Lessons Learned From the Implementation of Contact Centers in Swedish Municipalities
Irene Bernhard and Kerstin Grundén School of Business, Economics & IT, University West, Sweden Irene. bernhard @ hv. se kerstin. grunden @ hv. se
Abstract: Two case studies of the implementation of contact centers( CCs) in Swedish municipalities were compared and analyzed. The purpose of the article is to focus on lessons learned from the perspectives of the management and the employees in the organizations according to the MOA‐model. The research method used was semi‐structured qualitative interviews with different personnel categories in both municipalities. According to our findings the implementation strategies varied among the two cases. The strategies affected the pace of implementation, attitudes and motivation aspects and understanding of the implementation. The potential of using registered information as a source for planning and decision‐making was not fully utilized in the municipal organizations, although some statistics were produced. In both cases there was a combination of formal and informal learning strategies and flexible co‐operation among the employees in the CCs which contributed to continuous learning processes and a good, co‐operative working climate. Some learning challenges for the handling officers at the back offices were to adapt to a more process‐oriented organization. Initially, many handling officers at the back‐office were afraid of losing their jobs and work tasks to CC, contributing to negative attitudes towards CC, and hampering the learning process in taking part in the implementation process. The establishment of a CC is a comprehensive organizational change process affecting the whole municipal administration. A challenge for the municipalities is to formulate relevant strategies and manage the implementation in order to involve all employees.
Keywords: lessons learned, municipal contact centers, implementation, e‐government, MOA model, planning 1. Introduction
In this article we will focus on learning challenges from an organizational perspective when contact centers( CCs) are implemented in Swedish municipalities. During 2009 – 2011 the authors have studied the implementation of CCs in Swedish municipalities Bernhard and Grundén were responsible for evaluating the implementation process of CCs in the participating municipalities. The evaluation studies were already published in detail( Bernhard, 2009, 2010, 2011; Bernhard & Grundén, 2010; Grundén, 2010, 2011) and therefore we will discuss some aspects of the studies in this article relevant to learning challenges. The MOA model( Grundén, 2009) was used as a frame of reference for the evaluation studies. The main characteristic of the model is a focus on different interest perspectives, including the perspectives of employees, management and citizens. The aim of this article is to discuss lessons learned for employees and management when municipal CCs are implemented in Swedish municipalities.
From an international perspective the usage of Internet and computers is high in Sweden and e‐Government in Sweden generally ranks among the top countries according to international evaluation studies( United Nations 2012; Accenture 2007). A Swedish action plan for e‐Government was formulated by the national government in 2008( Regeringskansliet, 2008). E‐government was defined as“ public business development that takes advantage of information and communication technology combined with organizational changes and new competences”( ibid., 2008:4).
The Swedish multi‐level government system is based on three levels: national, regional and local. This approach is meant to strengthen the local autonomy of Swedish municipalities. On the local level, there are 290 municipalities in Sweden responsible for providing services such as building permits, environmental permissions, matters regarding social services and schools, healthcare, daycare and welfare for example( SOU 2008:97, SKL, 2009). They are governed by elected local officials and have a high degree of autonomy, so their internal work can be differently structured due, for example, to variations in geographic location, population and social structures of the inhabitants and economic conditions. Swedish municipalities do not have a statutory obligation to set up offices like CCs or similar service locations for their inhabitants. However, it is mandated by Swedish law that all Swedish municipalities should provide individual service, for example to meet visitors and to answer telephone calls from citizens. The service should be of as high a quality as possible from a financial resource perspective( SFS, 1986:223). The municipalities interpret their responsibility to
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