workshop 5 teams and influence 2016 for itslearning
TRANSCRIPT
Customer Service NVQ
NVQ Workshop 528th June 2016
University of Westminster
Session objectives
• Understand how great teamwork delivers great service• Understand our individual roles in teams• Understand how teams develop.• Explore more ways of influencing customers• Develop ideas about improving our customer service• Review leadership in a customer service context
The Customer–focused Organisation
Customers
Senior managementStrategy
Managers/supervisorsOperational
Frontline staffInitiate
Customer centric
Senior Management
Managers and Supervisors
Front line staff
Customers
Qualities of a customer- focused organisation
• Recognition of team members who balance job efficiency with meeting and exceeding customer expectations
• Managers support team members in doing their jobs• Managers focus on the broader operational needs of the organisation
in meeting customer requirements• All team members understand how they are part of the customer-
service chain• Opportunities in the organisation are based around skills and
expertise of effective customer focused staff• Training is given the highest priority• A participative management style where team can be involved in
changes
Managing the customer service role
The Manager’s
role
Establish organisational CS
objectives
Introduce CS objectives to
team and individuals
Support and coach to develop
performance
Review and evaluate CS
outcomes
Definition of a team
‘A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable’
As defined by Katzenbach and Smith
Team Roles
“a tendency to behave contribute and interrelate with others in a particular way”
…….Dr Meredith Belbin
Activity
What do you think makes a team really effective when delivering excellent customer service?
Team effectiveness framework• Goals
Clear, understood and communicated, SMART• Roles
Understanding of individual’s tasks, responsibilities and limits of authority
• ProcessesCommunication, decision making, problem solving
• RelationshipsFeedback, integrity, trust, courtesy
Richard Beckhard (1972)
TuckmanStages of Team Development
• Forming: testing and dependence• Storming: inter-team conflict• Norming: development of team cohesion• Performing: high performance team!
High Performing Teams
Tannenbaum and Schmitt
The Self-Managed TeamEveryone, not just individuals, should take responsibility for:• Keeping us on track to achieve targets• Facilitate group input• Raise questions about our processes and
procedures• Use good listening skills• Ensure they have a shared understanding of
where they are going
Belbin – Self Perception Inventory
Belbin Team TypesCo
Ordinator
Shaper
Implementer
Finisher
Resource investigator
Monitor evaluator
Team Worker
Plant
What is employee engagement?
• Employee engagement describes employees’ emotional and intellectual commitment to their organisation and its success.
• Engaged employees experience a compelling purpose and meaning in their work and drive towards the organisational visionhttp://www.idea.gov.uk/idk/core/page.do?pageId=8407178
5 factors contributing to staff engagement
Promoting a health, safe
work environment
Ensuring every role counts
Delivering great
management and leadership
Supporting personal
development
Enabling involvement in
decision making
“ The activities are not magical or new. They are all common sense and good management but in this case engaging with the employees has just shown what can be done. The important thing is to make a start “
Dave Stirling Manager of DWP call centre of the year
Push v Pull Influencing .. PUSH
Directive• Stating
expectations/goals• Evaluating • Discussing plans and
strategies• Applying pressures and
incentives for agreement
Driving• Painting a picture/vision• Proposing ideas/
suggestions• Counter proposing• Discussing ‘how to’s’• Moving people into
action
Push v Pull Influencing .. PULL
Energising• Energise• Excite about the
prospect of change• Invite ideas• Develop team approach
Enabling• Questioning• Active listening• Empathising/encouraging• Help organise into
activity• Support activities of
others
And sometimes negotiation is needed….prepare …. always • What is your goal ?• What can you trade ?• What are the
alternatives ?• What is the
relationship?• What is the expected
outcome ?
• What are the consequences of winning or losing ?
• Who has the power ?• What could the possible
outcomes be ?
Managing the customer service role
The Manager’s
role
Establish organisational CS
objectives
Introduce CS objectives to
team and individuals
Support and coach to develop
performance
Review and evaluate CS
outcomes
Activity - Managing Customer Service ?
What do you think is important ?
Performance management in a customer service environment
• Job description/ person specification • Key result areas• Objectives and standards of performance• Work and development plans• Skills and competencies required to fulfil the
job requirements • Continuous review • Formal review process
Common Sense Motivation• ENCOURAGE initiative and responsibility • INFORM people about the job as a whole. • KEEP everyone picture and explain why the task is being done.• INVOLVE people in decisions about their work• SEEK their views about continuous improvement• PRAISE work well done • GIVE regular balanced feedback • SHOW that you have confidence in people.• SET STANDARDS of quality and quantity for individuals which
are high but achievable• SET a good example yourself• LISTEN Be a good listener and know your staff
Improving customer service skills for everyone
• Induction training• Specific training to develop ‘ soft skills’• Buddy up/shadowing• Delegation – learn by doing• Mentor• Role model• Sharing experience
Review ….