FROM 3 RING CIRCUS TO 5 STAR SERVICE ATTRACTING - PowerPoint PPT Presentation

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FROM 3 RING CIRCUS TO 5 STAR SERVICE ATTRACTING

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Working in pairs describe your best and worst experiences as an interviewer ... There are 3 roles, interviewer, interviewee and observer coach. ... – PowerPoint PPT presentation

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Title: FROM 3 RING CIRCUS TO 5 STAR SERVICE ATTRACTING


1
FROM 3 RING CIRCUS TO 5 STAR SERVICE ATTRACTING
RECRUITING GREAT PEOPLE OCTOBER 9 2009
2
A Customer Service Charter
  • CUSTOMER SERVICE CHARTER
  • This charter is to demonstrate the Essendon
    Football Club's commitment to ensuring you will
    always receive the best service. It defines the
    level of service you can expect from your
    association with the club.
  • 1. Customer ServiceThe Essendon Football Club
    will.1.1 provide honest, friendly, courteous
    service and treat you as a valued customer.
  • 1.2 provide employees with the necessary
    knowledge and training to ensure that our
    customer service standards are met.
  • 1.3 maintain a level of technology that will
    assist us to continually improve the standard of
    service we provide.
  • 1.4 survey a random selection of our customers on
    a regular basis to assess our performance. The
    results will be published in the club yearbook.
  • 1.5 ensure that any concerns or complaints about
    your service are dealt with promptly and to your
    satisfaction.
  • 3. Customer Enquiries The Essendon Football Club
    will3.1 return telephone messages before the
    end of the next working day. All issues will be
    resolved in accordance with the timeframe agreed
    by both parties.3.2 acknowledge receipt of all
    written communication within three working days.
  • 3.3 for more complex issues that require further
    investigation, provide regular progress reports
    to ensure that you are kept informed.
  • 3.4 keep an accurate record and monitor your
    query on our customer service database.
  • 4. MembershipThe Essendon Football Club
    will4.1 offer a wide range of membership
    packages.4.2 provide easy to understand
    brochures and renewal processes.
  • 4.3 offer customers multiple payment options.
  • 4.4 mail membership tickets and fulfillment packs
    to members within 4 - 6 weeks of receipt of
    payment. (Members who request seat changes may
    not receive their tickets within this period.
    This will depend on seating availability).

3
Customer competencies
  • Serves customers with compassion, creativity and
    competence
  • Is friendly and responsive when dealing with
    customers
  • Follows through on any undertakings made to
    customers
  • Undertakes research to better understand customer
    needs
  • Acts on customer feedback to improve service
    quality
  • Acknowledges the cultural and personal diversity
    of our customers
  • Strives to think from the customers perspective.
  • Advocates for customers inside the council

4
Great and dreadful customer service experiences
  • In table groups share GREAT and DREADFUL customer
    service experiences
  • What do these experiences tell us about great
    customer service people?

5
The pillars of customer service
Great customer service
Great systems processes
Great culture
Engaged staff
Great people
6
Dissatisfied customers are an interesting group
  • For every one that complains there are at least
    25 who do not.
  • By word of mouth dissatisfied customers will tell
    eight to sixteen othersabout their
    dissatisfaction. 
  • With the web some are now telling thousands.
  • 91 of dissatisfied customers never purchase
    goods or services from the company again.
  • A prompt effort to resolve a dissatisfied
    customer's issue will result in about 85 of them
    as repeat customers.
  • Depending upon the business, new customer sales
    may cost 4 to 100 times that of a sale to an
    existing customer
  • Local government doesnt lose customers they
    stay and complain like crazy.

7
Telling a story
Great place to work
Learning
Results
An organisational Core Theory of Success
Relationships
Service
8
Getting it right
Understand expectations
Service standards
Respond measure
A virtuous cycle of customer service
Recruit develop
Listen
9
Closing the service gaps
Customer service expectations
Gap 5 Service Gap
Customer perception of service provided
The quality of service promised to customers
The quality of the service delivered
Gap 1 Knowledge Gap
Gap 4 Communication Gap
Gap 3 Delivery Gap
The service standards set as company policy
Gap 2 Standards Gap
What you perceive your customers expect
10
Best and worst interview experiences
  • Working in pairs describe your best and worst
    experiences as an interviewer
  • Working in pairs describe your best and worst
    experiences as an interviewee

11
Types of interview questions
  • Closed
  • Yes/no responses
  • Open
  • Explanatory responses
  • What if
  • Imaginary
  • Behavioural event-based
  • Actuality-based

12
Behavioural-event based questions
  • Based on actual event(s)
  • Requires a structured approach to the question
    and answer
  • C - Circumstances
  • A - Actions
  • R - Results

13
Creating interview questions
  • Create interview questions to assess a
    candidates suitability for a customer service
    role

14
The interview
  • Relaxed and comprehensive
  • Designed to capture information about the
    candidate
  • Give candidates the chance to talk about
    themselves and to listen (to find out about the
    organisation)

15
Interview setting
  • Table setting alternatives
  • Round table - cosier, more relaxed style
    interview, less intimidating
  • Large rectangular table - potentially daunting
    and uncomfortable. Could be used in situations
    where candidates performance while under stress
    needs to be assessed.
  • Small square tables - also quite cosy. More
    official than a round table setting and possibly
    less relaxing.
  • Long table for committee open chairs for
    candidates - candidates may feel exposed and
    uncomfortable. Quite daunting.

