F No 006t412023-PG

Government of lndia
It/ in istry of Comm un ications
Department of Posts
(PG Division)

Dak Bhawan, Sansad tMarg,

New Delhi-1 10001,
Dated: 10.07.2024
To,

The Chief Postmasters General

(All Circles)

Subject:- Drive for mindset, behavioural and process changes for transforming Public
Grievances Division into Customer Satisfaction Department with the launch of a new
App and Portal (for a multistakeholder approach to improving reach and impact of the
Post Office Network and its services)
References:
Background Notes, Slides shared with Circles and discussion in the Roundtable held
on 08.07.2024
Earlier Communications dated 25.04.2024 underlining the thrust areas for improving
GRM with an integrated aPProach.

Key Action point: Strengthening Customer Contact Centre at Divisional Office, Head
post Offices and other important offices below, based on capability to work towards
transforming the Public Grievances into Customer Satisfaction Department.
plan of Action: Conducting A Drive for Behavioral and Mindset Change with tangible
objectives to identify opportunities for process improvements, policy changes for
syitemic improvements and empowerment of the customer touchpoints to work for
improved customer satisfaction.

Madam/Sir,
The challenge to reposition the Public Grievances function into a more
proactive
and
Customer Satisfaction Department, starting with effective, efficient, empathetic
using
quality resolution of each and every grievance/ customer reference received and
activities to
them as an opportunity to delve into more proactive customer reach out
seek feedback, satisfaction scores, suggestions and inputs for improving the appeal,
reach and impact of the Post Office network and the services offered through it has
been clearly laid by the Hon'ble ttlinister of Communications & DONER during the
series of discussions held over the last four weeks. Within the broader picture of
interconnected activities running in five Broad Business Verticals and supported by
four horizontal enabling and supporting verticals, identified so far, leading to a path to
profitability, the role expected from the Customer Satisfaction Department is criticalto
success of the transformation journey that the Deparlment of Posts is to unlock in the
days ahead.

2. Realizing this critical dependency on the success of the revamped customer service
programme as lndia Post becomes more customer centric, the nomenclature change
from pGD to CSD is the easier part. The substantive change in mindset, behaviours,
processes and policies (including Rules, Regulations, Delegation of authority for
payment of compensation for service failures etc), that would make this "positioning
innovation" more meaningful, are the more challenging aspects of this transformation.
Based on concerted efforts made in the previous year and in view of the ambitious
work programme for ease of access and quality resolution started in tt/ay 2024, wilh
an integrated view of the GRt\4 of the Department of Posts across pillars, we would
collectively be able to successfully navigate the path to change in Customer Service.
As has been the thrust over the past months, the emphasis on the universal CRIVI of
the Department with local ownership and ease of access of post offices and its
personnel at the local level for regular needs of customers would continue to be the
mainstay of the system for Customer Service, Customer Satisfaction, Customer
Retention, Customer Loyalty, Customer Advocacy that has to be strengthened in the
of
build up to the new branding and positioning which would culminate with the launch
a new portal and app for Gustomer Satisfaction Department's work. With the launch
of the new portal, improved dashboards for monitoring of weak spots and overall
performance against SLAs, the Customer Satisfaction Department would be able to
possible
deliver better results with the learning for improved customer service that is
to implement with efforts of our teams in the immediate and short term.
3. With the goal of universal access to quality and responsive
postal services across
all business lines, it is planned to initiate the process of change with a group of
committed, skilled, humble, open minded and energetic Customer Service
professionals involved in handling complaints, marketing, sales and other customer
reach out activities to provide the nucleus for the transformation. While this
larger
and
group wlll be the change agents to provide the positive role model for the mindset
behaviour part, the processes and underlying SOPs that are to be reviewed
and
with the
revised for simplicity of use and implementation are proposed to be reworked
help of a smaller grorp of subject matter experts nominated by each circle
to cover all
quality of
the functional areas apart from experts from public grievances, technology,
service, capacity building and related streams to support them. Around
the larger
group of customer service Professionals and subject Matter Experts representing
environment for
relevant knowledge and skills, we should be able to create a suitable
launch of the
the transformation proposed to be unlocked and implemented with the
30-45-60 Days by
new portal based on the learning and insights gained over the next
working closely around the contours and objectives of the Special Drive for this
transformation. lt is important, therefore, for each circle to identify their nucleus of
professionals and experts around whom the drive for transforming PGD to CSD would
be carried out. lt may kindly be borne in mind that the exercise at this juncture is
internal and by way of preparation for the shape of things to come. There are certain
alignments to our ongoing tasks and objectives that have been dovetailed into the
drive so that better outcomes in the weak areas and learning is achieved concurrently
in the ensuing period.

