module 4 manage human resources achieve service

8/8/2019 Module 4 Manage Human Resources Achieve Service

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ffitre%I H 6 A P O R TI N E T I T U T gO F R g ? A I L T U D I T S

DIPLOMAN RETAILMANAGEMENT

Competency nit Core

ManageHumanResourcesoService xcellence

Achieve

Module o: SV-PP-410G-0

Competencyategory: People

Competencyevel. Diploma

TotalHours: 30hours

Vers ion. 1.0(b)

Effective ate: 25 Mav10

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ffififfi%CompetencyUnit : MANAGEHUMANRESOURCES O ACHIEVE

SERVICEEXCELLENCE

ReferenceNumber : SV-PP401G-0

Module Out l ine

Thismodulespecifieshe ski l ls nd knowledgeequired y functional anagersn a retai lenterprisen human esource lanning, electing,eveloping,motivatingnd empoweringcustomer ocused taff;and developing eward trategieso recognize erviceexcellence.I t nc ludes:

a) Undertakehuman resourceplanningbasedon the organisation'scustomer focused strategies

. Forecast uman esourceneeds o meetkey organisationalerviceobjectives

. Plan human esource rogramso address ey organizationalerviceobjectives ithin vai lable udget l locations

. Evaluate uman esource lanningo ensurehuman esource lanningseffective

b) Recruit and select customer-centricstaff

. Selectanduseappropriateecruitment ethods o source or service taff naccordance ithorganizationaluidel ines

. Managestaffselection rocessand recordprocedureso complywithorganizationalnd egal equirements

. lmplement nd eviewprocesseshatassess andidate'service rientationagainstestablished erviceperson pecifications

. Inform andidatesf selection utcome ccordingo organizationalrocedures

. Negotiate mployment rrangementsithsuccessful ervice andidates

CE 3: Monitor the impact of staff satisfactionon staff performance

. Establish rocesseso ensure hatservice taff satisfactions regularlymonitored

. ldentify actors hat mpactuponorganizationervicestaffsatisfactionevels

. Comoare taffsatisfactionevelswithcustomerservice eedback evels o identifvunderperformingreas or corrective ction

CE 4: Developeffectivecustomer servicestaff

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. Assiststaffmembersproviding ustomer ervice o identify heirown earning&developmenteeds

. Assiststaffmembers o identify ow hey learnbest

. Agreeupon he aimsandobjectives f specific ustomers ervice raining nddevelopmentctivi t ies

. Agreeupon he type andstyleof customer ervice raining& developmentactivitiesthatareappropriateo the earner nd n accordance ithorganizationalrainingbudget

. Confirmhe detai led esign f specific ustomer erviceraining nd developmentActivities

. Monitorhe performancef staff nvolvedn raining nd developmento ensure hatlearning as beenput n practice.

CE 5: lmplementand managea customerserviceawardprogram or employees

. Launch ustomer erviceawards o informandmotivate ustomers nd service taff. Ensure ransparent riteriaor customer erviceawards hat are consideredair by

servicestaff. Publicisehe program o customerso demonstrate rganizational ommitmento

customerservicewhereappropriate. Organise bjectiveudgingof individual wards hat can be ustified o service taff. Announceesults nd present wards n a manner hatsuits he culture f the

organization nd servicestaff. Review nd evaluate he mpactof the customer erviceawardsprogram n

customers nd servicestaff

Recommended ours i nc l us i ve f assessmen t ): 0 hou rs

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ModuleAssessment lan& Schedule

Reference ource:

Making ManagementSimple A practicalhandbook or dealingwith everydaymanagementchallenges- Frances ay,HelenGuinness ndNicolaStevens

ShapingYour HR Role Succeedingn Today's Organizations- Wi l l iamM. Kahnwei ler ,h .D. ndJenni fer . Kahnwei ler ,h .D.

