Self-Evaluation Based on Doing and Filming Role Play - Example

SELF EVALUATION Student’s name Code & Course Professor’s name University City Date Contents 1.0 Professional Description 3 2.0 Literature 4 2.1Effective communication skills 4 2.2 Efficiency 4 2.3 Negotiating and Persuasion Capabilities 5 2.4 Patience 6 2.5 Memory Retention 6 3.0 METHOD 6 4.0 RESULTS 7 5.0 DISCUSSION 8 5.1 Effective Communication Strategies 8 5.2 Efficiency 10 5.3 Negotiation and Persuasion 10 5.4 Patience 11 5.5 Memory Retention 12 6.0 Recommendations 12 Reference List 14 APPENDIX 17 1.0 Professional Description In any service industry, the customer service representative plays an important role in dispensing his/her functions. In essence, the customer service representative offers an entry level position that is dispensed in a high level and customer focussed team performance. In this regard, the customer representative is tasked with effecting and maintaining a profitable relationship with the customers. The CSR is responsible for overseeing the needs of the customers are met. With such a job occupation comes the need to convey a sense of expertise in addressing the customer’s need across various operational platforms. Uncertainly, the CSR is responsible for communicating the customer’s needs and negotiating collective arrangement service coordination. Nevertheless, it important that the CSR offers support to the organisational process in the acquisition of obtaining and analysing order information in the most proffered strategy. In this respect, the customer service representative is invaluable to any organisation. CSR is tasked with fulfilling the following functions; i. Professionalism in handling the customer’s request and modelling appropriate resolution process. ii. Thoroughly collecting the customer’s information that facilitates tracking through documenting interaction and educating the customer where appropriate. iii. Troubleshooting the customer’s problems. iv. Balancing between the company’s policy and customer benefits throughout the negotiation process. v. Establishing a continuous identification and evaluation of drive process increase that affects the customer’s experience. 2.0 Literature 2.1Effective communication skills Communication plays an important role in the customer relation process. Given the need to convey the intended message, it is requisite to obtain high-quality services to the customers of any organisation (Zulfqar, 2010). Effective communication is essential in creating a successful relationship between the involved parties. Questionably, the customer representative should possess cognitive and a command of language that verbalise thoughts in an effective way (Shahrina, 2011). With the limits of the communication through telephone, verbal communication skills are indispensable in interacting with the customers (Zulfqar, 2010). Customer service is closely linked to a number of areas namely economy, marketing, management, and psychology among others. In order to listen effectively, the individual must be able to read, hear and understand both spoken and written literature (Palmatier, 2009). Evidently, listening, understanding and responding are important in answering the customer’s queries. In this regard, good interpersonal skills are essential in dispensing such functions. Notably interpersonal skills are indispensable throughout the interaction process. More often than not, customers expect an effective communication mode where the clients can adequately channel their grievances and queries. A customer representative that does possess such characteristics is bound to showcase unwarranted organisational behaviour that tends to discourage the customers. 2.2 Efficiency An excelling customer service representative is capable of providing speedy responses and quick actions, with respect to the customer’s needs (Bakker, 2011). As such, these necessitates for competency in the operational practices in multifaceted dimensions. Nonetheless, effectiveness dictates an organisation’s capability to address the customer's needs speedily. Customers are less inclined to services that are less efficient, such that they are compelled to receive delayed services (Bakker, 2011). Customer service representatives ought to be efficient in their practices through multi-tasking and strategic planning. Strategic planning necessitates that the representative adequately plans on how he / she dispenses the duties in the service industry (Solomon, 2012). Efficiency incorporates a number of factors that increases the representative’s productivity. These include the capability to multi-task, adequate planning process and effective follow-up process. These encompass the needs to inquire or direct the customers to the appropriate departments (Bakker, 2010). Customers are pleased by efficient systems that compel them to seek matching services whenever in need. 2.3 Negotiating and Persuasion Capabilities Negotiations are key in the customer- employee interaction, per se, it is an essential skill for professional success and personal growth. As such, it begins with the identification and acting on one’s needs. Integrative