Customer Service Aspects - Customer Relationships, Quality and Conflict Management in the Workplace - Coursework Example

Running Head: WORK PLACE LEARNING WORK PLACE LEARNING NAME: Executive Summary Customer service delivery is key to each and every organization and customers are now keener on the quality of experience rather than the prices of products and services offered. A number of organizations have taken the challenge and are to putting more emphasis on customer service experience in order to not only gain more customers but also retain the already existing ones. During one of my school holidays, I volunteered working at a call centre thereby experiencing customer service first hand which was not only an exciting experience but also a learning and career development platform. In this report, I will focus on customer service aspects learnt including customer relationships, quality as well as conflict management in the workplace. I will also give recommendations directed to improvement of customer service delivery. In addition to these, I will point out on how the experience has impacted on my career as well as employability enhancement. Table of Contents 1.0 Introduction …………………………………………………………………… 4 2.0 Oral and written communications……….…………………………………… 4 3.0 Performance Metrics Management the Workplace……………………….…….8 4.0 Professional behaviour and ethics ……………………………………………….10 5.0 Career and Employability Enhancement ……………………………………….11 6.0 Conclusion……………………………………………………………………… 12 7.0 References……………………………………………………………………… 14 1.0 Introduction I have always had passion for customer support as well as management and it is for this reason I volunteered to work in a network providing organisation’s call centre during one of the holidays. The experience acquired from working at the call centre was eye opening and I ended up learning a lot, not only in customer handling practices but also on personal character development. I was able to alternate to a number of departments at the call centre, from first line which involved receiving customer complaints and concerns, to support where I was able to learn how to handle escalated issues and also the quality management section. I learnt that customer service requires high levels of patience and calmness as well as objective rather than subjective rational. A number of workplace modules were also evident and I would specifically like to focus on: Customer relationships, Quality management and Customer service conflict management. The reason for arriving at these three modules is basically their outstanding importance in any workplace be it a call centre for network providing company, hospitality industry or learning institutions. The experience received in customer management is applicable during interactions of both internal as well as external customers across diverse workplaces. 2.0 Oral and written communications This module involves development of communications in order to understand the customers’ needs. It also assists in customer segmentation in relation to their specific needs hence better service delivery. In order to properly relate with customers, I was trained on understanding the different types in existence, including external, internal, high-value, repeat, former as well as vanishing customers. After learning about different types of customers, I learnt how to communicate with each segment. External customers bring revenue and possess financial autonomy to the organisation. We communicate with these customers especially through the website and the customer care calls. While responding to customers mails, we had to assume that they do not know any of our products. Thus, we would be patient even if they asked same question repeatedly. Internal customers are categorized as persons within the organization including the various departments and individual colleagues. This category of customers need to be handled with great care and respect. Their needs should be met since their satisfaction determines the quality of service delivered to external customers (Thomas, 1990). There are structured models of communication within the organization. However, when these persons become clients, they must be treated with similar respect as the external customers. The internal customers usually have discounted prices. It is always important to notify them of these discounts when they are making their purchases. Well treated clients tend to make purchases in considerably large volumes also providing referrals hence more business to an organization. Theinternal customers interestingly comprise a small percentage of the entire range of customers but bring the largest amount of revenue to the organization. It is always important for the sales department to recognize the efforts made by internal customers. Calling them and thanking them for their efforts improves their morale in bringing in more customers. Jacobs (2002) states that repeat customers tend to characterize business growth since they provide solid revenue to the organization. A relationship based on good communication between the customers and the organization is a catalyst to having high percentage of repeat customers. They form the group of customers that are happy and more so satisfied with the product as well as customer service accorded hence they keep coming for more products and services. Former customers might have become dissatisfied with the products or services or might have found low-cost solutions for the same. The customer care department must treated the bruised egos of the former customers when communicating to them. In order to lure them back, the sales manager may even offer discounts. One on one communication with the person that angered them and offering apologies personally is important in bringing back such customers.. Customer segmentation and understanding is basically abbreviated as KYC ‘know your customer’ and it contributes greatly in development of strong oral and written communication. With regard to KYC, I was able to understand that different categories of customers need to be treated and handled differently in order to reach them at their point of need. This particular skill was very well articulated at the call centre where segmentation was further detailed in respect to age groups and spending levels. This in terms of customer relationship, reduces disconnect levels and the customer is able to feel well associated with the type of product offered as well as prices. For instance the youth are most likely known to spend more time on data access than the elderly, hence they were accorded a custom made package with cheaper data packages. This way they felt connected with the product offered as they are in a position to relate with it and acquire value for their money at the same time. Customer relationship in this particular organization was also implemented by ensuring clients specific accounts were identified with regard to their particular categories. This enabled the person receiving their call to understand the kind of customer they are dealing with early enough hence proper rapport developed and issues handled with speed as well as excellence. For instance, I repeat customers are most likely