Maintaining Quality Customer Service

MAINTAIN QUALITYMAINTAIN QUALITY
CUSTOMER /CUSTOMER /
CUSTOMER SERVICECUSTOMER SERVICE
Slide 1

Areas to Cover
This unit comprises three Elements:
Identify customer/Customer requirements
Ensure delivery of quality products and services
Evaluate customer service.
Slide 2

Element 1:
Identify Customer
requirements
Slide 3

Identify Customer requirements
Performance Criteria for this Element are:
Research and assess needs of Customers
Conduct data analysis to identify
deficiencies in service delivery
Identify options to improve service levels.
Slide 4

Quality Customer service
 Regardless of the reason for their visit it is important all
Customers that receive quality service
 Quality service is being able to use a combination of
products and services, as a combined offering, that at a
minimum, meets the needs and expectations of all
Customers
(Continued)
Slide 5

Quality Customer service
 Quality customer service is not just associated with 5
star hotels, it is a fundamental aspect of all hospitality
businesses, whether budget or luxury
 Simply customer service is important to any business in
any industry
 It is about ensuring customers leave your premises
pleased with the experience they received.
Slide 6

Researching customer needs
 Before we can tailor our products and services to
provide an offering that the Customer wants, we first
need to find out what the Customer actually wants
 Many businesses make the mistake of providing an
offering they THINK the Customer wants, but what is
offered doesn’t meet their needs
(Continued)
Slide 7

Researching customer needs
 Therefore research of what the customer wants is an
essential activity. This is the essence of marketing
 Marketing must be customer-focused
 To identify exactly what this focus needs to be we have
to obtain information on customer needs and wants by
undertaking some basic market research.
Slide 8

The customer
A customer can be seen as:
 A person on the receiving end of what the business
offers
 Someone who is willing to pay a fair price for a quality
product and wants to be neither over-charged nor
under-served
 The reason the company is in business
 Someone who has certain needs and
wants them filled
 If we cannot fill them, will go to a
competitor who will.
Slide 9

The customer
There is no ‘one’ customer
 Customers are all individuals and come with individual
needs and expectations
 Businesses cater to a range of types of customers,
known as target market segments
 Challenge lies in being able to provide an offering
to meet their individual needs
 We have to recognize each type of
customer and treat them as individuals
(Continued)
Slide 10

Customer needs, wishes and
expectations
What is the difference between a customer’s:
 Needs
 Wishes
 Expectations.
Slide 11

expectations
Needs
 The things customers are unable to do without
 This may be a meal or beverage.
Wishes
 Way in which our customer would prefer to satisfy a
specific need, but they may not have the resources to
meet these wishes
 They are willing to settle for less.
Slide 12

expectations
Expectations
These spring from the customers’ needs and wishes but
are also influenced by:
 The company’s image or reputation in the market
 The customer’s previous perceptions and
their experience with the company
 The company’s advertising.
Slide 13

Identify customer needs, wishes and
expectations
Exercise
 How can you identify these?
Slide 14

expectations
 Involve the customers in developing new services
 Organise and conduct a series of focus groups
 Actively listen to the customers
 Make decisions and act on the basis of the customer’s
motives, needs and expectations
 Wear customer spectacles and see
with the customer’s eyes
(Continued)
Slide 15

expectations
 Actively look for customer feedback
 Ask customers what elements or factors of service are
of particular importance to them
 Analyse the market trends
 Analyse the competitors.
Slide 16

expectations
Use staff feedback
 Staff must be actively encouraged to provide input to
the development of quality customer service, too
 After all it is staff who are delivering the service and
they who are best placed to understand what the needs
and wants of customers may be.
How can you get staff feedback?
Slide 17

expectations
Use staff feedback
Involving staff in this research process could include:
 Encouraging staff to feedback all relevant comments
from customers
 Not shooting the messenger
 Setting agenda items for staff meetings
which include ‘customer service’
 Developing appropriate documentation.
Slide 18

Conduct data analysis to identify
service deficiencies
Now that we have identified the needs and wants of
customers, it is vital to gain a detailed, complete and
accurate:
 Understanding of our current operations
 Whether they are suitable to meet the
needs of the customer.
Slide 19

Conduct data analysis to identify
service deficiencies
Research should be designed to identify:
 What the customer wants
 What we are currently offering to the customer
 What we can improve.
Slide 20

Informal and formal research
Research can be defined as a search for
knowledge conducted on an:
 Informal basis
 Formal basis.
What is the difference?
How can you conduct each type of research?
Slide 21