Experiential earning:Experienceas the source of learningand development- David . Ko lb (1984)

TheAchievingSociety DavidMcClelland1961)

Ministry f Manpowerhttp /www.mom.gov.sg/pub sh momporta /en/leg slation.htm

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Week Mode Assessment Objective

4Written ssessmentRolePlay

P C1 , 11 . 2 , . 3 ,PC2 .1 , .2 , .3 ,2 .4 ,2 . 5

Class iscussion ndpresentation PC3.1 . .2 . .3

1 0 GroupPresentationn a casestudy P C4 . 1 , . 2, . 3 , . 4 , . 5 , 4 . 6 , . 7 , 4 . 8 ,

P C5 . 15 .2 , . 3 , 5 . 4 , . 5 , . 6

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Diploma n Retai lManaqement

CompetencyCategory : People

CompetencyUnit : ManageHumanResource o AchieveServiceExcellence

ReferenceNumber : SV-PP401G-0

lnstructionso Gandidates

As partof the assessment, achcandidate s requiredo:

i. Do a writtenassessment

i i . Participaten a roleplay

i i i .Do a presentation

iv.Candidate i l l be consideredompetentwhenall the learning utcomesi vidences

are ulfi l led s perassessmentheckl ist.

a. Written Assessment

l. Candidates i l lbegivenan assessmentf 45 minutes onsistingf 3parts:(a) human esource anpower lanning(b)a job specification(c)a job description.

ll. Candidateswill role play an interview rocess rom start of the interview

unti l he negotiationsf terms

b. Role Play

l. Candidates i l l have 20 minutes or a role play of an interview ith acandrdate.

c. Presentation

l. Candidates il lwork n Groupsof 314and preparea presentationor atrainingplanand a customerserviceaward program.Candidates il l

eachproduce n executive ummary nd ake urns or hepresentation.

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CE 1: UNDERTAKE UMANRESOURCES LANNING ASEDON THEORGANSATION'S USTOM R FOCUSSED TRATEGIES

HumanResourcePlanning

The key ocusof all service ompaniess itscustomers. heirserviceobjectives aninc lude:

1. Increased ustomer atisfaction2. Reducing ustomer omplaints3. Increasing ervice ecovery ate4. Reducing ustomer aiting ime5. lncrease erviceurnaroundime

6. Increase rderprocessingime7. Reducing rder o receipt ycle ime

To support hese service bjectives, lanningand orecastingmanpower esource scritical. here are 2 key areas o pay attention o.

1. Forecastmanpower eedsagainst ompany's usiness equirementndbudgetal locations

2. Managemanpower ffectively nd efficiently

Manpowerorecastmustbe derivedrom business lansand must ookat he ol lowing:

1. Staffingstructureo supportplan2. Staff allocationso specific erviceareas No of staff per unit3. Rangeand costof compensationor staff4. Extendof automationn processes5. A specific ime rame6. Assess o manpower ources nd supplieslocal nd foreign

Componentsof manpowerbudqet

1. Direct alary osts ncluding

. Basicsalary. Al lowances

. EmployerCPF costs

. ForeignWorkersLevy

. Bonus

. Cash ncentives

. Commissions

2. Indirect alary osts ncluding. Medical osts. Training osts

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. Recruitmentosts

. Staff ecognition chemes

. Staffcareprograms

Example f a oneyearbudgetThis can be doneat unit evelor company-wideevel

Pitfal lso avoid:

1. Setting nreal isticrojections

2. Underestimatingosts

3. Creating budget, hen gnoringt4. Rushinghrough he process

Manaqinqmanpowerefficientlvand effectivelv

To controland manage osts n termsof manpowers to deploy taff n an effectiveway.Workingwithinbudget l locatedmeanshandling hortages r excesses. omestrategiesnclude:

