Change management and organization development experts discuss’creating alignment’- aligning organizational strategy with daily business needs. And a large part of this is creating alignment between customer needs and employee actions as customer support providers. But we also have to take note of internal customers – those individuals within the organization that service us – as internal customers and who we service as internal customers. “There’s an amazingly close and consistent link between how internal clients are treated and how external customers perceive the quality of your organization’s services. It is almost impossible to provide good external service if your organization is not providing good internal service.” R. Zemke and K. Anderson, Delivering Knock Your Socks Off Service, 1981.
And it’s not just about internal customers within the walls of your organization, it is also about those arms-length internal customers and customer support providers – suppliers and contractors – those individuals who either supply your organization directly or come right into contact together with your external customers, directly, as your representative. These suppliers and contractors should be thought about a built-in part of your organization and the service they supply should be measured as accurately and frequently as you gauge the service level you provide.
To my mind, servicing others, whether internal or external (customer, supplier, colleague, peer, supervisor, contractor), should reflect the values of your organization and the procedure to retain the most effective customers – again, whether internal or external – may be applied across some of these groups. Suppliers and contractors should be selected and retained based on the commitment to servicing your web visitors – and your employees – as you require them to be serviced. Telus webmail not working Although you may not’own’these suppliers and contractors, you’ve the proper to demand the same amount of service you provide to your customers. When selecting your suppliers and contractors, or measuring the people you currently are connected with, these guidelines may help ensure that internal service meets the standard.
Recruit suppliers and contractors as you’d your employees.
You should be seeking out the most effective person for the job, the high performer who will have the ability to deliver on your company expectations and drive up results for the company. You will want to utilize a number of the recruiting tools you utilize when conducting a seek out a worker? Think about it. You will soon be paying this supplier or contractor to perform services for you or your web visitors so you need to expect them to be of the calibre you anticipate from a new employee. Consider requesting a resume of their qualifications and experience, customers they’ve serviced, certifications that could be required, and if available, customer testimonials. Interview them in an identical fashion to the method by which you interview for employees. Check their references and ensure you put in position a contractual arrangement that clearly documents what you anticipate from their website and what they could expect from you (this is simply another version of position profiles and expectations for the role).
In these cases, you are seeking high performers capable of servicing both your web visitors and your employees. And you’ve a responsibility to provide them with the data, resources and possibly, tools, they will have to service both these groups accurately and professionally.
Provide clear expectations of performance.
Even when your suppliers and contractors have caused your organization for a lengthy time period, it is crucial to periodically review your expectations of their role and how you anticipate them to service your customers. Clients are retained since they have developed an excellent relationship making use of their supplier and any contractor or supplier who is dealing together with your customer directly, is observed by the customer to be a worker of your company, and hence; representing your company.
When I was a broad manager for an energy distribution company, one of our contractor service technicians accidentally slice the customer’s phone line. The first issue for the customer was, needless to say, the cut phone line and the inconvenience associated. The 2nd issue was that the contractor apologized but told the customer he would need to call our company to secure satisfaction regarding the cost and inconvenience of experiencing the line repaired. The next issue was the response the customer received from the Branch Manager when he called our company office to complain. He was told we weren’t responsible since it had been a contractor that had slice the line! Yes, I too, was shocked when the customer got through in my experience to complain and said what the Branch Manager had said. Much more distressing was the fact the Branch Manager defended his position when I called him in regards to the complaint!
Without doubt we did not clearly identify to your contractor our customer support expectations. In my experience, they certainly were simple. Apologize to the customer, call our office immediately to request an answer and then assist the customer to get the perfect solution is implemented. Simple in my experience but certainly not to your contractor or, I quickly discovered, to my Branch Manager.
So my alternative was to construct a contractor customer support agreement and create a customer support training program to implement with both our employees and our contractors. We then implemented it across my region. We still had customer support issues with both our contractors and our employees, periodically,but this is a great first step.Read More