Service

From HMCwiki

Service doesn’t come from doing just your best. It comes from a system of groomed hearts, minds and processes ready to please the customer. When addressing service one should:

1. Discover inconsistent service
2. Get everything in the way of top-notch service out of the way
3. Create a punch list for service improvement

Punch list for service improvement

The following series of questions could be a punch list for tuning the service engine in your work environment. Pull together a Service SWAT team and overlay these questions to the customer’s entire experience cycle to find any holes that need to be shored up. Those that have an impact are candidates for evaluation, and possible change.

• Are the standing operating procedures geared to protect the company from abuse or are they customer-friendly?
• Do the procedures match reality?
• Are the procedures clear and concise and open for all to use?
• Are judgment calls spelled out or guidelines available for line staff can deliver consistent service?
• Are the equipment and supplies sufficient to support good service?
• Is it obvious to the customer tat the company provides the best equipment and supplies to serve them?
• Can the staff put their signature on their work and be proud of it?
• Are the staff spread too thin to do a quality job? (great production at the cost of service)
• Do staff have time to develop business relationships?
• Do staff have time to give the customer the time they need to feel served?
• Do staff have sufficient time and diversity to maintain a good attitude without fatigue?
• Are the staff trained in the know-how of their business?
• Can they properly reflect the professionalism of the business?
• Are the staff trained at providing outstanding service?
• Is there an expectation and review process to insure what is trained is put into practice?
• Are the right people in the right places (i.e. friendly, easy to understand person manning the phones)?
• Does the company's voice mail seem like jail or does it quickly get the customer to their answer?
• Has the tele-flow choice-mapped and made sure the customer can readily get the answer they seek?
• Do the customers feel it is your privilege to serve them?
• Are there quick/effective back-up plans when electronic systems fail?
• Does everyone know the recovery plan when service flops?
• Is the service-load equally shared? Do staff pitch in when service is ailing?
• Are there service vulnerabilites that need to be bulletproofed?
• Are the service standards known by those who affect them, are they high enough?
• Is the workforce’s and management's compensation tied to service ratings
• Does the company have hair-on-fire service geeks? Can they be let out of their cage and have a positive influence on others?
• Do you buddy up new employees with mentors exhibiting top service?
• Does management have a zeal about service? Those that don't just see the fire...but are the fire. The kind that is continually beating the service tom-tom for the staff?
• Do the rewards systems promote great service and discourage mediocre service?
• Is staff continually searching ways to add service?
• Are managers working their best to get these service ideas in place? If you ask a manager, could they tell you the last three service changes put in place the past month?
• Are service innovations quickly broadcast throughout the organization?
• Does the service system fight for the customer? Is it an advocate of service rights?
• Can staff stay positive without customers being positive back?
• How is the staff’s smile quotient?
• Do you know your customer service weaknesses?
• Do you personalize your service?
• Does the staff say “ the buck stops here”?
• What is the recovery plan when you have a service drop?

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