ACU drives employee satisfaction


Australian Catholic University


Integration and Development, Employee Experience





Over the past six to eight years ACU has almost doubled in size, with a corresponding increase in the number of employees. As a result, there has been a substantial rise in the volume and complexity of service requests across ACU’s Corporate Services with ten directorates: Properties and Facilities; Human Resources; Information and Technology; Marketing and External Relations; Finance; General Counsel: Governance; Office of Planning and Strategic Management and Student Administration.

This led to a number of challenges across the organisation. Employee satisfaction around the delivery of services, such as requesting a staff access card, making an IT or HR inquiry or addressing issues around facilities was at 60%.

The overall user experience was not favourable. The service delivery experience was inconsistent between campuses, there were multiple help desks, general information to help employees answer their own questions was either not documented, repetitious or inaccessible and there was no visibility of the request, its status, progress, assigned to or acted upon.

ACU’s service providers also felt overwhelmed responding to inquiries that were often repetitive and did not require their level of expertise. In addition, data collection and reporting were minimal, with providers having to manually count emails and telephone calls to provide basic data about service demand and delivery, response times and satisfaction levels.

Issuing new or replacement employee access cards was one area where the inefficiencies, double handling and complexities with service delivery existed. Employees wanting an access card had to wait up to four weeks with several directorates including Finance, HR, IT and Facilities all involved, and no streamlined or transparent process.


In 2015 ACU launched its Service Excellence Framework to support teaching and research at the university by delivering service excellence across all areas of its operations.

Aware of the issues with its service delivery, ACU’s Corporate Services embarked on an extensive information discovery and assessment review, carrying out employee surveys, ethnographic research and establishing focus groups with employees across all levels and areas of the university and from different campuses.

The findings showed employees wanted to:

●       Help themselves address issues through self-service where possible

●       Be able to easily submit requests online and via telephone at one central location

●       Access service information easily and in one location

●       Have visibility on who was managing a request and its current status

●       Be able to communicate easily with the relevant provider about a request and vice versa

●       Provide feedback on the service provided

Corporate Services had a defined set of business requirements and demanded an enterprise service management approach for an organisation wide customer service platform. An analysis of ACU’s user requirements identified ServiceNow’s Customer Service Management application as offering the best and most flexible solution to deliver streamlined and automated Corporate Services capabilities to all ACU employees.

RXP then competed with other companies to deliver the extensive project and were appointed because they understood ACU’s vision and demonstrated how they could partner to achieve it.

RXP proposed a phased approach to delivery ensuring that value was delivered early to the organisation and the feedback gained from earlier phases was incorporated. The initial discovery phase involved a combination of RXP’s service management expertise, ServiceNow best practice design knowledge and a human centred design approach.

Properties & Facilities and HR, two of the biggest service areas of the university, were the first to deploy. The second implementation stage saw the release of the knowledge base for all services, which included 1,000 knowledge articles specially created so employees could easily find answers to their questions from one source without the need to make direct contact with a provider via telephone or email. This relieved service providers of simple enquiries. The other seven services were onboarded progressively over a five month period.

Service Central, the name given by ACU to the platform and service, has now been rolled out across all ten directorates and ServiceNow’s Customer Service Management application is being used to record, track and resolve employee inquiries from a single portal.

It’s early days, but employees are already sharing positive experiences with Service Central which is reflected in our satisfaction scores. The organisation will also gain a better understanding of service delivery which it never had before, and in that way, we can make more informed decisions about what needs to be improved for both the service user and service provider and where our efforts need to be focused. We have insights and evidence now.
Sharone Ciancio - Director Corporate Services and Project Sponsor


Since RXP deployed ServiceNow, ACU now has access to significantly more data around service demand, delivery, response times and satisfaction, giving it valuable insights into where any pain points are and how they can be resolved and improve the service experience

Service Central has:

● Provided employees with access to over 200 services from ten directorates

● Streamlined service requests by digitising workflows and delivery

● Improved transparency of service requests by providing instant access to the current status and assignment via a single portal

● Saved employees time in achieving resolutions to inquiries and involving fewer people

● Allowed service providers to concentrate on more complex and unique requests

● Delivered more than 25,000 views of knowledge articles, meaning potentially 25,000 phone calls or emails have been avoided

● Increased employee satisfaction score from 60% to 86%

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