Government agencies have been striving to match expectations shaped by citizens’ best customer experiences elsewhere for well more than a decade. Yet they aren’t succeeding.
Eagle Hill Consulting undertook a survey of 625 federal employees to find out why. By looking from the inside out, we gained a straightforward perspective on the customer service challenges and opportunities from those operating right at the core.
What we found may surprise you.
Explore the research
Key findings
Our research indicates that government customer experience improvements may rely less on technology upgrades than on culture improvements—namely, a workforce that is invested and engaged, supported and rewarded by leadership.
Measurement
Less than half of federal employees say their agency measures customer service effectiveness, exposing a critical gap. Here’s how to engage your employees and ignite your agency’s customer service efforts.
Governance and leadership
Eagle Hill’s survey results suggest that most federal employees aren’t sure who’s in charge of improving customer service within their agencies. Is it time to centralize and strengthen customer service leadership? Learn how that approach is already paying off for some agencies.
Culture or budget
Your culture or your budget: Which makes a bigger impact on improving customer service? Federal employees were clear about their view in Eagle Hill’s survey. Discover why focusing on areas like enhancing morale and empowering staff might be more worthwhile than striving for better systems or more money.
OMB Circular A-11 Section 280
OMB Circular A-11 Section 280 gives guidance to enhance the customer experience (CX), covering five core functions. We break it all down in a simple visual summary.