conversant with the products offered and require less expounding and convincing on the product as opposed to former customers who need to be won back hence more effort required (Herbert, 2002). Although the aspects of customer relationships already put in place enable better understanding hence improved customer service in this particular organisation, there are a number of recommendations that would make service delivery even better. This includes segmentation of the customer service agents who also need to be specifically trained and specialised to serve specific category of customers. For instance, the high valued customers’ can be served by the very knowledgeable as this group of customers tend to be very busy hence no much time to spend on a call seeking customer service. There is also need for dedicated lines for receiving calls from the specific client categories hence ensuring that routing of calls to the different segments of customer service agents is easy and faster as well. I was also able to point out that the vanishing customers can also be in one way or another be converted to repeat clients by ensuring constant contact and seeking feedback from them. This way, they feel valued and more so when their feedback is integrated accordingly to the products as well as services in such a way that suits their needs. Effective communication is also key to strong customer relationships. This was also experienced in my workplace though can be improved on implementation of a number of recommendations. This includes: attentive listening to customers, hence gaining a better understanding of their situation, establishing rapport and ultimately resulting to better customer relationship. Secondly, the organization can improve customer relationship by “speaking the customers’ language” with regard to knowledge of technical terms related to their specific industries. This way the customer is impressed and feels well understood and is most likely to become a repeat and loyal customer. Thirdly, there is need for establishment of credibility as well as trust which are very crucial qualities of creating strong customer relationship. This can be achieved by portraying concern in understanding the situations of customers as presented and also being in a position to solve them accordingly. 3.0 Performance Metrics Management in the Workplace Performance metrics management in the Workplace is a module that entails ensuring that quality of products and services provided are of good quality and that they adhere to certain set standards. In order to achieve this, there is need to have process improvement practices put in place continuously to ensure high quality in service delivery is maintained. Each and every industry has its own set of quality standards which provide a scale through which performance results are verified (Schein, 2010). In my workplace, I was able to alternate and work at the quality management section where I was able to experience performance metrics monitoring processes applied in the company in order to remain competitive in the network providing industry. It therefore became evident that customer loyalty is highly dependent on the quality of customer experience attained during customer service interactions. A number of organizations are not really aware of the value and impact that customer service has to the business as whole. Therefore, monitoring and management of customer service quality is not taken seriously despite the fact that a single experience between customers and agents can improve or break an entire organization (Endres, 2000). In the organization I worked for, quality service was always key and this was basically managed through capturing of customers’ experiences using customer emails, surveys, social media interactions as well as call recordings. These went a long way in evaluating the level of customer service accorded to customers and the same information used in formulation of methodologies through which to improve the experience. Feedback in the various platforms also enabled the organization to tailor the services as well as products to a form that is most relevant to their customers hence improving loyalty levels (Cooper, 2001). All the same, I have recommendations on performance metrics management directed to achievement of efficient quality monitoring hence excellent customer service. First aspect is engagement of customers by involving them in actual monitoring process. This is by evaluation of specific interactions in relation to the organization’s goals hence determining whether the process results into gaining customer loyalty or detraction. According to Preece (2002) methodologies such as speech as well as text analytics can be used in identification of calls and particular emails that need monitoring. The second recommendation is capturing all available channels of feedback from customers and applying similar quality standards across board (Roger, 2002). Thirdly, it is important to base quality aspects with customer needs and the best way to understand this is by acquiring the information from them. This can be acquired by backing up internal evaluation metrics with scores allocated by customers upon conducting their own evaluation. Customers should be able to determine whether the service offered matches with their expectations or even equates to promises made during advertisement (Nersesian, 2000). Fourthly, from my observation in the organization I worked for, agents dreaded quality management as they related it to some form of punishment rather than a process to help in identifying gaps in customer service delivery. Therefore, it is highly recommended that proper sensitization is carried out in order to involve customer service agents in the entire process of quality management particularly in improvement of their skills. This can be achieved by provision of learning opportunities specific to the identified skill gaps as well as deficiencies. In this regard, agent skill development should be continuous which can be achieved through frequent coaching hence establishing high quality performance. According to Zikmund (2003) continuous feedback from the customers is equally important in the actual gauging of quality management progress. This can be achieved by integrating feedback script on the interactive voice response (IVR) hence giving customers the opportunity to give feedback when the experience is still very fresh in their minds (Dyche, 2002). 