© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Week 26 Deliver quality products and services
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Week 26: Deliver quality products and services This week you’ll be reviewing The Landscapers Association’s current level of customer service performance. In particular you’ll: • Determine if the company delivers products and services to customer specifications • Identify how the company monitors team performance to ensure they’re meeting organisation’s quality and delivery standard • Identify how you can assist colleagues to overcome difficulties in meeting customer service standards
Your tasks this week are to • Complete the discussion on quality customer service • Complete your reflection on customer service difficulties • Review the customer service incident and answer the questions to ensure that services are delivered and maintained to agreed standards
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Resources
Reading covers: • Delivering products and services to customer specifications • Monitoring team performance • Assisting colleagues to overcome difficulty in meeting customer service standards
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Delivering products and services to customer specifications
• A key aspect of understanding your customers is to discover why they buy from you. • The most common reason is price, quality and timeline policies • This is an important promotional tool in order for the company to increase their ability to maintain high customer public relations • It is important for the company to measure if delivery of service meets planned outcomes and customer expectations
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Quality and delivery standards The main areas an organisation should focus on are: Customer satisfaction Customer retention Customer loyalty Employee commitment To implement all the elements that make up the delivery of excellent customer service, companies should promote a flexible yet measurable customer focused approach based on this 5P’s Service Quality Model (Philip Forest 2012). The Service Quality Model will only deliver its full potential and value if they are embedded into the organisational infrastructure. Maintenance needs to be carried out through a continuous cycle of measurement and communication, supported by the key pillars of education and training. The Model distinguishes the 5 main factors of customer service excellence, which directly impact and determine customer satisfaction.
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
5P’s Service Quality Model POLICIES – the guide of action. Allocation of resources (time, money and effort, etc) to the achievement of the organisation’s service excellence goals ATTRACTORS Products/Services – the key reason why customers are engaging with the organisation, build loyalty or leave to the competitors Premises – major contributory factors to the customers overall impression of the business and can act as major attractors to new customers
Continued
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
5P’s Service Quality Model RETAINERS Processes – one of the most crucial elements in the delivery of service excellence and customer satisfaction. Customers expect a satisfactory outcome after completing a transaction and it is the efficiency and effectiveness of the processes that contribute greatly to the expected outcome. People – the main resource of an organisation. Their knowledge, competence and skills can positively influence the service quality performance and the success of the organisation.
Continued
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Plan to meet customer requirements The PDCA cycle is a four-step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement. PDCA is applied to all components of the 5P’s Service Quality Model with the aim of ensuring continuous improvement. PLAN Define the problem to be addressed, collect relevant data, and ascertain the problem’s root cause DO Develop and implement a solution, decide upon a measurement to gauge its effectiveness
Continued
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Plan to meet customer requirements CHECK Confirm the results before-and-after data comparison ACT Document the results, inform others about process changes, and make recommendations for the problem to be addressed in the next PDCA cycle
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Monitoring team performance As a team manager your role is to guide, support and monitor your team members to achieve the team’s goals which aligns to the organisational goals. This is done by • ensuring team members understand the organisation’s standards for customer service Staff training (informal and formal) • regularly monitor each team members performance Compare and document actual performance against planned performance Identify the reasons for any difference (eg environmental changes, resource usage) Implement action strategies to adapt performance or after the customer service plan Continued
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Monitoring team performance
• guide/train your team members to ensure they meet legal obligations Australian consumer law Privacy laws Work health and safety Ethical principles Anti-discrimination Industry specific legal requirements • supporting your team and encouraging positive behaviour and discouraging negative behaviour
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
To determine whether an employee would benefit from training, coaching or mentoring the following can be done: • Observe work performance • Test/assess employees • Analyse client/customer feedback • Map demonstrated employee skills • Analyse employee satisfaction levels • Conduct regular performance evaluations
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Difficulty in meeting customer service standards As a team leader you need to: • be aware of the organisations policies and procedures with respect to customer service • manage customer service issues that you or your staff may encounter Staff may encounter difficulties with • handling customer complaints • addressing customer behaviour • relating to customer needs using empathy • obtaining customer feedback
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© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Difficulty in meeting customer service standards
Ways you can support these difficulties is by • role-modelling effective communication strategies by organising some one-on-one coaching • provide a mentor (experienced and empathetic staff member) • provide counselling • remind staff of organisational policies and procedures This may be done formally, informally, through articles on the intranet, via newsletters or on staff bulletin boards
Continued
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Other difficulties staff may encounter are lack of knowledge or understanding of • products and/or services (therefore unable to match with customer needs) • procedures for delivery of goods • record-keeping systems • how to deal with customer enquiries Ways to reduce these difficulties may involve • job training to cover product knowledge requirements and delivery procedures • provide customer management software • training staff to allow staff to perform methodical record-keeping Train staff via role play situations or via observation of techniques employed by more experienced staff to identify what the customer wants
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Week 26 Assessment:
• Complete the discussion on quality customer service • Complete your reflection on customer service difficulties • Review the customer service incident and answer the questions to ensure that services are delivered and maintained to agreed standards
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Week 26 Assessment: Customer complaint case study
You’re required to review the current level of customer service provided by The Landscapers Association. Read the following case study and answer the questions. A customer phoned The Landscapers Association two weeks ago requesting a referral to a landscaper. They discussed their landscaping needs and a referral was given to them by the receptionist of the most appropriate member for the job. The customer attempted to contact this landscaper numerous times over the past two weeks with no success. The phone would go to voicemail where many messages were left to contact the customer, however, the landscaper did not return their call.
Continued
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
Assessment continued The customer phoned The Landscapers Association yesterday to advise them of their frustration in getting in contact with the member referred and requested that they are referred to another member. The receptionist advised them that they need to just keep phoning them and leave messages and the landscaper will eventually return their call. When the customer insisted that the receptionist give them another referral the receptionist advised that there was no other member available that would suit their needs and that they just need to persevere. The receptionist has been employed by The Landscapers Association for many years and is aware of our expectations when dealing with customers. • List the strategies you would use as a manager to resolve the situation? • How would you follow up this incident with the receptionist? Explain the steps you would take following this occurrence. • What steps would you take to determine how The Landscapers Association could deliver better service to the customers seeking referrals? Reflect these changes in the flow chart. Approximate length: 500-750 words, updated process chart or flow chart
© NSW Technical and Further Education Commission C3 Wk26, Aug 2016| Version 2.0
What’s on next week
Next week you’ll look at how The Landscapers Association monitors, adjusts and reviews its customer service performance by: • developing surveys and other devices to obtain and apply customer feedback to improve products and services • developing, procuring and using resources effectively to provide quality products and services to customers • problem solving in order to adapt service and product delivery in consultation with stakeholders • managing feedback according to relevant processes.