negotiations thrives in the service industry given the need to satisfy the customer’s needs (Shahrina, 2011). Therefore, a customer service representative should possess any of the following skills to create a sustainable negotiation process; i. Effective speaking ii. Self-confidence iii. A sense of humour iv. Patience v. Persistence vi. Emotional intelligence vii. Creativity Negotiation will be difficult, if not impossible in cases when individuals lack the above characteristics. Knowing the need to have a consensus on the problems, each party needs to adopt an attitude that thrives on understanding notably the customer representative (Shahrina, 2011). More often than not, companies are meant to absorb any losses, when the clients are dissatisfied with the services. The importance of effective listening and speaking is imminent; it is essential to establish what one is looking for and what one is prepared to accept, whilst understanding the customer’s needs (Sarlak, 2009). 2.4 Patience Patience is a virtue that allows one to understands and put up with other individual’s incompetence (Markos, 2011). Typically, customers take a considerable length of time in explaining what they need. Hence, it takes great effort and time for the customer service representative to put up with such customers against all odds. There is no doubt that complaining customer, in one way or the other are dissatisfied with the service offered. It is vital, therefore, that the customer service representative have the forbearance to deal with customers and entertain their concerns (Zulfqar, 2010). 2.5 Memory Retention Given the large amount of information needed to be stored, the CSR should be of sound mind. The capability to remember the customer’s transaction in providing adequate follow-up process is crucial in the service industry. Accordingly, the customer service representatives need to process information quickly; transferred by other departments so that they can accurately communicate with the customers. Essentially, a strong memory retention capability is requisite for any customer service representative given the dynamics of the interaction process. 3.0 METHOD The role play included three participants namely the customer, the customer service representative and the company’s technician. The technician complemented the service desk, given his vital role in the role play. In creating an effective scene for the role play, it was significant to set the room in a manner that described the actual customer service desk. This entailed the setting up of a table that mimicked the operation desk. As such, the customer was to approach from the opposite end of the table, where the customer service representative was sited. Thee cameras were positioned in such a manner that individual cameras could capture a two-dimensional view of the role play. Additional cameras were included to ensure that the entire scene was captured in the case of power or device failure. In a nutshell, the 25-minute role play involved a customer who complained about a purchased, but malfunctioning product. The first role play showcased a customer representative who presented good communication skills and addressed the issues, whereas the second role-play showcased an inefficient customer representative who did not address the customer’s needs. Thereafter, questionnaires were filled out. 4.0 RESULTS In the role play, a number of aspects have been addressed about the provision of quality services. In the first role play, the customer service representative replicated a proffered management practices. In essence, such management practices were typified by attributes such as appropriateness in addressing the customer’s needs, patience, negotiation skills, efficiency, effective communication skills and memory retention. The customer was pleased with the reception received from the organisation. Additionally, a conducive environment thrived throughout the process, where the customer and the customer service representative tend to enforce a workable relationship. The customer is eventually satisfied with the information presented and is assured on the delivery of a new product. The second role play, however, showcases a bad/inefficient management practice. The customer service representative appears not to care about the customer’s needs; rather he insists on the purchase of new products. The non-caring attitude prevents a successful negotiation process. As a result, the customer is displeased with the reception received by the service. As such the two tables show the different scores in different aspects. Role play two: Bad Management Strongly disagree 2 3 4 Strongly Agree Used Effective Communication Strategies Service was Efficient Effective Negotiations Patience Memory Retention Figure 1: Likert Scale for Bad management Practise From the five point Likert Scale, it is evident that the two scenarios showcased different satisfaction levels for the customers. The scale suggested that depraved management practise did not conform to the various strategies used for effective communication strategies. Thus, the customer expressed a high dissatisfaction levels on the services received. 