Driving better service for citizens
Millward Brown, Poland
Pensions and Social Security
The Polish Social Insurance Institution (ZUS) launched a reform programme to increase citizen satisfaction with the service. This included a new strategy and management structure. ZUS launched its first ever customer satisfaction survey to monitor the effectiveness of the changes, conducted by Millward Brown Poland.
Social Insurance Institution (ZUS), Poland
ZUS is the only institution responsible for paying pensions to retired Polish employees. ZUS felt that they did not have a positive image, and that public opinion was very critical of the organisation. The aim of the study was to identify the operational weaknesses that were driving low citizen satisfaction, and to rigorously monitor changes in satisfaction over time. The real challenge was to design a comprehensive test survey (qualitative and quantitative) based on a very large representative sample of beneficiaries, including high-sensitivity-indicators. This enabled ZUS to track their results over time and to identify the specific impacts of their reforms on user satisfaction.
Strategy and Solution
Millward Brown conducted a comprehensive and complex study, collecting a total of 46,660 customers' opinions between 2010 and 2013 using mixed survey methods. The initial results diagnosed operational weaknesses - notably difficult, unclear procedures which were the indirect cause of the negative evaluations of customer service. Detailed analysis of the results for each of the groups surveyed revealed key customer expectations: broader range of issues able to be resolved by telephone and internet; better quality telephone service; better service and reduced waiting time at local offices; ability to book visit time; extended opening hours at customer service offices. Each recommendation was discussed in detail with ZUS and actions agreed.
Based on the findings of the study, ZUS introduced a series of reforms: a new Information Portal, enabling online submission of applications and documents; Customer Call Service, offering telephone service for all social insurance issues; and a Traffic Control System which issues a 'ticket' for each case, enabling streamlined management of issues, progress and meetings. All this led to an improvement in public perceptions of ZUS. From 2009 to 2012, client satisfaction increased by 12 percentage points. The reforms continue.