Informal research
Informal research is casual in nature and may include:
 Discussing information with colleague
 Seeking customer feedback by asking questions
 Personal observation of customers and service delivery
and then self-reflection on what you have seen
 Discussing information with a wider network of contacts
 Discussing information with the public in
public places
 Articles seen on TV or reading the
newspaper, magazines or books.
Slide 22

Formal research
Formal research is more structured and deliberate in
nature and involves:
 Reading printed material from your property
 Enrolling in a specific course related to the area you
want to find out about
 Reading product and service information brochures
 Surfing the Internet
(Continued)
Slide 23

Formal research
 Visiting the library
 Developing, distributing and analysing questionnaires
 Attending conferences and seminars
 Attending product launches
 Attending Industry Associations functions.
Slide 24

Conducting research
When conducting research it is usual to follow the steps
below:
 Specify information to address service deficiencies
 Design and trial the data collection method to be used
 Collect the data
 Analyse the results
 Communicate findings, implications and
recommendations
 Develop policies and procedures to align
with identified customer need and preferences.
Slide 25

Conducting research
Primary and secondary data
Research can be categorised into two main types:
 Primary data
 Secondary data.
What is the difference primary and secondary data?
What is benefit of using each method?
Slide 26

Conducting research
Primary data
Primary data is fresh, new and original information specific
to your requirements.
Primary data collection methods include:
 In-house observation
 Conducting interviews
 Applying questionnaires
 Conducting surveys.
Slide 27

Conducting research
Secondary data
Secondary data is information which already exists:
 Reading newspapers, books, magazines, trade journals
and the media
 Researching library catalogues and other sources
 Subscribing to on-line computer information systems
 Analysing trading figures, occupancy and
booking statistics, costs or profit.
Slide 28

Conducting research
Quantitative and qualitative data
Research data can further be separated into:
 Quantitative data - known as ‘hard data’
 Qualitative data - known as ‘soft data’.
What are some examples of hard and soft data?
Slide 29

Conducting research
Qualitative data
Qualitative data is important in a service industry such as
hospitality because it answers the ‘Why?’ questions
such as:
 Why do they eat with us and not the opposition across
the road?
 Why do they prefer healthy food?
 Why have they stopped coming to the
nightclub?
Slide 30

Conducting research
Quantitative data
Quantitative data is statistical in nature.
It deals with ‘quantifying’ things such as:
 The number of times a person visits the premises
 The amount of money they spend
 The number of minutes they are kept
waiting for service
 Their satisfaction rating in % terms
with our service.
Slide 31

Conducting research
Changes in the business environment
Development of successful customer service is an on-
going exercise and involves:
 Monitoring of the internal and external environments
 Integration of findings into future planning.
It is vital to understand:
 What can cause changes in our operational
environment
 Factors having impact on service delivery.
Slide 32

Internal environment
The internal environment is the environment within the
business. It can include:
 Level of staff available
 Policies and procedures of the organisation
 Skill and knowledge levels of staff
 Operational hours of the business
 Facilities available within the venue.
In theory, a property has control over these internal
factors because it is in a position to influence them.
Slide 33

Possible causes of deficiencies from within the internal
environment could include:
 Substandard products
 Equipment
 Marketing
 Staffing
 Recruitment
 Training.
Slide 34

Possible causes of deficiencies from within the internal
environment could include:
 Management
 Financial support
 Changes in management style
 Changes in client focus
 Creation of new and different target markets
 Organisational re-structures.
Slide 35

External environment
The external environment refers to the area outside the
business over which the venue has little or no control.
It can relate to changes in:
 Customer trends
 Technology
 Legislation
 Economy
 Political situations
 Competition in the marketplace
 Environmental issues.
Slide 36

Reviewing research
You must check and question it so as to identify whether
or not you can use research collected as the basis for
future action:
 Is it valid?
 Is it reliable?
 Is it relevant?
 Is it accurate?
 Does it make a useful contribution?
 Is it clear and unambiguous?
 Is it sufficient in volume to be useful?
 Does it represent the views of our target markets?
Slide 37

Identify service deficiencies
Once we have identified causes of service deficiencies,
staff and management must:
 Address these
 Seek to find options to improve service levels.
Slide 38

Identify service deficiencies
Common service deficiencies
 What are common service deficiencies in hospitality
departments?
 What are some ways you can improve
service deficiencies?
Slide 39

