CREATING SOLUTIONS TO SUPPORT CHANGE


City & Guilds understands that building a new generation of workers requires robust and fl exible options that will allow centres to deliver successful training. In 2009-2010, City & Guilds was therefore keen to explore new ways of communicating with and delivering qualifi cations to our customers around the world.


Focus on customers


In 2009-2010 City & Guilds showed how delivering better service to customers depends on fi rst listening to what they want.


As part of its commitment to creating the best experience for customers, City & Guilds has made signifi cant improvements to its business processes and services over the past year. The customer satisfaction survey in July 2010 measured 83% – an increase of 5% on the previous year. Furthermore, customer satisfaction has increased by nearly 10% since July 2008, showing gains every quarter. City & Guilds has made a signifi cant


investment in its telephony systems and in training for staff based at its main contact centre. Call-answering times have improved by 76% from an


average of 135 seconds in July 2009 to 32 seconds in July 2010. ‘I’ve noticed an improvement at the London HQ – calls are answered within a few rings,’ said one training provider in Wales. Out in the fi eld, City & Guilds has


also been keeping its ear close to the ground. Our newly formed fi eld sales team has increased the number of visits it makes to centres. The team have all undergone continuous training to ensure they are responding to customer needs. It’s a win-win situation as centres receive improved support and City & Guilds shows its commitment to staff development. The shift to the Qualifi cation Credit


Framework (QCF) has highlighted our need to adopt a more holistic approach to quality assurance. Rather than a one-size-fi ts-all solution, City &


CITY & GUILDS ANNUAL REVIEW 2009-2010


Guilds now takes a centre-by-centre approach. We have piloted this new model with 99 centres and the changes introduce a more standardised way of measuring centre performance using a consistent risk-management approach. It will mean a more fl exible, responsive and customer-focused way of managing the performance of a centre. In 2010 a streamlined version of the City & Guilds customer service statement explained our commitment to improving their experience and our aims to create measurable feedback. Looking forward to 2010-2011,


improvements planned across the business will be tracked by a new customer satisfaction action team.


To become a City & Guilds centre, go to www.cityandguilds.com/centres


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