Customer Service Organization Sometimes it's difficult to think about all the dynamics to reach the areas you work with to get the best results in the shortest possible time. narrow down the choices to work with 3 P.
Perception, Procedure and Personnel
It is important to make sure that you work with the Trends of the Organization, not one time. One-off incidents usually result from long-term deficiencies in the Organization. They bubble to the surface after a perception, a procedural or a staff question was cooked for a while.
They are usually dramatic, remembering forever and raising parties and companies to get together. What you are looking for is a Trend. A series of events will become Trend.
You can manage trends. It's hard to handle a one-off event.
Think about it. If you go to your doctor and tell him last week he was burning in his chest and never came back, he only lasted 10 minutes and has never been in his life, the chances of finding the trigger are very slim. He can propose a test package, deeper interviews with the person who consumes food, injecting fluid, and family history, and generally examines it and tries it until a series of symptoms or test results lead to Doc. If they were not present, it would be difficult to make another recommendation than "to come back when it is re-turned."
However, if you have the same burning sensation 4 days later, you notice it instantly after you have a knot of chicken with a sauce, it lasts for 45 minutes and is repeatedly repeated, your doctor should continue something. He would be able to focus on the symptoms described and suggest correction in the diet, in the fluid intake, or even in a treatment to treat the condition. The Customer Service is managed and diagnosed just like this.
So now that we have determined that timers and trends are different and require different methods, let's see what we can deal with.
Observations are calm, blurred, and sometimes difficult to get stuck. This is because it is a "personal experience" with your store, office, department, staff, reception, cashier, consultant, counter, etc. … and this affects the weather, the client's spouse, children, the work of the line, is there a warehouse where the customer had to park, how much time they spent in the lunch break, etc. There are so many factors that go to Perception.
This is where a large number of personal personal observations, retrospective surveys, personal interviews, interactions with clients, and company staff are guided by what needs to be addressed in changing perceptions. And the source material and the results must be within a certain period of time that all factors are "balanced"
. Having a firm deal with the perceptions you experience, you can decide on the course to improve. This can be a simple fix, such as adding Wi-Fi to your store, so customers can surf while waiting or add more money at peak time or in a clean store. If this is not an obvious item, you can change it, you may need to look elsewhere.
It is possible that a procedure will lead to negative perception. Your company manual may be out of date and will not reflect the changing market. Perhaps 10 years ago your client base consisted of 30 types of income families. Now, demographics, economics, and changing styles are a group of new customers who are somehow 20 and are not married with an income.
Have the procedures and training done ten years ago? the customers you serve today?
This is a trick with Detection. This is a moving goal
And to stay current and synchronized with your customer base, you must constantly remember to update and update your Procedures and Training to match those you are serving.
Failure to Lead a Train Fails Customer Failure
Most importantly, the highest 3 P, staffing
Staff issues are most difficult to handle because we are all human. I learned a valuable lesson from a technique I worked with once. He ran my own business when I rented and often talked to him about employee philosophy and management. She once told me that she never had a problem that someone was gone. I was in my career at the point where I was a little selfless in my management style and I thought that everyone could be created through Training and Motivation. Tom was a bit different to his subject. He told me, "I never hesitated to let go of someone if I think they have to go." If I have to think about this, then they have been brought for you. "And he was right.
If this person is not the right person in the right position, something can change.
And though I'm still a little selfless and I'll give advice to the employee and see if they can help with the training, the motivation to do well is still in need of staffing. If you have clear standards and competencies, you should only look for the friendliest people. And here's a convivial call. Everyone has the best behavior in an interview.
You can feel emotions for a person; it is better to test it. And most tests are not as expensive as long-term savings and energy to find the right person.
Changing staff to make changes will demoralize the organization and make everyone uncomfortable. If you know, move the Staff to a position that fits better with their personality or the level of skill they are currently in. Make sure the rental guidelines are in place to match the right person.
Use the 3 P to start breaking the areas you want to look at in your body. They help you focus on items that have the greatest potential to bring you and your company's resources to the highest return on time, energy, and investment.
This is a great place
Source by sbobet