Involve staff in customer service
planning
It helps staff:
 To understand what is required of them
 Provides them with an opportunity to make input to
areas that will ultimately greatly impact on them
 Increase ownership ‘own’ the changes
 Strive to better implement any actions
agreed to.
Slide 40

Involve staff in customer service
planning
Getting the staff involved
Activities providing opportunities for staff participation in
the planning process include:
 The formation of quality improvement groups or ‘quality
circles’
 Establishment of group training sessions
 Introducing a variety of methods and systems to spread
information
 Keep the message in front of everyone’s eyes.
Slide 41

Service improvement options
Operational focus
 Create a competitive advantage over competition by
either doing something different, more superior or
cheaper
 New or revised products
 New services
 New menus
 Renovations
 New equipment with staff fully trained
in their operations.
Slide 42

Operational focus
 New equipment with staff fully trained in their operations
 New marketing strategies to new target market segments
 New advertising campaigns with suitable attractive
packages
 New branding
 Correct staffing level and mixes
 Recruitment
 Structured training programs.
Slide 43

Operational focus
 Management
 Financial support
 Changes in management style
 Organisational re-structures.
 Greater use of e-business
 Greater use of technology
 Environmental awareness.
Slide 44

Staff focus
 Ensuring staff play an active role in improving service
standards, is a key objective for management
 Staff are their eyes and ears and are able to
communicate important information about the
customer.
Slide 45

Staff focus
Approaches to the staff may include:
 Creating and implanting the business concept in the
entire organisation, which helps to determine the
direction the company will take in the future
 Involving staff in planning and implementing
quality improvement
 Building a spirit of working together
towards goals.
Slide 46

Staff focus
Approaches to the staff may include:
 Creating instruments and channels to disseminate the
company’s philosophy, goals and values throughout
the organisation
 Promoting a climate of open communication and
feedback
 Encouraging and recognising innovation and teamwork
 Recognising the right of every employee to understand
the requirements of their assignment, and to be heard
when offering suggestion for improvement.
Slide 47

Customer focus
 Approaches to the customers may include:
 Making the customer a ‘member’ of the organisation
 Rewarding faithful customers
 Communicating with customers to promote
goodwill, trust and satisfaction
 Identifying customer’s unstated needs
 Ensuring customers’ needs and
(reasonable) requests are met
 Providing friendly and courtesy assistance.
Slide 48

Regardless of the type of organisation, solutions will only
work if the customer believes them to be:
 Meeting their needs, wants and expectations
 Is of good value
 Is better than that provided by the competition.
Slide 49

Element 2:
Ensure delivery of quality
products and services
Slide 50

Ensure delivery of quality
products and services
Ensure products and services meet customers’ needs and
reflect enterprise standards
Ensure team performance consistently meets enterprise
standards
Assist colleagues to meet and exceed customer service
standards by providing appropriate professional
development.
Slide 51

Ensure products and services
meet standards and expectations
Once the different options to improve customer service have
been identified, the next logical steps are to:
 Develop standards and plans for suitable options selected
to improve customer service
 Communicate these standards to all staff so they are
understand what they need to do
 Provide information to colleagues regarding customer
service standards
 Monitor customer service according to organisation
policies and procedures to ensure standards are met
 Measure actual performance against standards.
Slide 52

Develop standards and plans to
address service issues
Management needs to consider:
 Different ‘areas’ for which standards and plans may be
created
 Development process for plans and standards
 Identifying several approaches towards quality
management for staff and customers.
Slide 53

The development process
 Establish a ‘customer service’ team of interested,
experienced and dedicated
 Look at what other venues are providing in terms of
service
 Identify the ‘areas’ in the venue about which you
believe there needs to be a customer service standard
and a plan.
Slide 54

 Determine the standards to apply to the identified areas
with reference to:
Your image, reputation and advertising
Value-for-money for the customer
What the opposition is doing
Identified customer expectations.
Slide 55

Incorporate the standards into a formal plan.
This plan should identify:
 Dates for implementation
 Dates for review.
Slide 56

 Resources available to support the introduction of the
standards
 Responsibilities related to the initiative
 Key Performance Indicators to be used to evaluate
service delivery at the designated review dates.
Slide 57

Possible ‘areas’ for service standards and plans
 Response times
 Service guarantees
 Pricing guarantees
 Product quality
 Document presentation standards
 Personal presentation standards
 Complaint management
 General customer satisfaction.
Slide 58