5.0 DISCUSSION 5.1 Effective Communication Strategies In conversing with the customer, it was evident that an effective communication strategy was important in addressing the customer’s need. To begin with, the command of language was requisite such that the customer could effectively understand what was communicated. Nonetheless, the use of simple language enabled the customer representative to have a proficient means of communication. On the other hand, it promoted an easy understanding while addressing the defects of the device. In accordance to Zulfqar (2010), it is suggested that an effective verbal communication strategy facilitate clear understanding between the client and the customer service representative. Tentatively, listening dictated the communication process, given the need to allow the customer to express his grievances. The customer service representative effectively listened to the customer’s queries, so as to facilitate an appropriate course of actions. As such, a clear understanding of the customer’s grievances enabled the customer representative to convey a message to the technician who offered important information regarding the malfunctioning device. Zulfqar (2010) insists on the importance of maintaining an effective communication process that facilitates a clear understanding between the communicating individuals. Such strategies are purposefully aimed at improving the customer’s experience throughout the service industry. Interpersonal skills, on the other hand, was indispensable in creating a workable relationship with the customers whilst the disappointment on the purchased product. Solomon (2012) contends on the need to maintain proffered interpersonal skills that cement a good relationship with the client across the different communication levels. Operative interpersonal skills enabled the customer service representative to create a conducive environment for the customer. Although the customer was disappointed with the product offered, an eventual guarantee on the product replacement enabled the customer to trust the company’s services. Accordingly, composure thrived throughout the discussion. As such, it takes great composure in handling angry customers. 5.2 Efficiency An organisation’s success is gauged on the factors that promote a sustainable organisational process. Bekker (2011) affirms that the efficiency is the capability to address one's needs in an appropriate and timely manner. In the role play, nonetheless, the customer service representative effectively addressed the client’s needs in the most effective way. Initially, the CSR in collaboration with the technical were able to identify the problems linked to the malfunctioning of the device. Thus, the customer was relieved to realise that the problem was the manufacturer’s fault. Additionally, the customer service representative offered a number of solutions that appeared to address the situation at hand. Throughout the negotiation process with the customer, the customer service representative mitigated the appropriate solutions that addressed the client’s needs. Hence, the customer was assured on service delivery of a new product. It was important to maintain a high level of efficiency when addressing to the customer’s needs. Efficiency is a bridging factor that differentiate the customer’s preference against other competing organisations. A competent organisation is one whose customers are more inclined in offering effective and dependable services to those that are not. An organisation’s productivity is measured through the level of efficiency across various operational levels (Bakker, 2011). An effective organisation can same invaluable time. 5.3 Negotiation and Persuasion Madlock (2008) presents the significance of an effective negotiation skill. Evidently, addressing the customer’s need in such a way that makes them feel appreciated is key to maintaining a sustainable customer loyalty strategy (Hayes, 2008). In the role play, nevertheless, it was evident that negotiations and persuasion was central to attain customer satisfaction. Amisano (2010) affirms that customer satisfaction entails the incorporation of various inputs that initiates the consolidation of divergent customer-related aspects. It was important to address the customer’s grievances, in an honest and speedy manner. It was important to negotiate on a forward thinking strategy that would be beneficial both to the company and customer (Naseem, 2011). Maintaining a collaborative relationship is important, such that the customer can advance to praise the company’s efforts in addressing the issues. Secondly, customer forms an important part of any organisation. Hence, it was important to gain the customer’s loyalty. In this regard, achieving customer satisfaction implies that the customer will be inclined to shop at the store. Customer loyalty, among others, are indispensable in realisation of improved profits. Thirdly, the organisation is obliged to take damaging cost resulting from manufacturer’s faults. It is unethical to sell malfunctioning products to dedicated clients. Ignorance of such vital ethical practices may be detrimental to the company’s image. The company’s reputation may eventually be damaged. A damaged image would imply that the customers would be inclined to shop at the competitor’s stores. 