With whom are we at ease and really feel comfortable with? We feel comfortable with someone who does not question our abilities and capabilities. If someone doubts our actions especially the words that come out from our mouth, this can become a heavy load on our head. When someone doubts us, they start questioning and demanding explanations from us. We feel at ease to somebody who trust us and accepts us.
An unconditional acceptance of oneself and by others improve one's self esteem and self-awareness. Any individual in such a state will perform at his best especially in the workplace. One notable point in today's business scene is that two of the main ingredient that people want out of work is validation and to feel like they belong. Validation is the sense that the work outputs that employees perform are acknowledged and the ideas that they suggest or open up especially for the welfare of the company are heard. Sense of belongingness on the other hand is the feeling of every individual in the workplace that they are part of a team. If these two items are dealt with in a significant manner, it can reduce a lot of stress and improve relationships at work. If employees are enhanced and totally aware of these two feelings, they can naturally influence the way they handle other people especially if dealing with business such as customer service.
Customer service is a function of how well a company constantly and exceedingly meets the needs of its customers and of how a certain product or service meets the customer's satisfaction. High quality customer service helps create customer loyalty. Customers today are not only interested in the product they are being offered but most of all, they are also interested in the additional intangible elements of service they receive. Such elements are from the greeting they receive, to the tone of the voice from the other line when you complain on a defective product.
It would be worthwhile to think on how a customer can feel a sense of belonging when he or she calls a customer service representative for help, query or instructions. Customer service representatives engage in various seminars and trainings to assist them in dealing with customers of different personalities and of different wants and needs. Customer service agents must know how to make his or her customer at ease with them to make the customers feel they are generally heard and given importance.
Research shows that thoughtfulness, sincerity and tactfulness help in retaining the company's most valued asset --- the customers. When a customer experience such feelings from a customer service agent, it will provide opportunity to relate to one another and strengthen their sense of belongingness to the company. It is often as a result of trust and therefore must prove to be trustworthy not only on the product level but on the people and the company as well. Thus, attaining the first sale may have been achieved, but retaining a customer is often, if not, the most important.
Standards Of Customer Service
Consider this. Executives' compensation packages are often based on salary and bonuses which are paid out in stock options. The stock options are often so lucrative that the salary looks infinitesimal by comparison. The executive is then motivated to, above all else, see the stock prices go up even if it means alienating customers or even bankrupting the company. When the stock goes up the Executive sells it. Some companies have tried to curtail these practices by disallowing the sale of stock by employees. Of course then the motivation becomes to inflate the stock as much as possible, even temporarily, quit, then sell the stock.
So how does this reflect in Customer Service Performance? A company whose KPI are primarily incentive based will usually infuse that philosophy throughout the corporate structure. Thus Customer Service becomes as incentive based as the CEO's stock options or the commission paid to the sales staff.
An order comes down from the executive offices that no call should take longer than 7 minutes to complete or that Call Center employees' bonuses are based on clearing the maximum number of calls quickly and ?efficiently.? That's fine until a major issue comes up that takes longer than 20 minutes and then, suddenly the previously helpful call center rep is doing everything possible to hustle the caller off the line. Soon the call center reps are hanging up on customers in order to inflate their calls/shift ratio.
As long as Customer Service Performance KPI are based on the quantifiable rather than the true level of satisfaction of the Customer, these scenarios will continue to frustrate the buying public. That's why some companies have introduced more reliable systems of measuring Customer Service Performance. These new KPI more accurately reflect whether or not the Customer actually feels that they've received a level of service that meets their needs. These models look something like this: When the clients' questions have been answered a series of questions are asked by the Customer Service rep. ?Are you satisfied with the responses to your queries?? ?Were your questions answered adequately and professionally?? ?Is there anything else we can help you with today?? Sometimes these questions are asked by the rep themselves and sometimes a follow up call is made by a supervisor or another rep. The Customer's response to those qualitative questions becomes the primary Customer Service Performance KPI. By shifting the KPI from quantity to quality personnel are more inclined to leave a Customer truly satisfied.
Both Cathy & Sam Miller are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
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