Bakers Journal

Encouraging better frontline decisions

February 13, 2013
By Jeff Mowatt

Feb. 13, 2013 – Sometimes a manager's advice on
customer care ends-up making bad service even worse. Here are tips from Jeff Mowatt on training your staff to make better decisions.

Feb. 13, 2013 – As a manager, you may assume that the guidance you give to your employees while you're on-site
will translate into them making better decisions when you're away.
Unfortunately, the reverse may be true. Sometimes a manager's advice on
customer care ends-up making bad service even worse. For example, a
supervisor reprimands a teller for being too slow. In response, the
teller starts being abrupt with customers. A store owner tells an
employee that he is not up-selling enough, so he attempts to up-sell all
the time – even when there is a long waiting line. Not good. Not for
customers, employees, or profits.

The solution is not to avoid correcting employees; instead, it's to
augment your feedback with another tool. If you're not using it yet,
consider using prioritized service standards. Here's how it works.

Faster isn't always better
Imagine that you're a manager in a multinational oil company in
charge of the help-desk call centre. The 20 employees who report to
you are responsible for taking calls from co-workers all over the world
with computer problems. Your department receives about 5,000
calls a month. Your objective is to improve both your employees'
customer service and their morale-on a limited budget. Incidentally,
this is an actual case example based on one of my clients who asked me
to assist in training their help-desk employees.


If the manager tried to boost productivity and customer
satisfaction by pushing employees to work faster, the results would
likely have been a mess. You'd have employees who felt like they were
being rushed and customers who felt the service was abrupt. Mistakes
would happen that would require more time to correct later. Compare
this poor outcome to the results of using prioritized service standards.

Setting your standards

Let's say that your management team has established these five
corporate values or standards: quality, courtesy, efficiency,
innovation, and safety. You then take these standards and interpret them
for each department. When we applied this strategy to the oil company
help-desk, here's the ranking we determined:

1. Quality. In the case of the call centre, the 'quality'
of the service is measured by the percentage of calls where the
customer's problem is solved over the phone on the first call. It's why
the department exists, so it's number 1.

2. Courtesy. This relates to the customers' perception of the way they are being treated by call-centre employees.

3. Efficiency. This is where we measure call volume-how many calls the employee handles.

4. Innovation. This relates to ideas that help-desk employees generate to help reduce the overall number of calls.

5. Safety. In the case of a help-desk for a call centre,
where co-workers are phoning with questions about using a computer,
there is little physical danger involved. That's why it's listed last in
the call-center's five values.

The shift in decision making

The next step is to train the help-desk staff on each of the five
standards and their priority. Once this is done, the employees are held
accountable for upholding them. For example, since quality comes before
efficiency, they know that it's OK to take more time with a customer to
fix the problem right the first time. In terms of courtesy, we equipped
them with Influence with Ease skills on how to handle upset
callers who are having computer problems. Efficiency is still important,
so they know they can't spend 15 minutes on idle chatter with
customers. Since innovation is also a standard, employees also know that
they need to generate ideas to prevent future problems.

In other words, these service standards help to clarify the
priorities upon which decisions are based. Without these standards,
employees may focus on the last thing they were criticized for;
regardless of whether it makes sense in a particular situation. The
bonus is that these same standards can be applied to the company's other
departments by simply adjusting the priority.

Adapting with ease

Let's move from the help-desk of this oil company to the retail
service stations. Gas stations have the same service standards as the
help-desk, but gas station employees would interpret or prioritize the
corporate values differently. For service stations you end up with the
same standards; but the priority is now: 1. Safety 2. Courtesy 3.
Efficiency 4. Quality 5. Innovation

By having prioritized service standards for their department, gas
station employees have a clearer idea of what's expected of them. Since
safety is ranked higher than courtesy, kiosk cashiers know that it's OK
to not turn on the gasoline pumps for a customer who's smoking near the
fuel tank, even though the customer may not like it. Of course, since
courtesy is the second priority, employees need to be equipped with
communication tools that we provide on how to break bad news, without
losing the customer.

Bottom line – supervisors can do less leaning over the shoulders of
frontline workers. Prioritizing your service standards will make
employees less stressed and customers more satisfied. As for managers –
who knows – maybe for once the cat will have a chance to play.

Customer service strategist and professional speaker, Jeff Mowatt, is an authority on The Art of Client Service .  .  .  Influence with Ease. For Jeff's other tips, self-study resources, and training services on this topic, click Improving the Sales and Service Culture.

Print this page


Stories continue below


Leave a Reply

Your email address will not be published. Required fields are marked *