5.4 Patience Markos (2011) affirms that the patience is an important attribute when dealing with customers across different operational levels. In the role play, therefore, it was important to explain to the customer on the necessary policies that governed the sales and return of the products. In situations that necessitate adequate description of company policies, most customers tends to pose a lot of inquiries. Amidst such inquisitions, the customer service representative was patient with the client in addressing his needs. It was important that the customer service representative upheld high levels of patience given that the company had failed in provisioning of workable products. In order to fully come to a consensus, high levels of patients needed to thrive in such interactions. Ultimately, through patience, the customer service representative was able to model solutions that fully addressed the client’s needs. Throughout the negotiation process, the customer service representative had to listen attentively to the customer’s complaint and repeat the same back to the customer so that he could know that the CSR was attentively listening. Moreover, the customer expected a swift solution, but it was important that the CSR explained to the customer on the best available solutions. Evidently, Naseem (2011) confirms that the most important part in any organisational process is dealing with an angry patient. Even though most problem with the manufacturer’s products, it is the organisation’s problem in the customer’s eyes. 5.5 Memory Retention Memory retention is key in addressing multiple issues that affect the customers across various levels. Parker (2011) affirms that having a sound mind is indispensable in storage of information pertaining a customer’s experience. In this regard, the customer service representative had to retain all the information presented by the client. The device was scheduled for check-up such that it could be resold to other customers. Forgetting such crucial information affects the company’s supply chain and inventory marking. 6.0 Recommendations Improvement of communication skills necessitates for the incorporation of various strategies. Learning to listen can be fostered through employing clarification and reflections methodologies in confirming the customer’s request (Grewal, 2010). Nevertheless, it creates the acquisition of emotional awareness. By sympathising with the customers, the individual can carefully observe the language use and tone in addressing the customer’s grievances (Sarlak, 2009). Unmistakably, the individual should not attempt to speak, before meditating on customer’s remarks. It is highly thought that through incorporating such initiatives, individuals can garner effective listening habits across various operational levels (Sobotie, 2009). Empathising with customers can complement the manner in which an individual communicates with customers (Parker, 2011). Simply put, empathising is the art of attempting to view issues from a different point-of-view, notably from a different individual. It is imperative that the communicator avoids being biased or judgemental in preconceived ideas (Sichtmann, 2010). Nevertheless, viewing the situations and responses from a different person’s perspective will effectively maintain an emotional understanding of the situation. Staying in tune with one's emotions plays a major role in enabling ones understanding an individual’s emotions. If appropriate, offering a personal viewpoint in an honest and clear manner alleviates confusion (Richards, 2008). Maintaining a positive attitude towards the customers enhances positive relationship. Simply put, few people put up with individuals that are frequently miserable. Contrariwise, being friendly, positive and upbeat with other people increases the probability of effective communication and creating a positive environment (Richards, 2008). Therefore, maintaining a proffered personal presentation and high confident but rather professional paradigm, creates a conducive environment both for the client and the customer service representative. Moreover, having a positive attitude increases an individual’s response to a customer’s request across different operational levels. Thus, the customer service representative can meritoriously put up with the client’s grievances (Liu, 2011). Using humour is essential in releasing endorphins that assist in relieving anxiety and stress (Dominici, 2010). More often than not, people are constantly drawn to humorous individuals. Humour can be applied in creating a conducive environment, where the client can present grievances in a relaxed manner, as opposed to patronising the customer service representative (Dominici, 2010). The incorporation of appropriate humour can be perceived as more charismatic in addressing different issues. Simply put, charisma is a combination of interpersonal and communication skills, which can be developed at various personal