1. Handling hortages y:. Replacing acanciesnternal ly

. Replacing acanciesrom external ources

. Useof parttimers

. Use of temporary taff

. Use of contractstaff

. Recruit oreignworkers

. Planning vertime

. Retainstaff hrough ewards, incentives nd staff careprograms

2. Handling xcess y:. Early etirementchemes. Reducedwork hours

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DirectSalarvcostproiectionor Jan2010 o Dec 2010 ($'000)

BasicSalary

LaundryAllowance

EstimatedOvertime

EmployerCPF

ForeignWorkersLevy

Bonus CommissionsTotal

SubTotal

IndirectSalarvcost oroiectionMedical Training Recruitment ServiceExcellent

AwardFamilyDay

Sub Total

GRANDTOTAL

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. Not replacingacancies

. Usingdown ime or training taff

Manaqinq costs throuqh staff retention

This s a greatbenefitor service riented ompany ecause ellmanaged ndmotivated taffworkat high evelof productivitynd result n superior ustomerservice.These outcomes einforce he service bjectives f the company.

Strategies n staff retention:

1. Careprograms:

Balancedwork-l i fe rograms,ncludingealth lubs,sporting ctivi t ies,mployeeappreciationay, i tness rograms, pecialnterest roups.

Family nvolvementrogramsncludinghildcare rograms, iddies ays,Zoomembership,amily ays,chi ldren tudy upport roups, cholarshipsor chi ldren.

1. Motivationalrograms:Staff can be motivated hen theireffort s recognized.However, uch effortmust bestructured nd sustained.hesecan nclude:

. Staffpins

. Letters f comoliments

. Excellent erviceawards

. Personal evelopment chemes

. Financialewards

. Public cknowledgef achievement. Staff nvolvement uch as focusgroupsand task orce

Whenplanning uchprograms, areful onsideration ustbe made or:. Evaluation f cost vs benefit f the scheme. Developing business ase or he scheme. Involvingtaff n planning r design f scheme. Publicizingheseschemes. Celebratinoachievements

We can measure"tf"".tiu"n"ss

of theseprogramsby tracking:.

Staff esignation,urnover ates. Absenteeism. Loss of productivity. Salesperformance


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CE2l RECRUIT ND SELECTCUSTOMER-CENTRICTAFF

Servicedistinctive ompanies et highstandardsor customer ervice taff.To ensure

consistencyn selecting ustomer- entric taff,suchcompanywillhave ob

specificationsor customer ervicestaff.Theseshouldbe usedwhenselectingapplicants

ServicestaffJob specifications

(1 Interpersonalommunications. Communicationki l ls. Active istening. Interpersonalki l ls. Useof language

. Body anguage

. Grooming& presentation

. Active istening

(2 ) Customer-centric. Empathy. Customer are. lmage

(3) Personal ual i t ies. Senseof responsibi l i ty

. Maturity

. Team spiri t

. lni t iative

. Resoonsiveness

. Positiveattitude

. Enthusiasm

. Work efficiencv

(4) Mental r ientation. Senseof udgment

. Analytical bi l i ty

. Problem olvino

Also hinkabout:a. Howwould heapplicanti t nto hecompany ulture?

Adaptseasily,getsalongwellwithpeople

b. Howwould he responsibi l i t iesf the ob suit he applicant?eg SalesExecutive ustengage ustomerso do sales. t s nota job for

someone nyc. Motivationalactors:what s t n he ob thatwil ldrivehimor her

Competit iven achieving ales arget ndgetting ecognitionWhatare the salaryexpectations?


