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STRATEGIES FOR CREATING A SERVICE CULTURE IN ORGANIZATIONS
By Ben Henry
July 20, 2006
In our current competitive environment, the issue of quality
customer service is one that Jamaican companies ought to take
seriously. Our private sector is vulnerable to the effects of global
competition since its market is the world with infinite options of
products. Survival in this century and beyond depends on four
factors: customer satisfaction, employee satisfaction, leadership
and continuous improvement. Only those Jamaican companies that
deliver quality service consistently will survive. How does a
Jamaican company get to join the small enviable group of homegrown
quality service organizations like Sandals and Beaches Resorts,
Jamaica International Insurance Company, and Jamaica Money Market
Brokers? By adopting several strategies for creating a service
culture, outlined below:
1. EXPLORE THE VISION:
According to Bennis and Nanus, a vision articulates a view of a
realistic, credible, attractive future for the organization, a
condition that is better in some important ways than what now
exists……..with a vision, the leader provides the all important
bridge from the present to the future of the organization
A vision therefore describes the image that the company intends to
fulfill. The four factors mentioned above as critical to the
survival of the company should be included in the vision statement.
A vision is more than a set of strategic objectives or a business
plan. It captures a long term view and describes the finest
expectations that the owners have for the company. It serves to
challenge people to do their best and improve their best; affirm the
company’s core values that underlie its decision and performance and
help people identify with purposes and goals that transcend anything
that they could accomplish on their own.
2. COMMUNICATE THE VISION TO EMPLOYEES AND CUSTOMERS:
The vision of an organization maps out where it wants to go, and the
organization then communicates and sells that vision internally, get
ownership of it at all organizational level, and then execute it.
A vision must be understandable, credible, and uplifting. Great
leaders often inspire their followers to higher levels of
achievement by showing them how their work contributes to some
worthwhile outcome. In 1981, when Butch Stewart went into the hotel
business, he articulated his vision of Sandals as follows: to be the
best all-inclusive hotel group in the world. Mr. Stewart’s mandate
to management was: “Give the customer more than he or she expects”
Armed with the chairman’s verbal and financial commitment to
quality, the Sandals management team went to work to fulfill the
vision.
3. DISCUSS GOALS AND EXPECTATION WITH EMPLOYEES:
Managers and supervisor should transfer five kinds of data to
employees:
i. Specific instructions about what to do and how to do it;
ii. The reasons for the particular job and how it relates to other
jobs;
iii. Policies and procedures;
iv. Performance feedback; and
v. Corporate goals and objectives
Customer satisfaction standards must be developed and employees
trained into these standards. These service standards must be part
of the job description, to demonstrate to employees that the company
is serious about customer service. Furthermore the service standards
must be a part of the employee’s performance appraisal; thereby
giving these standards added importance in the eyes of the employee.
4. EVERY SUPERVISOR MUST BECOME AN EXPERT IN HIS/HER FIELD:
This will enhance the supervisor’s role as a trainer, a coach, a
cheerleader and nurturer of champions. Supervisors must engage in
lifelong learning if they are to excel in these roles and maintain
their credibility in the eyes of employees.
5. DEMONSTRATE COMMITMENT:
The CEO must demonstrate commitment to creating a service culture in
his / her organization by releasing the resources in order to effect
the implementation. Lip service won’t do it. Releasing the necessary
resources to train and develop the staff, sends a powerful signal
that the man at the top is truly committed.
In addition, the CEO should write a letter to all employees
outlining his philosophy and commitment to quality customer service.
The letter should not be a formal letter, no “Dear Employee” letter,
but a letter addressed to the individual employee and signed by the
CEO.
The CEO should also hold meetings with employees to communicate his
philosophy and values about customer service. He / she should have
lunch with employee s when possible. Wandering among employees at
all levels, getting to know them informally, send a powerful message
to employees.
Management should become role models, teachers, coaches, and
nurturers of champions. New criteria for recruitment, selection,
promotion, retirement and separation should be developed. One of the
most subtle yet most potent ways in which culture gets embedded and
perpetuated is the initial selection of new members. For example,
for customer contact employees a set of service-oriented
characteristics should be developed, and new employees for such
positions would be hired by that standard.
There must be commitment to hiring smart, training employees,
empowering them, motivating them, and rewarding them. There must be
commitment to making continuous improvement a way of life in the
business. And there must be commitment to managing and supervising
the service encounter daily.
6. PARTNER WITH CUSTOMERS:
The company should get verbal feedback from customers about service
delivery. Solicit ideas from customers about how you could improve
the service. Convene focus group meetings quarterly and look your
customers in the eye and ask them what you are doing right so that
you can continue to do them, and what you are doing wrong so you can
fix them.
7. CONDUCT DAILY BRIEFING SESSIONS WITH EMPLOYEES :
Companies especially those that are visited by customers such as
supermarkets and pharmacies should, conduct 5 - 10 minute briefing
sessions with employees prior to opening their doors to customers.
Remind employees of the company’s vision, mission, and the
importance of delivering exceptional customer service. Let them know
that you will be observing them during the course of the day and
will give them feedback at the end of the day.
8. OBSERVE EMPLOYEES AND DOCUMENT GOOD AND BAD SERVICE :
Carry a small notebook and make notes. Employees “caught” delivering
exceptional service should be given immediate praise. Those “caught”
delivering bad service should be given immediate
non-threatening corrective coaching.
9. CONDUCT REVIEW SESSIONS AND GIVE FEEDBACK:
At the end of the day, conduct a 5 – 10 minute review session to
give feedback. Begin by giving positive feedback. Praise those you
already praised one – on – one by naming them. Then give negative
feedback. Let the group know of any shortcomings in service delivery
for that day. Never name names here. Those who gave bad service
already know who they are and were given corrective coaching.
Delivering negative feedback to an employee in front of their peers
should never be an option.
CONCLUDING :
It is easy to detect the presence of a service – oriented culture.
When a service – oriented culture exists, the operational policies,
procedures and processes of the company will all reflect obsession
with service quality. As soon as you walk into that business you can
feel it all around you. Go into Jamaica International Insurance
Company on Knutsford Boulevard and you will see what I am talking
about.
Creating a service culture does not happen overnight. It can take
several years to achieve. The development of a service culture in a
company can be stopped in its tracks when a CEO who is committed to
service is replaced by one who has no clue what service is and its
critical importance to the company’s long term survival. Top
management support and leadership is not only critical to the
transition to a service culture but remains critical for its
maintenance. Jamaican companies who take the bold step to develop a
service culture and ensure its maintenance are the ones who will see
the 21st century through as economically viable enterprises.
Dr. Ben Henry is Managing Director of Customer Service Academy
of Jamaica Limited, a customer service and management consultancy
based in New Kingston.
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