Add Company Name Improving Service Quality Workshop .

Add Company Name

Improving Service QualityWorkshop

www.htc-consult.com

Purpose of Today

“To provide you with an opportunity to exploreways to improve service quality at Add Company Name”

Introductions

Please briefly introduce yourself, giving the following information:

Name Role and Responsibilities How would you currently rate overall service quality at Add

Company Name out of 10?

Workshop Overview

Introduction

Service Quality in Context

The Service Quality Framework

Agreeing the ‘Service Goals’ for Add Company Name

Self-assessment against the goals to determine current gaps

Action Planning How to Communicate those goals to the wider team? How to address any gaps identified? How to internally and externally measure service quality into the

future?

Keep Things Simple . . .

“Everything should be made as simple as possible, but not simpler.”

Albert Einstein

Today is really about four questions with regard to service quality. . .

Where are we now?

Where are we now?

Current Service Quality

Current Service Quality

ServiceExcellence

ServiceExcellence

Where do we want to be?

Where do we want to be?

Defining Service Goals

Defining Service Goals

How will we get there?

How will we get there?

Action PlanningAction

Planning

How will we know we are getting there?

How will we know we are getting there?

Measuring Service Quality

Measuring Service Quality

Service Quality in ContextService Quality in Context

It’s not only about price...It’s about Value

Price Vs Value

Understanding the ‘Risk Factor’

Why Bother Striving for Service Excellence?

Service and Profit

Excellent service is a profit strategy because it results in:

More new customers More business with existing customers, fewer lost

customers More insulation from price competition - excellent

businesses can charge a premium price Fewer mistakes requiring the re-performance of services.

What is Service Quality?

Reliability 32%

The ability to perform the promised service dependably and accurately

Responsiveness22%

The willingness to help customers and provide prompt service

Assurance19%

The knowledge and courtesy of employees and their ability to convey trust and confidence

Empathy16%

The caring, individualized attention provided to customers

Tangibles11%

The appearance of physical facilities, equipment, personnel, and communication materials

All customers are equal...but some are more equal than others

The top 20 percent of customers tend to generate the lion’s share of profits.

Companies only break even on the spending of the middle 70 percent.

The bottom 10 percent actually generate a loss.

Source: Deloitte

Service Excellence Doesn’t Happen in Isolation

Engaged Employees

Employees feel fully engaged with the business and are willing to give their all in support of achieving the companies goals

Engaged Employees

Employees feel fully engaged with the business and are willing to give their all in support of achieving the companies goals

Quality System

Effective systems and procedures are in place, with effective training given to employees

Quality System

Effective systems and procedures are in place, with effective training given to employees

Culture & Climate

The culture of the business is employee and customer focused and the ‘climate at work’ is positive

Culture & Climate

The culture of the business is employee and customer focused and the ‘climate at work’ is positive

ServiceExcellence

ServiceExcellence

Employee Engagement - Some Evidence

Gallup Q 12 Survey

The Three Types of Employees

Engaged – employees work with passion and feel a profound connection to their company

Not Engaged – employees are essentially ‘Checked Out’. Sleepwalking through their working day

Actively Disengaged – employees aren’t just unhappy at work, they’re busy acting out their unhappiness

29%29%

55%55%

16%16%

Some Evidence

CIPD

Employee Engagement Survey

Actively Engaged

Moderately Engaged

Actively Disengaged

35%35%

57%57%

8%8%

CIPD Survey

Only 37% of employees had confidence in their senior management team

Only 34% trusted their senior managers

42% didn’t feel they were kept well informed about what’s going on in their organization

30% indicate that their manager rarely or never gives feedback on their performance

25% felt completely undervalued

Only 50% of employees feel that their senior managers have a clear vision of where the organisation is going

The Human Equation

Employees

EngagedEmployees

Employees

Lead to

Processes

Productivity, efficiency and

quality

Processes

Resultsin

Results

Outcomes Achieved &

Satisfied Customers

Results

Engaged employees deliver better results. Effective leadership engages employees!

Exercise

In your pairs/groups, identify how well you currently perform against the Service Excellence Model.

Take 15 mins.

Service Excellence Doesn’t Happen in Isolation

Engaged Employees

Employees feel fully engaged with the business and are willing to give their all in support of achieving the companies goals

Engaged Employees

Employees feel fully engaged with the business and are willing to give their all in support of achieving the companies goals

Quality System

Effective systems and procedures are in place, with effective training given to employees

Quality System

Effective systems and procedures are in place, with effective training given to employees

Culture & Climate

The culture of the business is employee and customer focused and the ‘climate at work’ is positive

Culture & Climate

The culture of the business is employee and customer focused and the ‘climate at work’ is positive

ServiceExcellence

ServiceExcellence

How do you know?

How do you rate in these areas?