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d. What obski l ls competenciesre required?Abil i ty o sel l ,product nowledge

Job descriptions:

Thesedescribehe ob and helpus understandob requirements. hen recruitingorajob position, e must hinkabout:

1.Job i t le2. Objectives f ob

3. Dutiesand esoonsibi l i t ies4. Reportingines nd working elationships5.Specificasks, esponsibi l i t iesndstandardsor he ob

6.How he obs its n withother obs

7.What prospects oes he ob have?8.Salaryandbenefit ackage f the ob

Example f a jobdescription


Job Title: SalesExecutive

Reportso . AreaSalesManager

JobObjective:

To planand handle ales or the XXX Outlet o as to achieveagreedsales target

Key Responsibi l i t ies:

(1) Plansales ctivi t iesor he outletn accordanceo agreed nd set argets

(2) Manage ales taff o ensure ighmoral,efficient perations excellent ervice

(3 ) Train& develop taff

(4 ) Attendmeetings t Head Office or updateon sales,promotions marketingactivities

(5 ) Responsibleor stock akingand nventory ontrol

(6) Handleworkplaceafety, ousekeepingnd tenancymatters i thshoppingcentremanagement

(7) LiaisewithWarehouseDepartmento ensure imely rr ival f stock

(8 ) Ensure hat he Company's tandard peratingprocedures re followedat theoutlet

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Sources of candidates

(1) ln terna le lect ion

lf yourorganizationasa vigorousrainingrogramme

nd hasa

'bought-in'

cultureyoushould tartsearching ithin.. Place n internal dvertisementor he position.. Promote omeonewith he rightpotential. t is alsogood or staff morale o see

that heyaregivena chanceo upgrade.. Transfer omeone rom another epartment

(2) External dvertisementhrough ewspaperadvertisement(3) Internetob-sites, g JobsDB, obstreet,Monster(4) Referrals y co-workers, lients,elativesetc(5) Recruitment onsultantshathandle he entireprocessor you

(6)Executiveearch or veryhigh eveljobs.."headhunters"

Selectionmethodsand tools

(1 ) Review irectevidence, g CVs,writtenor verbal eferences, rittenapplicationso person?l articularsikeeducationalual i f ications. competenciesnd abil i t ies eedby the ob

. experiencehat s suitableor he ob

. work rack record o assessability o adapt o company ultureo job stabi l i ty s ob hoppingo specific areerprogressiono identifypotential. characterraits..maturity, tabi l i ty,onduct

(2 ) InterviewsCan be structured ith specific istsof questionsor unstructured herequestions anbe changedo in respond o applicant.

* Face a face interriiewfu{*stamm*n.cne-tc,or:e.nr;* lv*s nlV nterviewernd rntervtewee.

. Panel nterviewMore han one interviewer

o Group nterviewMore hanoneapplicant,sed o assess eamdynamics.

(3 ) P*rfat*ranc*based nt*ri,,;*wu Usin$ ypotheticaivents r sceRaric

Applicants reasksrjh*v,iheywnuld eact f heyenc*irnteredhatcvent.. Simulations,ctualperformance

Useful or testingactualability o do tasks. Jobski l ls nowledgeesting

{4 Beha,vrcralnterviewln thismethnel,ppl icants asked * explain heirski l ls, xpl*riemce.c{ivi t ies tc - asevarr:pies{ theirpasthel);:rvroi".


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(5)PsychologicalestingUsingprofi l ingool ikeDISC

(6)Review

rocesses

Directobservation, rocess nalysis, ompareagainstbest practices

Exampleof an lnterview Process

Preparation n the day before he interviewa. Checkon company's ervice oals, ourdepaftment'sequirementsb. Read he ob specificationnd ob description,pdate f requiredc. Checkwith HumanResourceDepartment n standardermsandsalaryd. Readapplicant'sesume nd al l documentse. Prepare uestionso ask

f. Confirm oom or interviewg. Confirm thermembers f interview anel f requiredh. Confirm ocation nd imingwithapplicant

Before he interviewa. Be earlyb. Ensure ou havealldocuments ithyou

c. Prepare he roomd. Switchoff handphone nd manage nterruptions

When nterview eginsa. lntroduce ourself

b. Makesmall alkandputapplicant t ease.c. Explainhe ob requirementrieflyd. Startaskingquestions asedon yourpreparation

e. Do be flexible ndmodify s the nterview o along

Closinghe Interviewa. Thankappl icantb. Givesome deawhatwouldhappennext

Post-l terviewactivitiesa. Summarize nd record our nterview

b. Follow up with checking f referencesc. Fol lowup with HR Departmentor various mployment rrangementd. Followup withofferof ob

