NYCT Customer Service Training Demands

CASE STUDY

Transforming a Key Role in NYC Transit to Enhance Customer Service and Rider Experience

4-day

Training Program

3,500

Station Agents

✓

Enhanced Customer Experience

✓

Improved Safety Measures

New York City Transit (NYCT) launched a transformative forward-thinking initiative to uplift customer service standards in response to technological advancements and post-pandemic societal changes, notably the One Metro New York (OMNY) contactless payment system. Recognizing the need for a strategic shift, NYCT aimed to redefine customer service and upskill its Station Agents to meet evolving demands. In partnership with gothamCulture (gC), NYCT developed a comprehensive four-day training program for Station Agents, focusing on excellence in customer service, developing proficiency with newly-issued technology, and practical application. The roll-out of the program received positive feedback from all stakeholders including participants, management, union officials, and the general public due to the notable enhancements in customer satisfaction, safety, operational efficiency, and NYCT's public image.

The Need

NYCT is dedicated to redefining exceptional customer service to meet the needs of all 8 million daily riders of the largest public transit system in the United States. To achieve this, NYCT had to shift its perspective on customer service, clearly define a service model, and train and equip it’s staff and leaders to fulfill the updated expectations for customer service. 

This program supported an enterprise transformation effort driven by technological innovation and changing customer expectations in the post-pandemic environment. Since 2019, MTA started to introduce a new contactless payment system, OMNY, and was undergoing the long process of replacing an outdated swipe system, MetroCard (in service since 1992). With the implementation of OMNY and an intentional focus on customer experience, the role of the Station Agent has evolved. Amidst the pandemic, a strategic choice was made to eliminate cash transactions from the station booths. Evolving technological advancements, notably the widespread acceptance and eventual integration of the OMNY system, have made several revenue-focused responsibilities previously carried out by our Station Agents unnecessary.

With all of the changes faced by the Station Agent population, the evolved Agent role incorporated face-to-face customer service while greeting and assisting customers in a variety of ways: 1) personally guiding customers through fare purchase options at vending machines, 2) facilitating incident response, and 3) monitoring station conditions. This role transformation also required an emphasis on customer service and sensitivity to the NYC Americans with Disabilities Act (ADA) and accessibility communities, carrying out communication of system changes, and creating a welcoming environment for every customer.

Delivering an enhanced customer service experience is a strategic priority for NYCT and Station Agents are at the front of this organizational evolution. They serve as the initial point of contact for every Transit customer across the expansive subway system. As such, providing Station Agents with the knowledge, skills, technology, and support to successfully deliver on Transit’s enhanced customer experience commitment is essential to ensuring that this cultural evolution was a long-term success.

NYCT engaged gC to design, develop, and deliver a four-day training experience to provide all incumbents and new hires in the Station Agent role with a comprehensive learning experience that prepared them for success in their evolving role within the Department of Subways. This process was not simply about creating a customer service training program— it supported a complete role transformation that was intentionally designed to meet the diverse and evolving needs of New York City’s public transit customer base. The learning experience provided participants with a clear case for change regarding their evolving role and responsibilities, education on Transit’s new model for service, training on all of the new technology that would be issued to the Station Agents to support their success in the role, and gave ample opportunity for participants to adapt, acquire, and hone new skills while sharing industry best practices for customer service in highly experiential activities, simulations, and a live capstone in a real, active subway station interacting with actual customers.

The Intervention

gC conducted an in-depth needs assessment interviewing a variety of leaders, at various levels, within the organization to understand the strategic and operational needs and desired outcomes of the transformation process and to clearly articulate how training of Station Agents would serve to support their success in their newly evolving role. The training experience that gC developed was designed to help Station Agents transition into their updated role and to provide premier customer service. It included two days of content around customer service, one day of technical training where participants learned how to use their newly issued technological equipment, and a final capstone exercise serving actual customers in the subway system while receiving feedback from peers and facilitators. Station Agents learned and shared best practices for initial contact with customers, understanding their needs, swiftly resolving the matter, and closing out the interaction following the NYCT customer service framework, a core foundation of their learning process.

Day One

The session began with a warm welcome and an overview of course objectives, which included discussing the program’s purpose, reviewing the agenda, and creating a shared learning agreement. Participants were encouraged to reflect on their best customer service experiences while the facilitator emphasized the importance of active participation and encouraged participants to step out of their comfort zones throughout the training. Participants were guided through discussions and activities to understand the evolving role of Station Agents in the new station model, which involves moving away from transactional tasks towards more proactive and customer-focused interactions. Participants were introduced to the Customer Engagement Lifecycle and continued exploring its components throughout the day while engaging in various group activities.

Day Two

Participants reviewed Day 1. Facilitators then focused content on effectively supporting customers with disabilities and special needs. Afterwards, a significant portion of Day 2 was spent learning about conflict and how to de-escalate common situations faced by Station Agents. Each participant learned through interactive group activities and real-world simulations.

Day Three

The technical portion of the training process was facilitated by NYCT trainers and participants received a refresher on escalator start/stop procedures, detailed training on their newly issued smartphones, and on the new OMNY system. Participants spent time utilizing this technology in hands-on practice within station replicas at the training center.