The Service Quality FrameworkThe Service Quality Framework

The Route to Excellence

The Route to Service ExcellenceThe Route to Service Excellence

ExperienceExperienceExpectationsExpectations EvaluationEvaluation

What are your customers’

common and specific

expectations?

How do you define them?

What are your customers’

common and specific

expectations?

How do you define them?

PhysicalPhysical

ProductsProducts

PeoplePeople

ProceduresProcedures

How does the experience you

offer rate against the quality continuum?

 Are you exceeding your customers’ expectations?

 How do you know?

How does the experience you

offer rate against the quality continuum?

 Are you exceeding your customers’ expectations?

 How do you know?

Where are we now?

Where are we now?

Current Service Quality

Current Service Quality

Exercise

In your pairs/groups, identify what you believe are the key service quality issues to be addressed at Add Company Name.

Use the framework to guide your discussions.

Take 20 mins.

Achieving Consistency (S)

The Route to Service ExcellenceThe Route to Service Excellence

ExperienceExperienceExpectationsExpectations EvaluationEvaluation

What are your customers’

common and specific

expectations?

How do you define them?

What are your customers’

common and specific

expectations?

How do you define them?

PhysicalPhysical

ProductsProducts

PeoplePeople

ProceduresProcedures

How does the experience you

offer rate against the quality continuum?

 Are you exceeding your customers’ expectations?

 How do you know?

How does the experience you

offer rate against the quality continuum?

 Are you exceeding your customers’ expectations?

 How do you know?

Where do we want to be?

Where do we want to be?

Defining Service Goals

Defining Service Goals

Service Goals Concept – ‘Standards’ versus ‘Goals’

SampleServiceGoals

The exterior and surroundings of the establishment are always well maintained, create a positive first impression and are safe and secure for customers. Smoking areas are regularly tidied.The appearance and hygiene of employees is always good and they consistently wear name badges.

The presentation and quality of facilities within the establishment is always of a high standard.Toilets are well maintained and presented at all times and offer a pleasant, comfortable and hygienic environment.All customers receive a prompt acknowledgement upon entering and a warm welcome is given with appropriate eye contact and a smile.Orders are always taken in a pleasant and professional manner. Up-selling skills are used in a non-intrusive manner.

What are your thoughts on adopting this approach?

Encourage your employees to put their personal signature on the job as they work

to achieve the service goals

Get them to think about things they can do for your customers to make them feel special – things which leave a memory

and makes them want to come back

Exercise - How do you rate currently against the goals?

Date - How do we Rate?

Our Service Goals Poor Acceptable Good Excellent Exceptional

Scoring 0 1 2 3 4

1. The exterior and surroundings of the establishment was well maintained, created a positive first impression and was safe and secure for customers. Smoking areas were regularly tidied.2. The appearance and hygiene of employees was good and they consistently wore name badges.3. The presentation and quality of facilities within the establishment was of a high standard.4. Toilets were well maintained and presented at all times and offered a pleasant, comfortable and hygienic environment.5. All customers received a prompt acknowledgement upon entering and a warm welcome was given with appropriate eye contact and a smile.6. Orders were taken in a pleasant and professional manner. Up-selling skills were used in a non-intrusive manner.

How will we get there?

How will we get there?

Action PlanningAction

Planning

Action Planning

Key Considerations

Who is going to take ownership for the initiative?

What commitments are you ‘collectively’ prepared to make towards improving service quality?

Who will develop/finalise the service goals? By when?

How will you communicate those goals to the wider team?

How will you address any gaps identified?

How you will internally and externally measure service quality into the future?

How will we know we are getting there?

How will we know we are getting there?

Measuring Service Quality

Measuring Service Quality

Internal & External Measurement

Internal

Self-assessment by managers an employees

External

Link to Mystery Guest

Mystery Guest template - Extract

Date - How do we Rate?

Our Service Goals Poor Acceptable Good Excellent Exceptional

Scoring 0 1 2 3 4

1. The exterior and surroundings of the establishment was well maintained, created a positive first impression and was safe and secure for customers. Smoking areas were regularly tidied.2. The appearance and hygiene of employees was good and they consistently wore name badges.3. The presentation and quality of facilities within the establishment was of a high standard.4. Toilets were well maintained and presented at all times and offered a pleasant, comfortable and hygienic environment.5. All customers received a prompt acknowledgement upon entering and a warm welcome was given with appropriate eye contact and a smile.6. Orders were taken in a pleasant and professional manner. Up-selling skills were used in a non-intrusive manner.

Use the four questions to guide you as you move forward. . .

Where are we now?

Where are we now?

Current Service Quality

Current Service Quality

ServiceExcellence

ServiceExcellence

Where do we want to be?

Where do we want to be?

Defining Service Goals

Defining Service Goals

How will we get there?

How will we get there?

Action PlanningAction

Planning

How will we know we are getting there?

How will we know we are getting there?

Measuring Service Quality

Measuring Service Quality

Thank You