Workshop 5 teams and influence 2016 for itslearning
- 1. Customer Service NVQ NVQ Workshop 5 28th June 2016 University of Westminster
- 2. 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
- 3. The Customer–focused Organisation Customers Senior management Strategy Managers/supervisors Operational Frontline staff Initiate
- 4. Customer centric Senior Management Managers and Supervisors Front line staff Customers
- 5. 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
- 6. 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
- 7. 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
- 8. Team Roles “a tendency to behave contribute and interrelate with others in a particular way” …….Dr Meredith Belbin
- 9. Activity What do you think makes a team really effective when delivering excellent customer service?
- 10. Team effectiveness framework • Goals Clear, understood and communicated, SMART • Roles Understanding of individual’s tasks, responsibilities and limits of authority • Processes Communication, decision making, problem solving • Relationships Feedback, integrity, trust, courtesy Richard Beckhard (1972)
- 11. Tuckman Stages of Team Development • Forming: testing and dependence • Storming: inter-team conflict • Norming: development of team cohesion • Performing: high performance team!
- 14. The Self-Managed Team Everyone, 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
- 15. Belbin – Self Perception Inventory
- 17. Belbin Team TypesCo Ordinator Shaper Implementer Finisher Resource investigator Monitor evaluator Team Worker Plant
- 18. 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 vision http://www.idea.gov.uk/idk/core/page.do?pageId=8407178
- 19. 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
- 20. “ 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
- 21. 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
- 22. 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
- 23. 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 ?
- 24. 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
- 25. Activity - Managing Customer Service ? What do you think is important ?
- 26. 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
- 27. 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
- 28. 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
- 29. Review ….