Chapter 14 Managing, Training, and Rewarding Great Customer Service 4/19/2017 Chapter 14 Managing, Training, and Rewarding Great Customer Service Objectives Explain the role of management in setting standards for customer service Describe the working environment and duties for most customer service representatives Identify reasons companies should train, empower, and reward service professionals Discuss the qualities that a good customer service manager should possess Chapter 14 The World of Customer Service, 2e Odgers WOCS-2 (Odgers)

Setting Standards in Customer Service Standards are a baseline description of service performance guidelines that tell workers what is expected of them, both in the quality and in the quantity of their work. Mission statements Articulate what the customer service department is expected to contribute Provide guidelines for the behavior of various departments involved in customer service situations Provide a sense of identity, continuity, and pride in CSRs Chapter 14 The World of Customer Service, 2e Odgers

Standards for Customer Service Customer service standards reflect an understanding of what customers need, want, and are willing to pay for Performance measurements measure Operations management Service level CSR quality and productivity Employee satisfaction Customer satisfaction Chapter 14 The World of Customer Service, 2e Odgers

Examples of Measurable Customer Service Standards 98% of online customer inquiries will be answered live within five minutes of their receipt. Credits on product returns will be posted to customer accounts within two working days. Complaints involving $500 or less will be resolved within three working days. Chapter 14 The World of Customer Service, 2e Odgers

Understanding the Evolving CSR Position CSRs perform a variety of duties that require them to communicate effectively and to work under limited supervision. Work inside offices between 35 and 40 hours/week Use telephone, calculator and computer to produce documents and product information for customers Chapter 14 The World of Customer Service, 2e Odgers

Understanding the Evolving CSR Position Promotion opportunities for CSRs tend to be limited Certification Available through the International Customer Service Association (ICSA) Chapter 14 The World of Customer Service, 2e Odgers

Retaining CSRs and Other Loyalty Issues Retain CSRs by training, empowering, and rewarding them CSR Training Methods used include coaching and role playing Empowering CSRs Involves giving CSRs authority to handle customer complaints on the spot and to use that authority to win customer satisfaction without fear of repercussion Chapter 14 The World of Customer Service, 2e Odgers

Retaining CSRs and Other Loyalty Issues Rewarding CSRs With service performers going unrecognized compared to salespersons, it is unwise for companies to send the message that service is less important than sales. A small recognition event means a lot. Motivators that retain loyal employees Provide meaningful work Provide good bosses Provide a feeling of being part of a team Chapter 14 The World of Customer Service, 2e Odgers

Managing a Customer Service Department Managers motivate CSRs when they Generate a spirit of service Build trust Develop people Lead through example Stay focused Managers can monitor CSRs when they Review email for consistency and core values Monitor customer service calls Chapter 14 The World of Customer Service, 2e Odgers

The World of Customer Service, 2e Odgers Resolving Conflicts To disagree diplomatically, follow these rules Reflect your understanding of the other’s position or opinion. Let the other person know you value him or her as a person, even though your opinions are different. State your position or opinion. Chapter 14 The World of Customer Service, 2e Odgers