4. The Drive would be implemented around the building blocks, work streams and
activities listed out in the Annexure l. Roles and Responsibilities are also identified
for reference and for ease of starting the process. As it is an iterative, playbook
approach to transformation, frequent feedback loops among the implementing team
and adaptive action based on experiences on a daily and regular basis are inherent to
the drive.
5. Around the detailed activities to be carried out as per Annexure l, it may kindly be
noted that the core objectives of the Drive are as follows:

5.1 Mindset Change:

a) To arrive at common understanding that customer service is everyone's

responsibility;
b) That we owe our jobs and salaries to a "satisfied customer";
c) That all customers of post office deserve to be treated with respect at all times;
d) Post Offices are "NO ANGER" zones and places for a happy experience for
both customers and emPloYees
e) Core values of the Department of Posts while delivering services or doing our
job at any point are non-negotiable and all staff should display it in abundant
measure and practise it continually to make it a part of their nature
f) Accountability, transparency, responsiveness, empathy, efficiency, quality in
resolution of customer issues, including grievances are critical elements of the
post office governance system for meeting its customer service objectives
g) By retaining existing customers and growing their business with the post office
across product and business lines, we can improve customer lifetime value and
ensure that the benefits of the Post Office network reach more people in various
positive ways and lead to a happier life for them;
h) A sense of humility for the opportunity to serve and a sense of pride in being
part of a benign postal services network that the country has carefully built as
a national institution since independence needs to be part of the being for every
Dak Sevak;
i) An alignment between Being and Doing each day going fonvard during the drive
and thereafter.
5.2 Behavioural Change:

(i) Making sure the replies to complaints are prompt and proper with due
courtesies
(ii) lVlaking sure an email lD on which the customer can revert is provided with
every complaint response to express any reservation
(iii) Making sure a feedback link within CRM is provided for every complaint that
is responded by the post office
(iv) Making sure a follow up mail and/or a phone call is made to the customer to
ascertain their feedback if not already received with (ii) and (iii) above
(v) Encouraging local ownership and access to Post Office Personnel and Post
Office (Postmaster concerned) for all customers of the post office in each
a
beat and around each post office as per customer relationship
management plan
5.3 Process Change:

l. Look at the CRM system's feedback option and suggest ways to strengthen the
process and greater chances of feedback
ll. Keep a record of all complaints received, the follow up and build a database of
customers in the domain of each post office served over time
lll. Develop a practice of robust customer data base management
lV. Develop a process of daily monitoring with the help of a dashboard at the
Divisional level
V. Carry out root cause analysis of complaints generated repeatedly
Vl. ldentify staff that require special handling and sensitization
Vll. Focus on difficult areas of grievance resolution as per the focus areas of the
drive and bring about systemic improvements in all the areas as applicable for
each office under each division
Vlll. Other proactive process changes that are easy to adopt for improved customer
service

5.4Policy Change:

L ldentify areas where existing policies limit our capacity for quality customer
service and compromise level of satisfaction
ll. Suggest policy changes in areas identified above for greater ease of end to end
services

6. Focal Operational Points in the Drive

(a) A review of all complaints pending beyond 30 days needs to be carried out on
CPGRAIMS and CRIM and the complaints liquidatedi resolved within 3'1 July 2024

(b)All Social lVedia Complaints pending beyond 72 hours to be reviewed and process
to honour the timelines to be put in place by 31 July 2024.
 (c) Ensure complete adherence to the Social tMedia Operations
Guidelines issued vide
letter no. PG-3111t2024-pG-DOp dated 1 May 2024
(d) Review the ease of lodging grievances related to POSB and
actual functioning of
POSB as per Citizen's Charter norms. Facilitate the lodging of
customer grievances/
service request related to PosB in a transparent manner.
(e) Stress upon speedier resolution of Grievances related
to misbehaviour, abstraction
and wrong delivery information and take preventive action at all vulnerable points
identified.

