Reckitt

Reckitt

Happiness as the key metric for whole IT

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51%

increase in happiness

51

minutes per ticket saved for end users

"250,000 hours of employee lost productivity saved in a year"

Prashant Arora

Challenge

In 2018, Reckitt embarked on a mission to transform its IT operations – with a view to delivering a ‘best in class’ service experience for its employees across the globe. The biggest roadblock to this transformation was that the IT organisation had very little insight into its users' perception of its services. It used CSAT surveys on ticket closures, but responses were hit and miss, and the low response rate meant that the organisation never had any ‘concrete data’ to use in order to make improvements. Instead, changes were made based on ‘gut reactions’ and feelings, instead of reality. Better data was required – the ‘old school’ approach to surveys wasn’t working. 

Another challenge was being soley SLA-driven. This meant that Reckitt Benckiser often only had one perspective on its services, with a potentially narrow view of the experience of its employees. Hours were often spent digging into individual tickets to understand what was happening when something went wrong to identify the issue. Furthermore, Reckitt's IT teams felt that they were not always able to quickly identify trends on what was working and what wasn’t. Without more actionable insights, Reckitt was wasting valuable time, potentially not always providing the best experience possible, and unable to definitively identify how and where to improve its operations and outcomes. 

So, in order to get an accurate picture of its user experience, and actionable data to work from, the company brought in HappySignals.

Approach

HappySignals soon became a central part of all of Reckitt's business reviews and business discussions. Data is formalized in a monthly review, but support teams use the insights on a weekly and daily basis to identify problems, increase end-user satisfaction, and drive business improvements. Daily 15min scrum meetings are in operation (called the ‘Daily Happiness Review’) to discuss nothing except the HappySignals experience data. End-user feedback is now front and center of IT operations, which has initiated a cultural shift within the organization.

In addition, the entire company (yes, all 40,000 employees thanks to HappySignals not operating a user-based licensing model) has access to the experience data and is actively encouraged to use it and raise questions and challenge IT wherever appropriate.

Using the HappySignals Happiness Score (NPS-based graphs, charts, and analysis), Reckitt Benckiser now has a wealth of data on end-user satisfaction. From early on in its HappySignals use, it has been able to make true improvements to its service rather than presumed improvements, which were previously based on nothing more than a ‘gut feeling’.

An important part of Reckitt's approach to using HappySignals was to start slow, as it recognized the cultural change involved with the new way of working. This involved starting with the basics – getting its foundations right – identifying a few opportunities to elevate its experience. From there, it has begun to introduce experience level agreements (XLAs) and to build sustainable improvement.

Solution

Since embarking on its experience management journey with HappySignals, Reckitt has seen a 51% increase in employee happiness with IT services between January 2019 and December 2020, and an increase in survey responses from just 4% to an impressive 25%. In addition, it has been able to save an average of 51 minutes per ticket for its end users. For an organization that registers over 300,000 tickets annually, that's over 250,000 hours of employee lost productivity saved in a year.

Reckitt-Benckiser-NPS-IT-Happiness

Reckitt also measures its Happiness Score/NPS against global benchmarks and is happily performing above the average – leading in its industry.

The organisation now operates with a better level of transparency. This has helped its IT teams to build relationships with the rest of the business to drive better satisfaction from its end users, just by listening, understanding, and making the correct adjustments based on the HappySignals analysis.

To continue to be a leader in terms of Experience Management, Reckitt plans to commit to a bigger shift towards XLAs and deliver the promised experience by expanding its support across additional channels (such as Chatbots, mobile applications, the self-service portal, WFH Experience etc.).

“In our journey to become "Truly NextGen", we’re laser-focused to ensure industry-leading service experience for our employees across all touchpoints, fueled by cognitive service management practices”
- Prashant Arora, Head of Global Service Experience & Automation CoE

 

Webinar On-demand:

How Reckitt is successfully using experience level agreements (XLAs) to transform their IT services

Facts

  • 42000 employees
  • Platform: ServiceNow
  • Usage started: March, 2018
https://www.reckitt.com/

Reckitt is the multinational consumer goods company behind a huge number Hygiene, Health and Nutrition brands that you’ll be aware of, such as Lysol, Dettol, Vanish and Enfamil. Helping deliver on Reckitts’s purpose “To protect, heal and nurture in the relentless pursuit of a cleaner, healthier world” sits a global workforce of over 40,000 employees based in more than 60 countries.