Presentation on theme: "CHAPTER 11 Employees Role in Service Delivery. Service Employees and Their Behavior Why Are Service Employees So Important? Are All Service Employees."— Presentation transcript:
CHAPTER 11 Employees Role in Service Delivery
Service Employees and Their Behavior Why Are Service Employees So Important? Are All Service Employees Equally Important? Which Are More Important: Technical Skills or Social Skills?
Are All Service Employees Equally Important? Boundary spanners – the frontstage/line employees who link an organization with its customers. Represent the organization to customers as well as provide information about customers to the organization Can range from subordinate positions to professionals Technical skills – the proficiency with which service employees perform their tasks. Social skills – the manner in which service employees interact with customers and fellow workers.
Importance of Service Employees Service employees: Are the service – e.g., hair cutting, personal training Are the organization in the customer’s eyes Are the brand – e.g., a flight attendant - Are the marketers – most service firms look to build relationships with their customers
Ensuring Service Employee Excellence For all workers—the frontstage “boundary spanners” and those who work backstage--its important to: Hire intelligently Train intensively Monitor incessantly Reward inspirationally Sometimes, it’s necessary to address employees’ poor performance
The Changing Role of Employees in Service Firms Many routine transactions are now conducted without involving front-line staff, e.g., ATMs (Automated Teller Machines) IVR (Interactive Voice Response) systems Websites for reservations/ordering, payment etc. Though technology and self-service interface is becoming a key engine for service delivery, front-line employees remain crucially important “Moments of truth” affect customer’s views of the service firm
The Service Talent Cycle for Service Firms (Fig )
Tools to Identify the Best Candidates Employ multiple, structured interviews Use structured interviews built around job requirements Use more than one interviewer to reduce “similar to me” biases Observe candidate behaviour Hire based on observed behavior, not words you hear Best predictor of future behaviour is past behavior Hire those with service excellence awards and complimentary letters Give applicants a realistic preview of the job Chance for candidates to “try on the job” Assess how candidates respond to job realities Allow candidates to self select themselves out of the job
Singapore Air What are the implications of the following communication? eature=youtu.be eature=youtu.be