Improving Service Quality Workshop Add Company Name Improving Service Quality Workshop www.htc-consult.com

Purpose of Today “To provide you with an opportunity to explore ways to improve service quality at Add Company Name”

Introductions Please briefly introduce yourself, giving the following information: Name Role and Responsibilities How would you currently rate overall service quality at Add Company Name out of 10?

Workshop Overview Introduction Service Quality in Context The Service Quality Framework Agreeing the ‘Service Goals’ for Add Company Name Self-assessment against the goals to determine current gaps Action Planning How to Communicate those goals to the wider team? How to address any gaps identified? How to internally and externally measure service quality into the future?

Keep Things Simple . . . “Everything should be made as simple as possible, but not simpler.” Albert Einstein

How will we know we are getting there? Today is really about four questions with regard to service quality. . . Where are we now? Current Service Quality How will we know we are getting there? Where do we want to be? Service Excellence Measuring Service Quality Defining Service Goals How will we get there? Action Planning

Service Quality in Context

It’s not only about price...It’s about Value Price Vs Value Understanding the ‘Risk Factor’

Why Bother Striving for Service Excellence?

Service and Profit Excellent service is a profit strategy because it results in: More new customers More business with existing customers, fewer lost customers More insulation from price competition - excellent businesses can charge a premium price Fewer mistakes requiring the re-performance of services.

What is Service Quality? Reliability 32% The ability to perform the promised service dependably and accurately Responsiveness 22% The willingness to help customers and provide prompt service Assurance 19% The knowledge and courtesy of employees and their ability to convey trust and confidence Empathy 16% The caring, individualized attention provided to customers Tangibles 11% The appearance of physical facilities, equipment, personnel, and communication materials

All customers are equal...but some are more equal than others The top 20 percent of customers tend to generate the lion’s share of profits. Companies only break even on the spending of the middle 70 percent. The bottom 10 percent actually generate a loss. Source: Deloitte

Service Excellence Doesn’t Happen in Isolation Effective Leadership Service Excellence Engaged Employees Employees feel fully engaged with the business and are willing to give their all in support of achieving the companies goals Quality System Effective systems and procedures are in place, with effective training given to employees Culture & Climate The culture of the business is employee and customer focused and the ‘climate at work’ is positive Continuous Improvement

Employee Engagement - Some Evidence Gallup Q 12 Survey The Three Types of Employees Engaged – employees work with passion and feel a profound connection to their company Not Engaged – employees are essentially ‘Checked Out’. Sleepwalking through their working day Actively Disengaged – employees aren’t just unhappy at work, they’re busy acting out their unhappiness 29% 55% 16%

Employee Engagement Survey Some Evidence CIPD Employee Engagement Survey Actively Engaged Moderately Engaged Actively Disengaged 35% 57% 8%

CIPD Survey Only 37% of employees had confidence in their senior management team Only 34% trusted their senior managers 42% didn’t feel they were kept well informed about what’s going on in their organization 30% indicate that their manager rarely or never gives feedback on their performance 25% felt completely undervalued Only 50% of employees feel that their senior managers have a clear vision of where the organisation is going

Productivity, efficiency and quality The Human Equation Employees Engaged Processes Productivity, efficiency and quality Results Outcomes Achieved & Satisfied Customers Results in Lead to Engaged employees deliver better results. Effective leadership engages employees!

Exercise In your pairs/groups, identify how well you currently perform against the Service Excellence Model. Take 15 mins.

Service Excellence Doesn’t Happen in Isolation How do you rate in these areas? Effective Leadership Service Excellence Engaged Employees Employees feel fully engaged with the business and are willing to give their all in support of achieving the companies goals Quality System Effective systems and procedures are in place, with effective training given to employees Culture & Climate The culture of the business is employee and customer focused and the ‘climate at work’ is positive Continuous Improvement How do you know?

The Service Quality Framework

The Route to Excellence The Route to Service Excellence Expectations Experience Evaluation What are your customers’ common and specific expectations? How do you define them? Physical How does the experience you offer rate against the quality continuum?   Are you exceeding your customers’ expectations? How do you know? Products People Procedures

Where are we now? Current Service Quality

Exercise In your pairs/groups, identify what you believe are the key service quality issues to be addressed at Add Company Name. Use the framework to guide your discussions. Take 20 mins.

Achieving Consistency (S) The Route to Service Excellence Expectations Experience Evaluation What are your customers’ common and specific expectations? How do you define them? Physical How does the experience you offer rate against the quality continuum?   Are you exceeding your customers’ expectations? How do you know? Products People Procedures

Where do we want to be? Defining Service Goals

Service Goals Concept – ‘Standards’ versus ‘Goals’ Sample Service Goals The exterior and surroundings of the establishment are always well maintained, create a positive first impression and are safe and secure for customers. Smoking areas are regularly tidied. The appearance and hygiene of employees is always good and they consistently wear name badges. The presentation and quality of facilities within the establishment is always of a high standard. Toilets are well maintained and presented at all times and offer a pleasant, comfortable and hygienic environment. All customers receive a prompt acknowledgement upon entering and a warm welcome is given with appropriate eye contact and a smile. Orders are always taken in a pleasant and professional manner. Up-selling skills are used in a non-intrusive manner. What are your thoughts on adopting this approach?

Encourage your employees to put their personal signature on the job as they work to achieve the service goals Get them to think about things they can do for your customers to make them feel special – things which leave a memory and makes them want to come back

Exercise - How do you rate currently against the goals? Date - How do we Rate? Our Service Goals Poor Acceptable Good Excellent Exceptional Scoring 1 2 3 4 1. The exterior and surroundings of the establishment was well maintained, created a positive first impression and was safe and secure for customers. Smoking areas were regularly tidied. 2. The appearance and hygiene of employees was good and they consistently wore name badges. 3. The presentation and quality of facilities within the establishment was of a high standard. 4. Toilets were well maintained and presented at all times and offered a pleasant, comfortable and hygienic environment. 5. All customers received a prompt acknowledgement upon entering and a warm welcome was given with appropriate eye contact and a smile. 6. Orders were taken in a pleasant and professional manner. Up-selling skills were used in a non-intrusive manner.

How will we get there? Action Planning

Action Planning Key Considerations Who is going to take ownership for the initiative? What commitments are you ‘collectively’ prepared to make towards improving service quality? Who will develop/finalise the service goals? By when? How will you communicate those goals to the wider team? How will you address any gaps identified? How you will internally and externally measure service quality into the future?

How will we know we are getting there? Measuring Service Quality

Internal & External Measurement Self-assessment by managers an employees External Link to Mystery Guest

Mystery Guest template - Extract Date - How do we Rate? Our Service Goals Poor Acceptable Good Excellent Exceptional Scoring 1 2 3 4 1. The exterior and surroundings of the establishment was well maintained, created a positive first impression and was safe and secure for customers. Smoking areas were regularly tidied. 2. The appearance and hygiene of employees was good and they consistently wore name badges. 3. The presentation and quality of facilities within the establishment was of a high standard. 4. Toilets were well maintained and presented at all times and offered a pleasant, comfortable and hygienic environment. 5. All customers received a prompt acknowledgement upon entering and a warm welcome was given with appropriate eye contact and a smile. 6. Orders were taken in a pleasant and professional manner. Up-selling skills were used in a non-intrusive manner.

Use the four questions to guide you as you move forward. . . Where are we now? Current Service Quality How will we know we are getting there? Where do we want to be? Service Excellence Measuring Service Quality Defining Service Goals How will we get there? Action Planning

Thank You