4.0 Professional Behaviour and Ethics Every organization has its internal code of ethics and in order to achieve great results in customer handling, professional behaviour as well as ethics should be upheld (Masters, 2002). It is therefore important to ensure that customer service agents are well trained on how to handle challenging customers in such a way that the issue at hand is resolved or managed rather than escalated. In the call centre I worked for, I was in a position to learn a number of aspects that has really changed the manner in which I handle disagreements in the day to day life. Complaint-handling was demystified such that it became easy for the agents to understand what was expected of them in case they received a call from a frustrated customer. The very first step as taught is to calm down the customer but that did not mean silencing them. On the contrary, it requires letting the customer speak their mind regarding the issue they are frustrated about while the agent is expected to listen keenly without rushing to any kind of solutions. At this point it is important to let the customer know that the issue is well understood and more so empathised with. There is also need to respond to customers as they vent acknowledging to them that you actually relate with their situation as presented. In order to achieve this, it is important to ensure control of emotions as they hinder one from understanding the information being conveyed by the customer. Before solving any problem, it’s professional to be keen on investigation; which basically involves more probing of the issue at hand by asking relevant questions that would help in further understanding of the issue. There are times the issue presented by customers would be beyond the parties involved ability to resolve immediately and for such. In such situations, the parties involved need to give specific timelines within which the issue should be resolved and also offer calling back for more information if need be. According to Howard (1999) duringinvestigations, it is important to find multiple means of solving the problem since it is most likely to receive similar conflicts in similar situations. Where investigations make the customer frustrated, it is important for the agent to take control of the conversation such that it doesn’t go off topic. In case this happens, it is the role of the agent to politely and calmly remind the customer of the need to stick to the issue at hand to allow faster resolution. The third complaint handling aspect learnt at the call centre was the manner in which to settle and agree on possible solutions to the problems. It became evident that welcoming suggestions from customers can ultimately result to negotiation of most suitable solutions favourable for the customer as well as the organization. It is very normal for the agents representing an organization to have willing power to help resolve a problem, however, there are instances that agents could offer unrealistic promises. This would aggravate the problem making the customer even more frustrated hence the need to give realistic timelines as well as promises (Christopher, 1996). The Code of Ethics also deals with the relationships among employees. In my organization for example, it was paramount to use the official languages to avoid words being misinterpreted. The organization had persons from different diversities and thus use of a common official language was important. Kaner (1996) states that good internal relationships helps in creating cohesion among the employees. It also increases the productivity of individual employees. Teamwork is enhanced thus minimal time used in solving conflicts. 5.0 Career and Employability Enhancement Working at the call centre and experiencing the mentioned modules relating to customer service has greatly impacted on my employability as well as career growth. I have been able to develop a character that can now accommodate much more in terms of complaints as well as observations and can manage them efficiently regardless of the magnitude. Customer relationships and management has taught me how to relate with customers at their different levels in such a way they feel understood and appreciated. Without this aspect, it is considerably difficult to retain customers as they end up feeling disconnected from organization and products offered. Conflict management on the other hand enabled me to develop ‘shock absorbers’ such that I am now able to handle an angry customer without necessarily getting emotional or feeling attacked. On the contrary, I am now able to relate with the customers at their level of frustration hence being in a better position to understand the issue at hand and consequently better resolutions. Quality management is yet another aspect that has positively impacted my employability since I am now well versed with quality standards and expectations in order to achieve the same. More so, I now have a clear understanding of reasons behind monitoring and evaluation of customer service delivery which has a lot to do with process improvement rather than punishing of agents especially when penalised on the same. With regards to career planning, this experience was a great ‘eye opener’ as I am now conversant with the various opportunities available in customer service and network providing industry. I am now well conversant with other departments like marketing and customer experience which has contributed a lot in planning for my post graduate studies in future. 6.0 Conclusion It is evident from the above mentioned modules that workplace learning is very important in career development and if possible it is important to experience such while studying especially during holidays in order to help practice the theory learnt in the actual work setting. There is a lot to learn in workplaces and in turn making learning easier since one is able to identify with real life experiences and situations encountered. Upon working at the call centre, I was able to identify areas that needed improvement as mentioned on recommendations which a basis for conducting more research and consequently improving service delivery as a whole. Having learnt about customer relationships, conflict as well as quality management has enhanced my employability a great deal and I am now well informed on proper career planning. 7.0 References Christopher, W. (1996). The Mediation process: Practical Strategies for Resolving conflict. San Francisco: Jossey-Bass. Cooper, K. (2001). The Relational Enterprise: Moving Beyond CRM to maximise All your Business Relationships. New York, NY: Routledge. Dyche, J. (2002). A Business Guide to Customer Relationship Management. Boston: Wesley Endres, A. (2000). Implementing Juran's Road Map for Quality Leadership: Benchmarks and Results. New York, NY: Wiley. Herbert, W. (2002). Effective Business Communications. Upper Saddle River, NJ: McGraw-Hill. Howard, M. (1999). Conflict at the Top: Management Review. Springfield: Prentice-Hall Jacobs, P. (2002). Strong Writing Skills Essential for Success. New York, NY:John Wiley & Sons. Kaner, G. (1996). Facilitator’s Guide to Participatory Decision-Making. Gabriola Island, BC:New Society Publishers. Masters, F. (2002). The Complete Guide to Conflict Resolution in the Workplace. New York, NY: Amacom Nersesian, R. (2000). Trends and Tools for Operations Management: An Updated Guide for Executives and Managers. New York, NY: Quorum Books. Preece, D. (2002). Understanding, Managing and Implementing Quality: Frameworks, Techniques and Cases. Springfield: Routledge. Roger, D. (2002). Getting to Yes: Negotiating agreement Without Giving In. New York, NY: Routledge. Schein, E. (2010). Organizational culture and Leadership. Pennsylvania: Villanova University. Thomas, S. (1990). Management: Function and Strategy. Upper Saddle River, NJ: Irwin Zikmund, G. (2003). Customer Relationship Management. New York, NY: Wiley & Sons. Read More