Communicating standards and
plans
Communicating customer service standards can come in
many different ways including:
 Orientation programs
 Formal meetings
 Staff briefings at the start and end of shifts
 Training sessions
 Observation and mentoring
 Informal communication during a shift.
Slide 59

Giving colleagues access to
standards and plans
Common methods of enabling such access include:
 Mention of service standards at job interview
 Documentation of service standards
 Induction and orientation
 Office computer system
 Printed copies in staff areas.
Slide 60

Monitor service to ensure
standards are met
 Simply because standards have been developed,
reduced to writing, explained to staff and ratified by
management, doesn’t mean they will always be
implemented
 The most common problem is service standards are
developed and communicated but not monitored
 If service delivery standards are not monitored the
result can be service standards quickly drop.
Slide 61

standards are met
The common monitoring methods are:
 Workplace observation
 Talking to customers
 Talking to staff
 Reading customer complaints and feedback
 Analysing business statistics.
Slide 62

standards are met
Areas to monitor
 Which positions should you monitor?
 What do you specifically monitor?
Slide 63

standards are met
Reservations
 The reservation system, and how easy it is to use, how
user friendly it is from the Customers’ point of view
 Our telephone manner
 Cancellation policy
 Credit card acceptance
 Accommodation availability
 Information on hotel shuttle and
public transportation.
Slide 64

standards are met
Registration
 Greetings
 Assistance with luggage
 Check-in procedure
 Room accommodation
 Room status/availability
Slide 65
 Information on hotel services
 Cleanliness and interior
design of lobby, elevators,
rooms
 Operation of air conditioning,
heating, television, radio, and
plumbing in room
 Amenities.

standards are met
Customer stays
 Food service department
 Gift shop
 Lounge
 Room service
 Valet service
 Housekeeping services
 Complimentary services and products
 Security
 Front office.
Slide 66

standards are met
Check–out
 Check-out time deadlines
 Luggage
 Speed of check-out
 Accuracy of accounts.
Slide 67

Measure actual performance
against standards
Quantitative methods
 Objective facts and unambiguous measures of
performance
 This evaluation method is statistically-based
 It includes quantifying things such as:
Service availability and standard
Waiting times
Number of complaints
Number of give-aways provided.
Slide 68

against standards
Qualitative methods
This is information that commonly answers the ‘Why?’
questions:
 Why do people want this or that?
 Why do they prefer to order at this time and not that?
These questions uncover answers to the reasons
behind people’s actions, and help us to understand
people’s expectations and requirements.
Slide 69

against standards
Qualitative methods
Central to this method are:
 Questioning skills
 Active listening techniques
 Observation skills
 Analysing events and observations
 Interpreting customers’ verbal
statements and non-verbal cues.
Slide 70

Ensure team performance meets
standards
As managers we need to look to see:
 How individuals are able to perform in relation to the
desired standards
 If the team as a whole is operating in a successful
manner.
Slide 71

standards
Teams in a hospitality setting often refer to either people:
 Within a department
 Working together in the same shift
 Working closely with another department.
Slide 72

standards
 Each team will comprise individuals with their own
specific characteristics, strengths and weaknesses
 As a manger it is important to ensure that staff are able
to work together to achieve the collective objectives of
the organisation
 The primary objective being to ensure each customer
has an enjoyable experience
 A team is only as strong as its
weakest link.
Slide 73

standards
Characteristics of effective teams
 Clear goals
 Relevant skills
 Mutual trust
 Unified commitment
 Good communication
 Negotiating skills
 Appropriate leadership
 Internal and external support
 Recognition and reward.
Slide 74

standards
Monitoring team performance
Some suitable methods to monitoring team performance
include:
 Observations
 Meetings
 Customer feedback
 Staff feedback
 Financial and operational reports
 Performance appraisals.
Slide 75

Professional development
Types of professional development can include:
 Qualifications and certified training programs provided
by external educational or professional providers
 Internal programs
 Meetings
 On the job learning
 Buddy system
 Research activities
 Demonstrations
 Discussions.
Slide 76

Professional development
When to perform professional development
Normally professional development is performed when:
 Customer service deficiencies exist which need to be
addressed
 New staff require training
 New techniques to existing products or
services are made
 New products or services are introduced
 Retraining is required.
Slide 77