Recordkeepinq n the selectionprocess

Mostcompanies avestandardob applicationorms or nterviewerso usewhenconductingnterviews r otherselection xercise.Keeping roper ecordsand notesof selectionprocess s required or he ollowingreasons

a. To complywithcompany olicies nd procedures


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b. Ensuresufficientnformationor reviewc. Provides ange or crossreferenced. Helpswithdecisionmaking

e. For ol low p

Follow-up action afterselection

It is important o followcompany'sprocedures t the nextstage.Compliance ith thesestepsensure onsistenciesn the hiring rocess ross he company. ome teps hatmustbe ollowedhroughnclude:

a. Obtain pprovalo hireThis nclude ubmitting pecificecommendationsn the applicant'setai ls,reasons or hiring, erms of offerand ntended copeof work

b. Obtainmandate o offer ob

This s oftena signedstatement f the Management ndorsement f theappointment.nmostcompanies, umanResourceDepartmentrepares

lettersof appointment hen his s received.Very often,some lexibilitys given n he mandate o negotiateome ermsto entice heapplicanto takeup offer f ob, eg salryof $3,000o $3,200.Other ermsmay be fixed as policy or all staff.Thisstep s mportant s the etter f appointmentegalizeshe appointmentwhensigned y company ndapplicant

c. Contact heapplicantThis nvolves ontactinghe applicant,nvitehimdown o inform im herofhis success. he applicants oldof erms,benefits,ob roles ndvariousexpectationshat comewith he offer.

d. Negotiation f termNotal lapplicants i l lacceptwhat s offeredmmediately,o heremay sti l lbe need or somediscussion.

Neqotiation

(1)Understandompany olicies nd proceduresnd ollow hem.. You wil lneed o checkwith he Human esource epartment r someonen

chargeof managing mployeebenefitsor he standard erms. Mandate ivenduring he stepof obtaining pproval houldbe ol lowed.

(2) Effective ommunicationsnd active istenings required.. Mostapplicantsook or companies hich reopenand communication.. Your handling f hisstepwil lgive he most mportantirst mpressionf the

company's ayof engaging taff. Stateconstraints learlyand exploring reas or flexibility. At the endof theday,offeringwin-win olutions ndalternativesi l lbe the best

way to negotiate.


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Arrangements or emplovment

(1) Follow ompany's ol icies nd proceduresor acceptance f appointment,ncluding.-

Signingetter f appointment- Pre-employmentedical heck-up- Application f workpermitsand passes- Obtaining pplicant's ankAccount etai lsor salarypayment

(2) lmplementingermsof employment- Developa checklist f pre-employmenttems o follow up on- Ensure he applicant ompletes ll pre-employmentogistics eforehe startswork

(3) Induction f the newemployee t work.This ncludes:- Overviewof the company,most oftendoneat head office evel,- Practices, rocedures nd policies

- Understandinghe culture- Introduction f key staffand colleagues t work place- A walk-through f the work area- Direct ob relatedmatters

Legal requirements elatinq to recruitment& selection of manpower

Employment ActEnacted o provideor he minimumemploymenterms or the protection f employeesHasprovisions n what orms a contract, umber f working hours,basicbenefitenti t lement,rotectiongainstwrongful ismissal

Ch ldren DevelopmentCo-SavingsAcfPart ll of the CDCAprovidesmaternity enefitsor mothersof SingaporeCitizenchildren.t alsostipulateshe conditionsor Government-paidaternityeave, hi ldcareleave, nfantcare eaveand adoption eave.

RetirementAge ActEnacted n 1993 o provideor a legalminimumetirement ge at age60 yearsor sucholderage hatmaybe prescribed y aw.

