Page 128 - The Handbook for Quality Management a Complete Guide to Operational Excellence

114 I n t e g r a t e d P l a n n i n g U n d e r s t a n d i n g C u s t o m e r E x p e c t a t i o n s a n d N e e d s 115

Empowerment requires discretion and awareness of consequence, both
of which can be greatly enhanced through proper training. Firms with
excellent reputations for customer service typically provide their CCWs
with extensive up-front training prior to placing them on the “front line.”
Continuous classroom and on-the-job training of CCWs accounts for an
additional 1 to 5 percent of the CCW’s working hours. The best firms pro-
vide training that is formal, rigorous, and ongoing. It may involve scenarios
and role-playing, but must include relevant (sometimes in-depth) cover-
age of the cross-functional processes impacted by the potential decisions
associated with the CCW’s role.
Despite the advantages of training, there are some traits of effective
CCWs that cannot be provided through training. Developing effective cus-
tomer service systems requires a selection process designed to identify can-
didates with the proper psychological traits for the job, such as patience,
ability to handle stress in a positive and congenial manner, proper commu-
nication skills, and so on. Often, recommendations and references from
current CCWs or previous employers will be beneficial. Various psycho-
logical tests can also be used, such as personality profiles or tests of a per-
son’s ability to detect non-verbal cues. Many firms use structured interviews
to determine how candidates respond to various situations, particularly to
complaints.
Effective recovery from complaints is an important element in cus-
tomer satisfaction and retention. Although complaints arise from a vari-
ety of sources, the most prevalent are product defects, errors in service,
untimely service, poor communication, and inadequate company sys-
tems and processes, even during the complaint process itself. Not all
problems result in complaints. It has been shown that the percentage of
defects or service failures that actually result in a complaint is related to
the seriousness of the problem and the price paid for the product or ser-
vice. Minor problems are reported less than major problems; problems
are reported more often when higher prices are paid. Since only a por-
tion of the customers who have experienced a given problem will take
the time to report it, systems should be designed to document the com-
plaint with the intent to review and ascertain the true extent of the prob-
lem. This feedback can be useful in identifying opportunities and threats
to meeting customer and market expectations.
Given a suitable company policy and procedure for complaints, com-
plaint processing becomes largely a communications matter between the
CCW and the customer. The most important activity in the process is to
listen to the customer. Listening skills should be routinely taught to all
CCWs; these skills are absolutely essential to complaint processors. The
CCW should attempt to understand the nature, magnitude, and potential
impact of the complaint on the customer. They should agree with the cus-
tomer that the complaint is valid, and offer the company’s apology for

06_Pyzdek_Ch06_p105-128.indd 115 11/9/12 5:09 PM