Customer Service NVQ

NVQ Workshop 3Motivation and continuous improvement

26th April 2016University of Westminster

Bev Gilder and Diane Eaton

Session objectives…..• To understand what motivates us and the members of

our team.• To see how understanding motivation can helps us

deal with our customers better.• Recognise what can demotivate us and how to

overcome those demotivators.• Consider how we can improve our delivery of

customer service by ourselves and by our team.• Consider how we communicate can affect our

customers.

Exercise ….………why are you doing your job ?

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs• People are motivated to act in order to meet or satisfy a

need. • Understanding your motivation is part of self awareness• Understanding others helps build teams and understand

each other• Maslow believed that all humans have a drive to reach

their full potential, which he called self-actualisation. • It is hierarchical.

Maslow’s Hierarchy of Needs

Physiological

Self-actualisation

HungerThirstSleep Warmth

Safety

SecurityProtectionShelter

Social

AffiliationBelongingAcceptanceSocialisingFriendshipLove

Self-esteem

PowerStatusRespectAppreciationRecognition

AchievementAttainmentCompetencePersonalDevelopmentCreativitySelf-fulfilment

Herzberg’s Two Factor Theory

• Company policy and administration

• Supervision• Working relationships• Status and security

• Achievement• Recognition• The work itself• Responsibility• Advancement and

growth

Hygiene Factors Motivators

Extrinsic / Intrinsic motivation

• Extrinsic motivators arise from outside the individual. We are motivated to perform to receive an award or avoid punishment

• Intrinsic motivators are from within the individual. We are motivated to perform because we find it personally rewarding / satisfying

Demotivation – What is it?

• What demotivates you / your team?

• Identify 10 demotivators for you and your team. Rank them 1 -10 (1 being most important).

Why people resist change• Loss of control• Personal uncertainty• Concern about competence• More work / less work• Past resentments• Real perceived threats• Past experiences of change• Lack of information or skill• Not understanding why ?

Why are we cautious about change ?......

Because we know people (ourselves and others) can react badly and it cause disruption and upset and often the future feels uncertain

Why we resist change

• Fear of the unknown• Perceived loss of power• Fear of looking incompetent• Not seeing what's in it for me • Naturally a low risk taker• Past experiences

Types of change• Enforced change – we don’t choose it at the

time • Willing change – we choose to make the

change

The Transition Curve

The transition curve - the emotional response

People have four main areas of need:• They must understand the changes• They must be given the opportunity to learn new skills• Communication is very important • They need to be supported and encouraged to deal with problems• They need empathy and understanding

Ways we often show resistance

• Disagree with the plan• Criticise the change and or the plan• Fail to actually do the changes• Argue amongst ourselves• Shut down and withdraw from past

behaviours

Some responses to change at work

• Entrenched – “if I sit tight this may never happen”

• Overwhelmed – anxious and feel powerless• Posers – confident but may not be self aware

or able.• Learners – prepared to give it a go, still feel

stretched, resilient

Teams need to be resilient too

• Positive• Focused• Flexible• Organised• Proactive • Building and combining on strengths of all

members

Common Sense Motivation• ENCOURAGE initiative and responsibility • INFORM people about the job as a whole. Keep

them in the picture • Explain why the task is being done.• INVOLVE people in decisions relating to their work

PRAISE work well done and show that you have confidence in people.

• SET STANDARDS of quality and quantity • LISTEN to each other• DEMONSTRATE EMPATHY for each other and the

customers.

TQM – Customer service

Activity• Take your top 3 demotivators identified and

think of what you can do to overcome them.• Are these linked to …. Processes Systems People and tasks

In addition….consider are there other aspects of how you do things which could be improved….• How do you know this ?• How could it be better, faster or cheaper while

improving your service ?• Can you influence it ?• Who can ?• How could this be achieved ?• Next steps ……

Force Field Analysis

Exercise – next steps

• Identify the people affected by the proposed change ( the stake holders)

• Consider what could make the change succeed • Consider what would make the change

difficult• Work out how you are going to do next ?

Next workshop

• 26th May 2016• Rules, regulations and processes• …and their effect on existing customer service

delivery and customer service improvements