Employment Act - Part Vlll Employment of Children and Young Persons

Regulates mploymentf youngchildren."chi ld"meansa person ho has notcompleted is 15thyearof age;"youngperson"means personwho hascompleted is 1Sth earof age butwho hasnotcompleted is 16th earof age.

Employment of Foreign Manpower ActThis s a set of regulationselatingo the employmentf foreignmanpower.

Work njury Compensation c tTheWork InjuryCompensationct (WICA) eplaceshe Workmen's ompensation ctfrom1 Apri l2008.


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WICAcovers l lemployees ngaged ndera contract f service r apprenticeship,regardless f theirsalary evelsEmployees hosustainnjuries r died n a work-relatedccident re enti t ledo claim

work njury ompensation. mployees ho contractedccupational iseasesarising ut

of theirworkcanalsoclaimcompensationnder he Work njuryCompensationct.It is an offencenot o reportaccidents r injuryat work.

Tripartite Guidelineson fair employmentopportunitiesUnion, mployerepresentativesndMinistry f Manpower eveloped riparti teguidel ineso ensure hat here s no discriminationf attr ibutesuchas age andgender

by employers.As a resultevenadvertisementor obs mustnot have age or genderas criteriaor

application


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CE 3: MONITOR HE IMPACTOF STAFFSATISFACTION N STAFFPERFORMANCE

"iVocompany, smallor large,can rlin cver lfte lang run withoutenergizeden'lp/oyeeswho believe n the ffirrn's]mrssionand understandhaw ta achieve f. Ihaf's whyyau

need fo take he rneasureof enployee engagernenfaf /easfonce a year thraughanonyrnCIusuryeys n whichpeoplefee!camplefelysafe fo speak their minds."

- Jack and SuzvWelch

Benefits of satisfied staff

1. Theyarecommitted, roud o be partof the company2. f hey eelpersonal atisfaction nd senseof achievement3. Theyarewilling o pu t n extraeffort o help company ucceed

4. They performbetter esultingn highercustomer atisfaction

Mon torins staff satisfaction

Staffsatisfaction an be monitoredhrougha structured trategy nd processes. hemostcommons opinion urvey r engagementurvey.Surveys re usually onethrough uestionnairesn whichallstaffare askedquestions s to how hey eelaboutworking n hecompany.

Other strategiesor monitoring taffsatisfactionnclude:. Teammeetings. Focusgroupdiscussionsor staff eedback. Jointemployer-employeedvisory ommittees. Performance ppraisal. Staff esignationates

Unstructuredmethods or monitoring taffsatisfaction:. Directobservation. Informal essionswith staff

However, he purposeof such strategy nd processesmustbe clearlyexplained ndcommunicatedo staff. Transparency il l gain he trustand commitmentromstaff ogiveusefulfeedback. ompanies hould se more hanoneway of monitoringtaff

satisfactionevels o avoidbiases.

Common factors that account for hiqh staff satisfactionor staff enqagementlevels

1. Tangib les:. Fairsalaries. Performance ased monetary wards. Reward chemes or service xcellence


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2. In tangib les. Honest nd ethical osses. Goodcolleagues

. Openstyleof communications. Being nvolvedn decisionmaking

. Flexible anagement tyle

. Personal nd careerdevelopmentpportunities.

. Attentiono staff'soccupational ealthand safety

David McClel lands needs-basedmotivationalmodel

. Thereare 3 types of motivational eeds:- achievement otivationn-ach)- authority/power otivationn-pow)- affiliationmotivation n-affil)

. Everyone as these needs n varyingdegrees.

. A person'smotivationaleedsdetermines is behaviorWhenhe s motivated, e behaves ositively,e performs ell .

