The culture of service, performance and operational excellence does not happen by accident. It requires a tight, systematic process for the whole organization to create sustainable changes
During my 17 years of career with the Ritz-Carlton Hotel Company, I was the first person to see how to create a clear and simple service culture and the responsibility of those who embrace they can create global, long-term recognition and success. After I left the Ritz-Carlton I did my mission to study other world-class organizations of hospitality, retail, manufacturing and healthcare. In doing so, I have found that many other organizations have also enjoyed sustainable success and recognition of leadership excellence through employee engagement, customer loyalty, and ultimately profits. In six months of in-depth benchmarking and research, I found six common principles shared by these organizations that have been associated with their long-term success.
This is how I created the customer service business model popularly referred to as "The Six Principles of Service Excellence
Principle 1 – Vision and Mission – World-class organizations capable of creating and maintaining a culture of service excellence have a reliable vision and mission that is familiar, possessed, and energized by all employees. In such cases, visions related statements clarify what they want in the future  Principle 2 – Business Goals – World-class organizations capable of creating and maintaining a culture of service excellence, clear, simple, numerical strengthen organizational goals and objectives that are familiar to all employees. Do not confuse employees with many goals, but you can choose 3-4 that employees not only know but understand how their work contributes to success. In addition to the objectives of world-class organizations that focus on growth and profitability, service-oriented objectives are at the core of customer loyalty, employee engagement and some form of quality improvement
* Principle 3 – Service Standards – The purpose of the service is to clarify the standards of employees for what exactly actions and behaviors are expected to provide them with day-to-day leadership excellence and customer loyalty. World-class organizations that are able to create and maintain a culture of service excellence create and communicate regularly the standards of excellence (key points of contact) that are needed to bring their vision, mission, and business goals into effect. Do not leave this by mistake
* Principle 4 – Intervention and Learning Strategy – As a reliable strategy for securing financial success, world class organizations have systems and processes that ensure their service philosophy (vision, mission, business goals and service standards) is intertwined with all aspects of organizational culture. Employee recruitment and selection, new employee orientation, training and development, performance management, reward and recognition, incentive programs, etc. In this respect, the service philosophy is integrated into each step
* Principle 5 – Alignment – World-class organizations capable of creating and maintaining a culture of service excellence use all communication resources within their sphere to continuously strengthen their service philosophy. Leaders are responsible for meeting organizational vision, mission, business goals and service standards during a day-to-day meeting, as well as on monthly or quarterly partial meetings (which are required, are not optional). Other communication resources used to coordinate staff include posters, tid cards, and portable cards that show service philosophy. They also communicate and confirm this information with employee newsletters, billboards and email headlines. Most importantly, top executives are also responsible for discussing the relevance of the service philosophy in relation to all the opportunities that they collaborate with their employees.
* Principle 6 – Measurement and Leadership Accountability – Ultimately, the measured values occur. World-class organizations capable of leading excellence use simple indicators to help employees track the success or failure of the organization to drive excellence. Measuring helps to build credibility in the process, helping senior executives determine the strengths and weaknesses of the system and better manage management's responsibility for everyday leadership.
Creating a culture of service excellence is not a journey destination. Honestly, there is no short cut or quick fix. To achieve this, management must be 100% committed to the use of a comprehensive approach and to ensure sustainability over the long term.
The Bottom Line, the six principles of service excellence, is more than one business model. This is a proven strategy to increase the performance of world-class employees and increase customer experience from average to extraordinary. And if implicitly followed, all organizations (small or large) lead to achieving and maintaining a working environment that promotes superior employee performance and service excellence.
Source by sbobet