Day Four

The final day began with a refresher of what Station Agents have learned so far and continued on to focus on two primary components— classroom role play scenarios and a capstone exercise in an actual subway station. The roleplay training scenarios required students to utilize the Customer Engagement Lifecycle to assist customers who were lost, injured, disabled (physically, visually, audibly), impaired, confused, angry, non-English speakers, and in possession of a service animal. The roleplay scenarios were structured in a manner that allowed one student to pose as the customer while another acted as the Station Agent. The instructor would provide the role players with a scenario prompt that they would act out in front of the class. The student acting as the Station Agent was instructed to address the scenario in a manner that incorporated the relevant aspects of the Customer Engagement Lifecycle. They would then receive feedback and ideas from both the facilitator and their peers. After the scenario was complete, the instructor would debrief the participants tying their specific feedback to the four phases of the Customer Engagement Lifecycle.

The final component of the training experience included a capstone exercise that provided students an opportunity to demonstrate their newly acquired skills with real customers in a live station environment. After a detailed briefing and grouping students into pairs, they were expected to assist customers while the instructor moved throughout the station to observe the interactions. The instructor conducted on-the-spot debriefs to help sharpen the students’ customer service skills and brought the pairs back together several times throughout the process to share learning and best practices.

In-Process Evaluation and Refinements

The gC team created an in-process evaluation plan to determine which areas of the customer service training were most effective, what parts of the training should be updated, and how effective the training was at preparing the Station Agents for being outside the booth. Our team used themes gathered from the course feedback to create a follow-on survey to be administered to Station Agents at pre-determined intervals (ex: 3 to 6 months after completing training). This 10-question survey included quantitative and qualitative questions aimed at understanding how the course content impacted the Station Agent’s ability to be successful in their role outside the booth. These questions were similar to those in the initial course feedback survey that Station Agents complete at the end of their customer service training. The intent was to measure how their feelings on the training had changed over time. 

In addition to the follow-on survey, the gC team recommended NYCT conduct interviews with Station Agents with the goal of refining the training to be as relevant and applicable as possible. Interview questions entailed how the training impacted their daily lives, what areas of the training should be updated, and what resources Station Agents need to be more successful in their roles. Informational interviews were conducted throughout the system at various stations and times of day.

The Impact

The results are already being felt, with customers providing positive feedback upon seeing Station Agents outside of the booth, ready to assist them. The participants themselves have also reported that they enjoyed the course, and that the material was helpful to them in their newly evolved role. 

The customer service training initiative yielded tangible benefits for NYCT almost immediately after deployment— including enhanced customer experience, improved safety measures, streamlined operations, and a positive public image as evidenced by the following metrics and achievements:

Increased Customer Satisfaction

Following the implementation of the new customer service initiative, there was a reported increase in overall customer satisfaction with subway services. Notably, overall subway line satisfaction rose to 59%, and station cleanliness satisfaction improved to 57%. This reflects a positive shift in passenger perceptions directly attributed to the enhanced role of Station Agents. 

Improved Safety Perceptions

The initiative’s focus on safety has manifested in an uplift in safety on trains and stations, with customer-reported satisfaction reaching 56% for safety on trains and 55% for safety on stations. The improved conflict management and de-escalation strategies played a key role in these advancements. 

Operational Enhancements

As part of the initiative, operational efficiency has been augmented, with customer-facing agents leveraging new skills and tools to provide a more seamless and efficient service. Image and Perception: The concerted efforts have also led to an enhanced public image, as demonstrated by media coverage and customer testimonials. These qualitative outcomes further underscore the quantitative improvements observed.

Image and Perception

The concerted efforts have also led to an enhanced public image, as demonstrated by media coverage and customer testimonials. These qualitative outcomes further underscore the quantitative improvements observed.

The Experience

Participants in the customer service training reported key benefits from the experience and offered suggestions for improvement. The feedback emphasized the practical skills gained and the desire for more interactive and continuous learning opportunities.

Key Highlights

Identified in the Training Program

Recommendations

for Training Program Enhancements

De-escalation Techniques

Participants noted the value of learning strategies to manage tense interactions with customers, emphasizing its practical relevance.

Role-playing Exercises

These activities were highlighted for their dual benefit of offering practical experience and strengthening team bonds.

Customer Engagement Lifecycle

Gaining an understanding of this lifecycle was recognized as crucial for enhancing service delivery.

Communication and Listening Skills

The training’s focus on honing these skills, particularly in high-stakes situations, was deemed essential.

Open Discussion Environment

The opportunity for open dialogue, experience sharing, and feedback was celebrated as a highlight of the learning experience.

Enhanced Hands-on Training

A need for more practical training, especially with tools, was identified to bridge the gap between theory and practice.

Additional Role-playing Scenarios

Expanding these exercises was suggested to offer more comprehensive skill application opportunities.

Continuous and Refresher Training

There was a call for ongoing education, including updates on new procedures and technologies, with some advocating for mandatory refresher courses periodically.

Safety and De-escalation Focus

An emphasis on safety concerns, particularly through de-escalation techniques, was recommended to foster a safer and more effective customer service environment.

Future Plans

As NYCT continues to prioritize customer service excellence, ongoing training and expansion efforts remain integral to sustaining momentum. gC’s continued partnership ensures the delivery of high-quality training and fosters a culture of continuous improvement. Plans to empower NYCT staff to deliver training signal a long-term commitment to institutionalizing best practices. Moreover, the program’s success has garnered interest from other agencies, paving the way for broader collaboration and knowledge sharing within the transit industry. Through these efforts, NYCT aims to set new standards for customer service excellence and inspire similar initiatives worldwide.

Media & Press Releases