Motivation inked o performance

Somecharacteristicsf achievement-motivatedpeople:. achievements more mportanthanmaterial r f inancialeward.. achievinghe aim or taskgivesgreaterpersonal atisfactionhan receiving

praise r recognition.. financial eward s regarded s a measurement f success, ot an end in itself.r securitYs not he main motivator. status s not he main motivator. feedbacks important, ot as praisebut as factsof achievement.. achievement-motivatedeople onstantly eek mprovementsnd waysof doing

things etter.. achievement-motivatedeopleike o takeresponsibi l i t ies

Comparison- Relationship betweenstaff satisfaction eveland performance

Customer ocuscompanies ompare taffsatisfactionevelagainst taffperformancelevels.A staffwho is unhappywillperformbadlyat customer ervice.The process fcomparison f staffsatisfaction gainstheirperformancemay nclude:

1 Analyzing taff eedbackdataand identifyingheirareasof dissatisfaction2. Analyzingustomer eedback nd identifying reasof under-performance3. Narrow own o a specific ervicearea o identify correlation etween ow

staffsatisfaction nd ooorcustomer ervice.

Underperformancen customerservice


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These nc lude:1. Absenteeism2. Professionalncompetence

3. Fai lurenproviding

ervice4. Customer omplaints5. Lossof customers6. Failureo achieve ales aroets

Corrective Actions

Insteadof takingpunitiveactionagainstpoorcustomer ervice, he correction etweenlow staffsatisfaction nd poorservice ivescompanya chance o

'correct'the problem

at the staff evel.Addressinghe needof the staffwill n turnbring mprovementncustomerservice. t is a productive rocesswhich n turn einforces taffengagement.

Examples f correctivectionsnclude:1. Opendiscussion ndproblem olvingwithparties oncerned2. Reportingnd resolving rievances

3. Counselingtaff4. Reviewing ustomerservice ctionplans

5. Job rotation6. lmproving ork processes7. Provideraining upporl8. Addressing taffperception f company'sbranding

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CE4: DEVELOPEFFECTIVE USTOMER ERVICE TAFF

Different vpes oflearninq

stvles

Most amous heoryon earning tyle s Kolb'sExperientialearning heory ELT).

Different eople earnd fferently.Understandingearning tylesmeanyou can"optimize"ach earning pportunityELTrecognizes main earning tyles;

1. Converger - practical ppl icationsf deasand use deductiveeasoning2. Diverger - needconcrete xperience,maginative,ee hings rom

different ngle3. Assimilator - conceptualizendreasons4. Accommodator experience experiment

Learninqstvles can be divided nto 2 qroups:

Perceptualearners:a. Visual - learns est hrough eeingb. Auditory learns est hrough earing nd alkingc. Kinesthetic learns est hroughhe sensesncludingouch

They earnbestwhen hings reverbalor l inguistic, usical r from eeland ouch

Thosewho learnby processingnformation:a. Seeingandhearingb. Reflecting nd acting

c. Reasoningogical lyd. Intuitivelynalyzing ndvisualizing

They earnbestwhen hings re ogical ndmathematical,isualor spatial

ldenti fvLearning Needs

It s mportanto supporl ompany's oals or customer ervice y implementingcustomer ervice earning nddevelopment ctivi t ies,t the departmentalr operationallevels.

Steps o identifyearning eeds:1. Understand r explainhe company's oals o staff2. Discusshow as a department r outlet,eachstaffcan contributeo the entire

company's oals.3. Agreeon someservice oalsat yourdepartmentalevel4. Examine he rolesof each staff5. Discussand agreeon the type of learninghat staffwill need6. Each raining r earning ctivi tymusthavea purpose

7. Documentheseplannedearning eeds ndoutcomesLater,you can measure ow effectivehe earning ctivityhas been

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Selecting earningactivi t ies Must be basedon:

/Agreedbusiness eeds/ Agreed raining oals

/ Budgetconstraints/ Staff'sprofile/ Staff's earning tyle

Different vpes of learninqactivities

/ In-houseraining rograms/ Externalraining rograms/ Individual elf-directedearning, g through nlineearning

r' Attachment

Coordinatinq earninqactivi t ies

1. Budget eview2. Checkavailable f budget et by the company3. Planyour raining ccordingo the budget vai lable4. Providestaffwithon-going nformation n learning hat is relevant nd available

