subject: How to Improve Customer Service [print this page] How to Improve Customer Service How to Improve Customer Service
The improvement of internal services has a positive effect on external client service. Encouraging good team work and inter departmental collaboration are a core function of anyone in a managerial position and so form a key subject in management training courses. In order to improve the smoothness of collaboration between, different departments, for example between sales and client service or product development and production, you need to take the following steps: Step 1 is to clearly define the criteria for success. Make clear statements about what you actually mean by giving good service. Define very clearly the aspects of success you are striving for. For example: Your attitude towards client service. Personal skills and abilities. Success orientation. The quality of the end result etc.Step 2 is to assess the extent to which improvements need to be made. So asto avoid subjective, and thereby possibly inaccurate, assessments of the quality of the customer service you offer, you should develop a testing instrument which will gauge this (such as a client questionnaire). This will present you with an objective assessment of the improvements which need to be made. Every department manager can develop his or her own criteria, or you can draw up a grid, which is valid for every department and so makes it easier to compare the results. The following questions could be included on the assessment:How much contact did you have with department X over the last twelve months? (No contact, 1-5 contacts, 6-20 contacts, 21 or more contacts).On a scale of one to five, what is your assessment of these contacts (where 1 = I agree, 2 = I mostly agree, 3 = I don't really agree, 4 = I do not agree and 5 = I don't know/not applicable). The first person with whom I come into contact in the company can help me or puts me in touch with someone who can help me. They have the knowledge and ability to help me It is possible to work with them in general. They manage to meet my needs and answer my questions on time or even before the deadline. My calls and messages are promptly returned/answered. They try and find out what I really need. I am satisfied with the length of time it takes them to deal with my enquiries Step 3 is to analyse the results. The results of the questionnaires should be summarised in tables and graphs and these should then be sent to the department managers concerned. The results for each department are compared with the very best, very worst and average results for every question asked. It is advisable when publishing the results to concentrate on the best four or five departments and not to allow the remaining results to be readily accessible. This will create too much unrest and will frustrate, rather than encourage the weaker departments. A tried and tested method of management training used to improve understanding for other colleagues and departments is to send your key people on attachment to the departments with which they have most contact. If an employee has "been in someone else's shoes", they will be more willing to replace their narrow point of view with co-operation. Step 4 Linking the results to a bonus system. A bonus system which is linked to improved results can be an additional incentive to improved co-operation between the various departments. The challenge is in finding an acceptable bonus scheme for departments with varying levels of demands and requirements. Step 5 is to seek information from your customers. If your clients note in a questionnaire that your overall service has improved, you will know that your efforts have been worthwhile.Your clients can sense whether there is smooth internal teamwork within your company, this is why promotion of teamwork features so prominently in management training courses.