Supporting team members
A manager or supervisor must provide active support to
team members in helping them meet their given
outcomes.
Support that can be given to workplace teams may entail:
 Giving moral and verbal support when times are tough
and the going gets tough
 Providing relevant training and coaching
 Obtaining more physical resources to
enable the job to be done better or quicker
 Getting approval for more time
(overtime payments, extra hours) for staff.
Slide 78

Supporting team members
 Advocating to management on behalf of the staff
 Supporting staff when an unfounded or unfair allegation
is made about them
 Soliciting and listening to their feedback
 Thanking them for hard work, effort and when
they go the extra yard or two
 Celebrating any successes.
Slide 79

Coaching team members
Coaching of staff to help enhance the delivery of quality
customer service is a much under-used tool in the effort
to provide better levels of service.
Workplace coaching is an excellent tool to use because:
 It is extremely cost-efficient
 It relates specifically to individual workplace
requirements
 It targets individual staff need.
Slide 80

Basics of coaching
When considering using coaching it is best to:
 Target coaching to actual, identified need for specific
individuals
 Obtain agreement form the staff member that coaching
is needed and will benefit them
 Prepare for the coaching session
 Explain the coaching to be delivered.
Slide 81

Basics of coaching
 Focus on the person to be coached
 Use the two primary delivery strategies of ‘explanation’
and ‘demonstration’
 Follow the rhyme: “I do it normal, I do it slow. You do it
with me, then off you go.”
 Make sure underpinning skills and knowledge
are covered
 Allow for appropriate practice
 Follow up with the staff member as required to
see if extra coaching or assistance is needed.
Slide 82

Ways to deliver coaching
 Role plays
 Discussion groups
 Case studies
 Mentoring
 Training videos
 A critical friend.
Slide 83

Element 3:
Evaluate customer service
Slide 84

Evaluate customer service
Review Customer satisfaction with service delivery using
appropriate methods that produce verifiable data
Compare systems, records and reporting procedures in
order to identify and report on any changes in customer
satisfaction
Evaluate and report on customer service evaluation
outcomes to designated groups or individuals
Obtain agreement on appropriate course of
action to take to overcome problems and
adjust products and services in consultation
with designated individuals or groups.
Slide 85

Review customer satisfaction
 Every three months or more frequently if time permits,
it is important to review customer satisfaction with your
service delivery
 This should be done, using verifiable data, rather than
relying on subjective impressions and hearsay from
other staff.
‘A rolling stone gathers no moss!’
Slide 86

Reviewing customer satisfaction
Objectives of collecting and reviewing customer
feedback
 Identify the extent to which customers and others are
satisfied with service delivery
 Identify the areas in which there is
satisfaction with service delivery
 Identify the precise areas within areas
where there is dissatisfaction
 Identify the precise nature of any
dissatisfaction
(Continued)
Slide 87

Objectives of collecting and reviewing customer
feedback
 Identify the staff involved in both superior and inferior
levels of service
 Identify if there is a certain time of the day/week when
service levels are reduced or at their best
 Discover what can be done to improve a
less than optimum situation
 Identify what needs to be done to maintain
the present satisfactory level of service
delivery.
Slide 88

The review should be as wide-ranging as possible,
meaning it should involve:
Regular customers
New customers
Customers who are one-off customers
Corporate customers
Staff
Management.
Slide 89

Types of feedback
 Positive – customers give compliments about aspects
of service
 Neutral – customers say they ‘enjoyed’ their
experience, not provide any further comment
 Negative – customers have a complaint regarding an
aspect of their ‘experience’.
Slide 90

Collecting customer feedback
Regardless of the method used to collect information, it is
vital:
 The form is designed to gather important information
about all aspects of service delivery
 The format is easy to use for the customer
 The form is presented to the customer when it is going
to cause the less inconvenience
 The customer is thanked with a suitable reward.
Slide 91

Collecting customer feedback
Methods of collecting customer feedback
 Direct communication from customer to staff
 Observations
 Customer comment cards
 Online feedback
 Meetings.
Slide 92

Documenting customer feedback
Once customer feedback is collected, it must:
 Be documented accurately
 Identify further opportunities for workplace
improvement
 Used as the framework for customer service
improvement strategies.
Slide 93

Compare information to identify
changes in customer satisfaction
 Once information has been collected, it should be
compared against benchmarks to determine if the
changes are positive or negative
 So what is current information compared against?
Slide 94

Budgets
 Sales budgets
 Labour budgets
 Material budgets
 Inventory budget
 Overhead budgets.
Slide 95