5. Delegate member f staff o take chargeof the administrativeollow-up, gpaying or fees

6. Handle ourse nrolment nd raining dministration

Coordinating earninqactivi t ies

7. Budget eview8. Checkavailable f budget et by the company9. Planyour raining ccordingo the budget vai lable10.Provide taffwithon-goingnformation n earninghat s relevant nd available'11.Delegate member f staff o takecharge f the administrativeol low-up, g

paying or fees'12.Handle ourse nrolment nd training dministration

Training dministrationncludes:1. Confirmingraining bjectiveswith staff2. Explain ow raining i l lbe evaluated gainst bjectives3. Explain raining utl ines4. Confirm ny estor assessmentsequirement5. Give nformationn dates, ocation nd imesof training

Traininqoutcome evaluation

Thisshouldbe donewithin levels:a. DepartmenVoutlet


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b. Ind iv idualsThiscan be done hrough:

a. Postcourseevaluationormwherepurposeof attending as been agreed

onb. Observation f staffperformance. his ncludesOTJ rainingc. Monitoring ustomers'eedback ver a specified eriod f time beforeand

after he coursed. Co-relatemprovementn serviceperformance ithany mprovementn

customer ervice

Applving learninqat work to ensure hat traininq benefitsare optimized.

Thiscan be doneby:a. Staff haring ession

b. Rolemodelingc. Mentoringd. Job rotatione. Buddy ystemf. Simulations

Recognizing rainingachievement

We can do so by:a. lssuingcertificates f attendanceb. Featuring taffwho attended rainingn newsletters r staffportals

c. lssuing ervice uali ty tandard adges r pins o staffwhocompleted ervicequali tyraining

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CE 5: IMPLEMENT ND MANAGEA CUSTOMER ERVICE WARD PROGRAMFOR EMPLOYEES

Companies oncerned bout customer ervicemust mplement framework hat cansustainquality ervice elivery.One key elementof such a f ramework s an effectiverewardscheme o recognize taff or excellencen customer ervice.

An effective ustomer erviceawardschemecan be deployedo engagecustomers ndto reinforcehecompany's ommitmento customer ervice. ustomers an ncludeinternalas well as external ustomers.

How to develop a customer serviceaward proqram

1 Review he company's ervicestrategies.In this way you makesureyourawardschemesupports ervice trategyof thecompany. t is importanto state he purpose f the award

2 ldentify uccess toriesor service apsThesegiveuseful enchmarks i thero celebrate r to improve n.

3 Determineypeof awards, g individual,eamor bothService eamscan nclude hosewithinonedepartment r acrossdepartments r amixtureof both.Teamscan be project asedor task specific.Manycompaniesimplement Q awardsnternal ly nd hesecanwin National nd nternationalwards.

4 Determine ature f awards.Some can nclude ins, erti f icates,rophies r financialewardsThis al lows or review f budgetprovisions

5 Involve taff or eedbackand designThis al lows or ownership nd commitment

6 Determine ustomer erviceawardcriteriaHowever,t s mportanto ensure hatcri teria re airand ransparent.his s how:

. Theyare developedwith service taff nvolved

. Thereare set service ime periods r serviceeventsapplied

. Theyare documented nd madeavailableo everyone ho s el igible, i ther eamor ndiv iduale Theyare consistentlyppl ied cross i ther eamsor ndividuals. Criteria redevelopedntoobservationsheckl ist i thclearmeasureable

outcomes. They relate o both nternal nd external ustomers

Some cri teriahatcanbe used nclude:. Management leadershipo Informationndanalvsis. Peoole.

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. Other perational epartments i l l have nfluence versuchscheme s a result foperating rocedures,ompany olicies tc.

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23Singapore's'tCET nstituteor Retail

module 4 manage human resources achieve service

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