levels. Only complain when appropriate. Individuals are less attracted to people that constantly whine and complain. Primarily, most customer service representatives are angered by complaining customers who present their grievances in an unwarranted manner (Hayes, 2008). This compels the customer representatives to act in such a manner that may affect their responses. It is important that the customer representative employ appropriate anger management practices in such situations. This can be done through recognising when an individual feels angry or has feelings that results to anger (Alqahtani, 2011). It is important to supress anger, in an attempt to respond or act in a positive way. Reference List Amisano, C., 2010. Relationship between training and employee performance. Alqahtani, A.A., 2011. Toward a clarification of the concept of relationship marketing. International Journal of Management. Bakker, A., 2011. An evidence-based model of work engagement. Current Directions in Psychological Science, 20, pp 265–9. Bakker, B., Bal, P., 2010. Weekly work engagement and performance: a study among starting teachers. Journal of Occupational and Organizational Psychology, vol 83, pp 189–206. Dominici, G., Guzzo, R., 2010. Customer Satisfaction in the hotel Industry-A case study of Sicily. International Journal of Marketing Studies, 2(2): 3-12 Grewal, R., Chandrashekharan, M., and Citrin, V., 2010. Customer satisfaction heterogeneity and shareholder value. Journal of Marketing Research. Hayes, B., 2008. Measuring Customer Satisfaction and Loyalty, 3rd edition, Milwaukee, USA: ASQ Quality Press. Liu, C.T., Guo, Y., and Lee, C., 2011. The effects of relationship quality and switching barriers On customer loyalty. International Journal of Information Management, 31: 71-79. Madlock, P., 2008. Communication Competence, the Key to Leadership, Conflict Management, and Employee Job Satisfaction. Markos, S., Pradesh, A., and Sridevi, M., 2010. Employee engagement: the key to improving performance, International Journal of Business and Management, Vol 5, (12), pp 89-96. Naseem, A., Sheikh, S., and Malik, K., 2011. Impact of employee satisfaction on success of organisation: relation between customer experience and employee satisfaction, International Journal of Multidisciplinary Science and Engineering, Vol 2, (5), pp 41-46. Parker, L., and Bevan, S., 2011. Good Work and Our Times. London: The Good Work Commission. Palmatier, R.W., Jarvis, B., Bechkoff, J., and Kardes, F., 2009. The role of customer Gratitude in relationship marketing. Journal of Marketing, 73: 1-18. Richards, K., Jones, E., 2008. Customer relationship management: Finding value drivers. International Marketing Management, 37: 126. Sarlak, M.A., and Fard, S., 2009. The impact of CRM on the customer satisfaction in agricultural bank. Journal of Economic Business Administration, 1: 167-172. Shahrina, N., Mohammed H, Zulkipli, G., 2011. Strengthening Internal Communication: A Case of Communication Satisfaction in an Organization. Sichtmann, C., and Selasinsky, M., 2010. Exporting services successfully: Antecedents and Performance implications of customer relationships. Journal of International Market. Sobotie, E., Oduro, S., 2009. Customer Relationship Management in Financial Institutions in Ghana, Master’s Thesis with Lulea University of Technology. Solomon, O., Hashim, N., Mehdi, Z., Ajagbe, M., 2012. Employee motivation and organisational performance in multinational companies: a study of Cadbury Nigeria Plc, International Journal of Research in Management and Technology, Vol 2, (3), pp 2249-9563. Zafar, A., Liaqat, A., Nazir, A., Zafar, A., Ishfaq, A., Muhammad, M., 2010. Satisfaction as an Outcome of communication and organizational structures: An outcome-based approach. Interdisciplinary Journal of Contemporary Research In Business, 2(5): 249-257. APPENDIX Time Schedule TIME ACTIVITY CUE 4:00 pm Room Setup Room Organization Camera Set Up 4: 05 Identification of Role Plays Dispensing Functions 4:10 pm Actual Role Play Activity 4: 35 pm End Of Role play Camera position Thee cameras were positioned in such a manner that individual cameras could capture a two-dimensional view of the role play. Additional cameras were included to ensure that the entire scene was captured in the case of power or device failure. Hence, the corners of the rooms will be used. A maximum of 20 feet difference between camera and participants will be allowed, to facilitate movement. Three group member will be tasked with recording the play. Assistant Role players Two group members will be used in representing the additional role players namely the technician and the customer. Questionnaire Distributor and Collector An additional group member will be tasked with distributing and collecting the questionnaires. Room Organiser An additional group member will set up the cameras and assist in setting up the rooms. Room Layout A table of considerable height will be used to represent the customer care help desk. As such, two wooden chairs will be placed on one end of the table. Time Keeper An additional member of the team will be tasked with keeping the time. Questionnaire Read More