(f) Develop a process to differentiate between systemic failures in operations and

individual failures in operations of each of the services and take suitable
corrective
and preventive steps for each of the categories.
(g) ldentify cases that amount to lack of integrity, honesty and commitment in
honouring service standards, commonly referred as corruption cases and take suitable
corrective action.
(h) Analyse resolution time for each category and type of complaints
based on current
performance, identify opportunities for improvement and implement the solutions
as
applicable in these cases. (A report on the time taken for each category and type of
complaint at the beginning of the drive on 15.07.2024 and at the end of the drive on
31.08.2024 may be shared for further analysis. Phase wise report on 31 .07.2024 and
16.08.2024 may also be sent).
(i) Process followed for resolution of each kind of complaint may be reviewed. present
and To be processes maybe tested and a report on impact of new processes may be
shared.

Circles are requested to intimate the name of the Team of Customer Service
Professionals, the Subject tVatter Experts and officers at the Divisional and Sub-
Divisional level who would work closely with the team in Directorate to implement the
drive and monitor, measure and adapt for better results.

The details of the team circle wise that would work with them from Directorate is
enclosed at Annexure ll.

Y incerely,

Til tt h Pal
Assistant Director General (PG)
 Annexure I

(i) Project lteration Phase I upto 31.08.2024

Description Responsibility Start Date End Date

lnputs Objectives and Directorate 04.07.2024 31.07.2024

contours of the (with due
Circle iterations)
Special Drive
for Region
Transformation

Activities Roundtable & Directorate 08.07.2024 31.08.2024

VC (with evidence
Circle
Written and adaptive
Communication
Region action for
active
Follow up learning)

Process to Toolkits Directorate 15.07.2024 31.08.2024

implement
Spreadsheets Circle

Cadence Region
N/echanism

Output Project Directorate 24.08.2024 31.08.2024

Outcome
Circle
Document for
further action Region
from
01.09.2024

(ii) Clear Expectations

Description Responsibility Start Date End Date

No Complaint Divisional 07.2024 31.08.2024

lnputs
to be closed Office
without
consultation
and consent of
customer
I

(i)Draw Out Core SuPPort 07.2024 31.08.2024

Activities
Steps to Team/
identify
 complaints I
Divisional
pending Office

(ii)Extract
Contact Detail
of customer
(iii) Seek
feedback over
email with
CRM link
(iv) send
reminder
(v) keeP
window of 48
hours for
follow up
(vi) Contact
customer on
ohone in select
I

I CaSeS

Process to Review Directorate 11.07.2024 31.08.2024

implement information
Circle
and tools
available and Region
design an easy
to
implement
work process
to
meet laid
down
expectations

ldentify gaps in
current system

Assess work
load

Lay down
outsourcing
methods to
supplement
Use lnterns for
customer
 reach outs
where
available

Output Detailed Directorate 11.07.2024 31.08.2024

Project
Circle
Outcome
Document for Region
fufther steps
around launch
of portal for
robust
customer
satisfaction
department

Project lteration: Phase ll to be planned based on evidence from Phase I

31.08.2024 to 30.09 .2024

 Annexure-II

Circle-wise Team from the Directorate PG Division

sl. Name of Circle Team Leader Members of Team

No. (Mobile No.)
(Mobile No.)

Andhra Pradesh

Assam (i)Ms. Priya, PA (8968878723)

Shri Sandeep
Bihar
Mathur, ASP
(ii)Jitender, P A (62842233 09)
1 Chhattisgarh
(8 1 30849070)
North East
(iii)Ms. Seema Kumari, PA
Delhi (88263394s 1 )

Gujarat

Haryana

Himachal Pradesh (i)Kewal Singh, lP

(99s841 7483)
Jammu & Kashmir

2
(ii)Saji P Poulose, PA (9868632673)
Jharkhand

Karnataka Sh. Chatar Singh

Rawat, ASP (iii)Ms. Anamika Sinha,PA
Kerala (7903747243)
(94108 1 s880)
Madhya Pradesh

Maharashtra

3 Odisha

Punjab

Rajasthan (i) Ruchika, P A (87 44007208)

Sh. Anil Kumar
Bhardwaj, ASP (ii)Ms. Renu, PA (9588374730)
Tamilnadu
(70t5382226)
(iii)Ankit, PA (925 80901 00)
Telangana

Uttar Pradesh

Uttarakhand

West Bengal