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Member Experience Project

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Our Member Experience Project focused on the use of new and innovative ways to engage with customers and delivering on customer satisfaction through employee engagement. We analysed feedback from our members and employees through surveys, open days and events to identify a need for a new quality management process and system to develop, engage and coach our agents to provide first class service to our members.

About us

We are a music licensing company based in London, employing circa 300 employees. The company licenses the use of recorded music in the UK for broadcast, online and public performance, on behalf of its 90,000 record company and performer members.  The company does not retain any profit for itself and there is no joining fee or administration charge for members.

Drivers for Change

Following analysis of feedback from members through surveys, open days and events it was clear that there was room to improve the member experience. One of PPLs strategic objectives is to deliver a first-class member experience. We developed the Member Experience Project to put the customer at the heart of everything we do, developing an engaged team who understand and value the member and continuously improve our service.

Our member feedback was showing us that members did not feel the service was delivering according to their needs and we were receiving similar feedback as the example below from one of our performer members.

“Quite often I don’t get a reply or response to my initial email enquiry (although I do get an acknowledgement), so usually have to chase up by telephone. The representative telephoned me back and offered verbal advice, but I requested that the query was answered by email (as per the original enquiry).”

The quality system being used did not put the customer at the centre or allow effective staff feedback and engagement. In the eyes of the team it felt like a ‘tick box exercise’ that was time consuming and did not support development.


The role of the Member Services Team is to ensure PPLs strategic objective is to deliver first-class member experience, with enhanced accountability and transparency is met. To deliver this we have developed the Member Experience Project which seeks to:

  1. Put the member at the heart of everything we do and continuously improve the service.
  2. Develop a motivated and engaged team who understand and value the member experience.
  3. Develop a culture of coaching and training with shared goals built into personal and team objectives so that there is ownership at all levels.

What did we do?

To do this we reviewed the whole quality management process, feedback process for members, coaching and training models and the way we communicate and share successes across the team.

We changed the quality model so it reflected a more member centred approach and the Member Experience Survey helped to target development areas. The new model facilitates a greater focus on staff development using an interactive online system called Scorebuddy and provides a more structured model for coaching.

A number of ongoing member engagement initiatives drives clear insight into our unmet customer needs:

  • Member Experience Survey – since February 2016 this has become a much more streamlined process as previously the surveys were sent out manually (at the end of the month) which delayed any immediate feedback. This is now an automated process meaning we receive more real time feedback and results, which we can manage immediately.
  • PPL in Session (open days for members) held each month. These sessions provide a fantastic opportunity for our members to ask questions and provide immediate feedback on their experience when interacting with PPL.
  • Engagement through governance – PPL staff and members sit on all Board and management committees and provide feedback on member requirements and experiences on a monthly basis.
  • Event attendance – PPL employees regularly attend industry events throughout the year and as such are regularly receiving feedback from those members that they meet at these events.

From the above activity, we have been able to see clearly that our customers’ key needs focus around a positive experience when interacting with PPL. They want a knowledgeable agent who can deal with the queries to the highest standard and in a timely manner.


We provided training for our agents on the new quality standards ensuring that they had a thorough understanding of the requirements and business drivers behind these standards. The second part was the Scorebuddy training. The training was at the highest standard and allowed for more collaborative and interactive training sessions where agent feedback could be gathered.

We have regular review sessions with managers and team members to gather their feedback. We have received positive feedback particularly about the timesaving’s and the improvement of interaction between managers and agents. The next stage is to have a stronger focus on managers using reports and analytics for coaching and development of their team.

The Head of Member Services conducts weekly floor briefings where specific member feedback from our members is provided to the team along with stats on the team’s SLA levels. The Head of Member Services conducted 1:1’s with each team member, which allows feedback for the team on their development and aspirations.

The management team also meet on a monthly basis as part of an operations meeting to review the quality results, SLA’s and analyse member feedback and steps to be taken to continue a focus on improving member experience.

