Embedding excellence in customer service
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This document discusses embedding excellence in customer service. It begins by introducing the speaker and outlining the topics to be covered, which include prerequisites for excellent customer service, instilling and validating it, sharing best practices, and future challenges. It emphasizes that excellent customer service requires the right people, policies, and processes. Key aspects are adopting a continuous learning mindset, empowering employees, and validating excellence through standards and rewards. The document also notes emerging technologies that will impact customer service delivery and the ultimate challenge of continually transforming the customer experience.
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Participants will learn how to perform “Training Needs Assessments”
Participants will learn how to Design Training Needs Assessment Surveys.
Participants will learn how to handle requests for Training Requirements Analysis
Participants will learn what are the Misconceptions about Training.
Participants will learn about Training Delivery Methods.
Participants will learn about Determining Training Delivery Methods .
Participants will learn about Evaluating Training and Results.
Participants will learn about Guidelines for Evaluating the Effectiveness of Training.
Participants will learn about Total Quality Management (Training and Human Resources Development )
Participants will learn about Examples of Quality Management Training.
Participants will learn about using Ice Breakers in Training
Participants will learn how to facilitate discussions, direct activities, manage the training session and acquire many other skills to help them train effectively.
They will have an opportunity to practice Training.
They will leave with new ideas on how to "spice up" training as well as reinforce the skills that will make them feel masterful in training others..
Creating a Culture of Service Excellence
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1. Preparation, including understanding adult learning styles, the differences between teachers and instructors, creating checklists and lesson plans, and motivating audiences.
2. Training delivery, including gaining attention, setting aims and objectives, explaining content, facilitating discussions, and demonstrating techniques.
3. Best practices such as using multimedia, facilitating discussions, summarizing, and checking for understanding.
The goal is to equip participants to effectively plan, deliver, and facilitate their own training sessions.
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Understand the importance of the provision of good customer service
Identify customer and organisational needs and expectations in respect of service levels
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This document provides an overview of Lean Six Sigma Yellow Belt Certification training for the service industry. It discusses the importance of improvement culture and methodologies like DMAIC. Improvement focuses on continuously improving processes to better meet customer needs and remove waste. Good service is defined by the customer, not the organization, and focuses on eliminating defects. Processes must be regularly evaluated and improved to address changing customer and operational needs.
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The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
Customer focused-success can be yours
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More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
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FGBMFI
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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- 1. Embedding Excellence in Customer Service Neil Potentier Practitioner for Assessment Services
- 2. Contents • Me • Setting the Scene • Pre-requisites for Excellent Customer Service • Instilling & Validating Excellent Customer Service • Sharing Best Practice • Future Challenges • Question Time
- 3. Me • Passionate about excellent service • Tells the organisation • Tells others (advocate) • Complains • Expects action and improvement • Tells others about bad experiences
- 4. Setting the Scene – The Eternal Triangle £Pipeline People CustomersQuality Investors in People Customer Service Excellence Your Industry Standard
- 5. Stock-check….. •Is your pipeline protected •Have you got the 3 essentials in place? •How do you know?
- 7. Pre-requisites for Customer Excellence • Product and service • People • Policies • Procedures • Processes • Performance targets • Professionalism and ethics • Promotion
- 8. Stock Check….. • Have you got all the P’s in place? • Are they fit for purpose? • Are they customer friendly? • Can they help create excellence?
- 9. People • Recruiting attitude • Self-motivated • Empowered • Responsible/accountable • Professional, ethical, genuine, friendly and caring • Meet change positively • Reflect and continually improve (Kolb & Fry Mind-set)
- 10. People - Kolb & Fry Mind-Set
- 11. People – Model Employees • Continually review their own performance and ask if they can do things better for the customer. • Has the ability to think of the ways by which they can do things better for the customer and the organisation • Has the courage to try out the new ways (with management support) • Is a role model and exemplar of delivering excellent customer service. • Has the honesty to admit they got it wrong, but to learn from their mistakes. • Does not see change has a threat but can adapt to meet it head-on. • Does not blame others for their shortcomings but works with them to help them improve.
- 12. People – Model Employee continued… • Does not pass the blame to others and uses the collective ‘we’ to apologise to customers • If an issue is raised personally with them by a customer they take ownership and close it out to a satisfactory conclusion. • Displays a positive mind-set and a ‘can-do’ attitude with regard to delivering customer service. • Is professional, ethical, honest and transparent with management, colleagues and customers. • Is loyal and committed to the organisation • Above all sees their customers as the main focus and purpose of their work.
- 13. Stock-check….. • Have your people got a Kolb & Fry Mind-set? • Do your managers provide the right climate? • Have you got Model Employees? • How do you know?
- 14. Instilling and Validating Customer Excellence • Derived from Best Practice • Provides structure and discipline • Creates milestones • Validates excellence • Rewards excellence • Embeds continuous improvement
- 15. The Customer Service Excellence Standard • Issued under licence by Cabinet Office • Previously Chartermark • 5 Criteria/57 Elements – Compliance, Partial Compliance and Compliance Plus • 1 – Customer Insight • 2 – The Culture of the Organisation • 3 – Information and Access • 4 – Delivery • 5 – Timeliness and Quality of Service
- 16. Best Practice • Increasing use of Apps • Emergence of Virtual Chat • ‘Hotel Style’ performance ratings • Matching data to individual preferences • One-stop individual service • Voice and thumb recognition • In-your-face signage and notices
- 17. Future Challenges • Keeping up with/keeping ahead of advances in technology • Providing learning space for your students • Signposting to available learning space • Supporting them remotely • Dealing with survey saturation • Identifying your advocates • Using advocates to promote you • ‘Customers can be our second marketing dept’
- 19. The Ultimate Challenge • How can you go on continually transforming and improving the customer experience so they get the ‘wow’ factor and become advocates for you and also become your friend to the extent they are with you when things go wrong? They will willingly and proactively provide you with feedback at every opportunity
- 21. The Final Stock Check….. •Are you ready for the challenges ahead?