16
The interview structure
  • Opening
  • Designed to set the scene and ensure the
    candidate is comfortable
  • Greet
  • Explain the purpose of the interview
  • Describe the process to be followed
  • Probing the candidate
  • Finding out if they are the right person
  • From easy to tough
  • Assess fit, capability, self-awareness
  • Closing the interview
  • Opportunity for candidate to ask questions
  • Where to from here

17
What to look for in the interview
  • Question responses
  • Relevance
  • Depth
  • Consistency across questions
  • CAR format used
  • Gives what if answers to CAR questions
  • Language
  • I/we
  • Jargon
  • Acronyms

18
What to look for in the interview beware of
  • Bagging a former employer/colleague
  • Nothing to ask at the end of the interview
  • Candidates asking stuff they were too lazy to
    find out themselves
  • Candidates who know nothing about your
    organisation
  • Body language
  • Hand shake neither Mark Latham nor a wet fish
  • Personal space
  • Eye contact
  • Posture

19
Some referee questions
  • In what capacity do you know name ?
  • How long have you known name ?
  • How did you find name as an employee/work
    colleague?
  • What was name relationship like with fellow
    workers?
  • How would you describe their attitude to customer
    service both with internal and external
    customers?
  • How did name respond to management and
    receiving direction?
  • Was name reliable - attendance, etc?
  • Do you know of any problems name would have
    working in an environment such as I've described?
  • Would you employ name again? If not, why
    not?

20
Interview practice
  • Work in groups of three. There are 3 roles,
    interviewer, interviewee and observer coach.
  • Each interviewer takes one question from the pile
    and asks the question.
  • The interviewee takes a scenario from those
    available.
  • The observer/coach gives the feedback at the end
    of the interview to both the interviewer and the
    interviewee

21
So now you have them should you keep them?
  • What do you currently do to assess the customer
    service competency/attitudes of staff?
  • If the answer is We do nothing why focus on new
    hires?
  • What do you currently do during the probation
    period to assess the customer service
    competency/attitudes of probationary staff?

22
Assessing during the probation period
  • Regular meetings with the new person to discuss
    how they are going and highlighting the needs of
    customers by asking
  • What are you finding out about our customers?
  • What have you done recently that has delighted a
    customer?
  • What have you discovered since you joined us
    that will help us serve customers better?
  • How are you treated by colleagues when you are
    their customer?
  • If you could change anything about the way we
    deliver customer service what would you change?
  • Sometimes the new chum sees things others dont.
    Tap into that.

23
Assessing during the probation period
  • Ask the new person to seek service feedback from
    colleagues and customers
  • Create a customer feedback card along the lines
    of
  • I am a newly appointed person at X Council. Can
    you please give me some feedback about how I have
    helped you today and how I could have done things
    better.
  • This sends a message not just to the new person
    and your customers, but also to other employees
    that you are serious about customer service.
  • Half way into the probation period ask the new
    person to give a short presentation at morning
    tea to their colleagues about what they have
    found out about how you do customer service.
    Invite the senior management team to come along
    but be careful a new hire might be intimidated by
    senior staff coming along.

24
Three month conversation a different approach
  • Has your customer service position with us met
    your expectations? If yes, how? If no, why not?
  • What has been the highlight of the past three
    months?
  • What training have you attended in the past three
    months?
  • How do you think that the operation or structure
    of your area could be improved?
  • How informed do you feel you are kept of what is
    happening here?
  • What type of interaction have you had during the
    past three months with other business
    areas/units?
  • What have you learnt about us in the past three
    months that you didnt know when you started
    working here?
  • Are we maximising the full potential of your
    skills, abilities and experience in the job you
    are currently performing? If so can you tell me
    how?
  • How can your job be made more rewarding and
    stimulating?
  • What do you think about our approach to customer
    service and how we apply it? How would you talk
    about our customer service approach to other
    people?
  • Do you have any comments or suggestions you would
    like to make?

25
Changing what you do
  • As a result of what we have done today
  • What is the MOST IMPORTANT thing to change about
    how you recruit and retain the right people?
  • What is the MOST URGENT thing to change about how
    you URGENT and retain the right people?
  • What will be the MOST DIFFICULT thing to change
    about how you recruit and retain the right people
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