Outcomes of the project

By having a greater focus on development and engaging with our staff in the member experience from the number initiatives we implemented, we found our results improved in the following areas:

  • Improved turnaround time for member queries from 5.67 days in 2015 to 2.17days in 2016
  • Measurable increase in the overall member experience with 90% satisfaction in May 2016 (compared to 74% in May 2015)
  • In the area of knowledge of the advisor we reached 95% in May 2016 (compared to 76% in May 2015).

There has been a measurable increase in the overall member experience and engagement of employees. After each interaction with a member they are contacted to provide feedback on their experience with PPL. Prior to the implementation of new standards member satisfaction levels would average 76%. Following the implementation of the new system in February 2016 this score is now consistently 85% and higher. Below is an example of some recent feedback that we have received since the implementation of the new customer focussed quality standards:

Performer Member quote: “I LOVE everyone at PPL and appreciate all their hard work in looking after my interests and always being helpful and informative!  Thank You!”

Performer Member quote: “I highly recommend Wayne Bennett for his promptness, expertise & wisdom to PPL policies. I highly would recommend PPL to colleagues!

Representative Manager- “Davy Wales helped me with my enquiry today and he was really great. He resolved my problem immediately and informed me about how everything works. Thanks Davy!”

Following implementation of a new set of quality standards and ‘Scorebuddy’ our new online quality management system the Member Services team:

  • Are more involved in the quality process as they are receiving real time feedback and can track their performance over a period of time instead of periodically.
  • Now has greater engagement between managers and their teams as they can request 1:1s, write commentary/feedback directly to managers and do ongoing coaching and objective setting as they track performance.
  • Has significantly reduced the time to complete evaluations, create reports and engage in calibration.

Fundamentally this means more time can be focussed on coaching and development which means the team are improving at a faster rate providing an ever increasing positive experience for our members.

In addition to the improved member survey results over 2015 there has been a significant internal shift in attitude towards quality standards, and the process by which those standards are measured. The vastly improved visibility, ease of use and increased interaction around quality for managers and agents has facilitated a positive cultural change where high standards are aspired to, and achievable, across the board.

In 2015 our average response time was approximately 6 days.  Now in 2016 our response time has greatly improved based on the positive changes.

How an employee’s performance is managed is a sensitive subject. With that in mind it is very important to ensure that both Managers and Employees are, part of the process to change those metrics and that there is a clear understand as to why they need to change. The resistance to the changes was minimal as employees designed them and therefore it was hard for anyone to say that they did not agree with them.

The value of being able to demonstrate to employees how the change has made a positive impact on the overall Member experience and how this relates back to PPLs overall objectives. Being able to reinforce the positive change and our original rationale builds confidence amongst employees.  Also as they have been part of the overall process the sense of achievement is greater for all.

We underestimated the level of management capability on how to interpret the wealth of data they were now in receipt of. If we ran the project, again I would include further training on understanding data. The next stage is to have a stronger focus on encouraging managers to utilise reports and analytics for training and development.

We have noticed a number benefits since launching Scorebuddy and new quality standards with the main ones have been:

Identify development areas

Managers gain an insightful picture on their team’s performance as they can now tailor reports to suit their requirements. Reporting on Scorebuddy helps Managers to identify development areas to focus coaching to drive improvements in performance.

Time Saving

Scorebuddy has definitely saved managers time to complete evaluations as scorecards are prefilled with employee’s data.

Increased Agent Engagement

Agents are now more involved in the quality process as they are receiving real time feedback and can track their performance over a period of time instead of isolation.

Scorebuddy has created greater engagement between Managers and Agents as they can request 1:1s and write commentary/feedback directly to Managers. It can also be used as a coaching tool for managers as they can track performance.

Increased Experience Survey Results

Since the launch of Scorebuddy the Member Experience Survey results have increased. Member Services Experience Survey results have seen the biggest increase as previously they would average between 76% – 78% but since February they are now consistently receiving 85%.