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Published byKevin Harrison Modified over 7 years ago
Good Customer Service Needs Good People Management
Introduction Are you a people manager? Do you have direct contact with the customer? Who is managing the customer?
Role of the Frontline Staff at the frontline are managing the customer They manage the customer interaction by taking ownership, listening, asking questions, offering a solution, dealing with issues or concerns
Role of the People Manager Customer service plan / philosophy Policies and procedures – get it right the first time Recruit “managers” for the frontline
Role of the People Manager Harness the energy of the team by making them partners of the business Allow the team to manage the customer
Workshop Overview Recruitment of the right people Challenging customer behaviour and implications for people managers
Key Elements to an Effective Recruitment Strategy Reliability Validity Legality
Selecting the Right People What are you looking for? What is needed to achieve your customer service plan?
Selecting the Right People When you consider a top performer, what is it about this person that stands out in your mind?
Selection Criteria The skills, knowledge, attitude and behaviour required for success in a given position Remember the iceberg
Behavioural Interviewing Recognises the importance of technical competence however the focus is on the applicant’s attitude and motivation which drives their behaviour (below the water level) Difficult to train / develop attitude and motivation
Selection Methodology Interview/s Assessments Psychometric Testing Reference Checking Based on the selection criteria
Behavioural Interviewing Behavioural interviewing aims to identify both the applicants’ strengths and development areas in the given areas of competency i.e. the selection criteria It is about gaining a balanced view of the applicant
Premise If you want to be able to predict an applicant’s performance, examine what they have done in the past – not what they could, would do
Model Responses Manage Challenging Customers Demonstrates a willingness to resolve the issue Remains calm Assertive yet empathetic Displays a can-do attitude Takes ownership of the issue / concern
Model Responses Useful to consider what you do not want Does not take it personally Does not become defensive or angry Does not blame the organisation i.e. “I only work here”
Model Responses Identifies exactly what you are looking for in behavioural terms Allows you to set a benchmark for required competency Will help you to select the “right” people
Model Responses Useful checklist before, during and after the interview Promotes an objective assessment
Behavioural Questions Aim to give the applicant an opportunity to demonstrate their level of competency against the criteria In reality, not all applicants will meet the criteria
Behavioural Interviewing Use the SAO framework Situation Action Outcome Probe however do not lead the applicant
Example Challenging customers can be difficult to manage. Can you tell us about a time when you were required to manage a challenging customer?
Follow Up Questions What did you do then? How did you feel? What was the outcome? What would you do differently next time?
Selecting the Right People Identify the selection criteria Develop model responses Develop interview questions Conduct interviews Develop / conduct assessments Rate applicants Select the “right” people
Challenging Customers What is “challenging”? What does your customer service plan suggest about challenging customers? Are your people at the frontline willing and able to manage challenging customer behaviour?
Challenging Customers Provide applicants with a realistic overview of the job, the team and the organisation If dealing with challenging customers is part of the job state this and ask BI questions / assess to determine the applicant’s motivation and skill level to be able to manage this behaviour
Challenging Customers “I want to complain! I have been given the run around and am not happy. What sort of business are you running here?”
Challenging Customers Selecting the right people is a great start and yet in reality, managing challenging customers can still be difficult …… What are the benefits in supporting your frontline?
Benefits Increased team morale / motivation / energy Achievement of team / personal goals Increased customer satisfaction Increased productivity / profitability
Challenging Customers What can you do to support your frontline to ensure they have the tools to be able to effectively manage challenging customers?
Strategies for the People Manager Develop / review policy, service standards – in line with your customer service plan See staff as partners in the business Empower the frontline to manage the challenging customer
Strategies for the People Manager Provide training – customised, relevant to your business, in line with your customer service plan Conduct induction, refresher sessions Conduct regular team meetings
Strategies for the People Manager Provide motivational / self management workshops Debrief / provide performance feedback – incentives and morale boosters Develop / implement feedback mechanisms
Strategies for the People Manager Analyse and act on trends i.e. review standards / provide further training Role model appropriate behaviours i.e. how do you deal with internal customers / challenging behaviour?
Strategies for the People Manager Provide the necessary tools for the frontline to manage the customer Allow the frontline to manage however keep them motivated and energised to take the next call / serve the next customer
Workshop Summary Recruit in line with your customer service plan Allow your people to manage at the frontline Be a role model Continue to raise the bar i.e. customer service standards
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