Budgets
 Capital Expenditure budgets
 Budgeted Financial Performance Statement
 Cash budgets
 Budgeted Statement of Financial Position.
Slide 96

Operational reports
 Sales reports
 Occupancy reports
 Financial reports
 Complimentary reports.
Slide 97

Standard Operating Procedures (SOP’S)
 These are detailed instruction of how tasks should be
performed and the standard which must be achieved.
Job Descriptions
 These are a detailed explanation of what
each staff member should be doing in the
workplace. It identifies responsibilities
and tasks for completion.
Slide 98

Identify and report changes in
customer satisfaction
Common service problems
 Inadequate products or services
 Difficulties in contacting service staff
 Lack of information about the products and services
offered by the establishment
 Unclear or incomplete price information
 Unclear or incomplete deals
 Handling of complaints.
Slide 99

Evaluate and report on customer
service
Once customer feedback has been collected and
compared against organisational benchmarks and
standards, a report detailing reasons for changes in
customer service must be evaluated and reported.
This report should contain:
 Description of actual performance
 Identify problems
 Provide solutions for improvement.
Slide 100

service
Identifying changes toward improved customer
service
You should address the following points:
 Resources to achieve the change are identified and
costed
 Potential barriers or problems
 Timelines for action
 Responsibilities for action to
nominated individuals
 Description of ideal service standard.
Slide 101

service
Reporting findings
Once you have prepared your report it is important that it
is given to the right people for feedback, agreement
and implementation or action.
The groups and individuals to whom such a report may be
forwarded could include:
 Management
 The Board
 Certain subcommittees.
Slide 102

service
Reporting findings
 The establishment’s focus group
 Trainers in the business
 The external organisation that conducts your training
 Organisation
 All staff members
 Specific staff members who are
identified in feedback
 Head office.
Slide 103

Prepare conclusions and
recommendations
Providing feedback
Tips on giving effective feedback which can be useful
when making conclusions and giving recommendations
include:
 Be positive and constructive
 Respect the feelings of the speaker/person you are
providing advice to
 Act on the fact that immediate feedback is
more effective than delayed feedback
 Restrict your feedback to only those things
that can be changed.
Slide 104

Prepare conclusions and
recommendations
Communicating conclusions and
recommendations
At the conclusion of any review it is often necessary to
communicate the results to designated groups and
individuals, within appropriate timeframes.
Usually accepted means of communication are:
 In person
 By phone
 Via email.
Slide 105

Seeking agreement on action
Courses of action to overcome service problems
 Improve products and services
 Give benefits to key customers
 Systematise customer complaints and learn from them
 Train staff in customer care
 Give staff the authority, discretion and
resources to make quick decisions.
Slide 106

Courses of action to overcome service problems
 Stimulate employees to be creative in developing
customer care activities
 Allow staff room to make mistakes
 Invest in meetings and regular contacts with customers
via newsletters or customer magazines
 Make it easy for customers to complain.
Slide 107

Reaching agreement to changes in service
 As a group, you must put a plan in place, based on
some of the suggestions mentioned above, and reach
a mutual agreement
 Only with the consensus of all parties involved, can a
sense of ownership take place and people will be more
acceptable of the changes and the plan to implement
them.
Slide 108

Communicating changes in service
Communicating new approaches to service
delivery
Once all parties have reached agreement, any new
approaches to customer service decided upon must be
communicated to all those involved within appropriate
timeframes.
Slide 109

Your approach should follow these guidelines:
 Hold a formal staff meeting to inform staff of the
changes
 Explain why change is necessary
 Give staff a hard copy of the new service approaches
 Give staff demonstrations of the new service delivery
protocols
 Tell staff about the dates for introducing
the new service
 Reassure staff they are not required to
implement the changes ‘tomorrow’
(Continued)
Slide 110

 Inform staff of the training
 Encourage questions from staff about the changes
 Make yourself available outside this meeting for staff
to talk to
 Post new checklists relating to the changes in
appropriate parts of the venue
 Include new policies, procedures in operational
manuals, induction programs and in-house training
 Schedule staff training
 Introduce the changes and monitor their
implementation
 Provide feedback and additional training.
Slide 111

Continuous monitoring of service
 This activity is not a once off event. It must be a
process that occurs on a regular basis
 There are always additional changes that can be made
to improve any aspect of customer service
 All staff regardless of position, must strive to ensuring
the customer service provided is the best it can
possibly be
 That is the true essence of maintaining
quality customer service.
Slide 112

Maintaining Quality Customer Service

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