN (e.g. to apply for electricity subscription plan/ other services).
If there was one thing you could change to increase the impact of your feedback loop, what would it be?
Disclosure and coverage by media. If this mechanism is widely covered in media, we expect the public to get more awareness and more state owned enterprise to replicate this program. As this year PLN sets a target for nation-wide adoption, weâ€™re planning to start media campaign/ advocacy in the near future
What is the one thing you would most like to see changed to improve the competition process?
What are you doing to make sure that feedback providers know that they are empowered by the information they can give and that they know exactly what the information they are providing?