Satisfaction is the second of 15 focus areas that you can use to calculate and measure your return on customer service (also known as #ROCS). In the previous focus area, we talked about engagement, which differs immensely from satisfaction. Just because a team member is engaged in their jobs, it does not necessarily mean that they are satisfied.
Measuring satisfaction is largely around how your team members feel about working in their role. Simply put, the higher the satisfaction the better quality of service your customers receive. You would have all experienced a conversation as a customer when the staff member openly tells you how they don’t like their job, or how they are waiting for it to be knock-off time. These conversations are rarely memorable for the right reason.
You would have all heard the saying, “look after your staff and they will look after your customers”. Giving staff members the tools to do their job well and the support required from senior leaders is a great way to ensure they are satisfied. An idea for the following three weeks is to look at improving satisfaction, rather than trying to improve customer service (which is the same thing, just the other way around).
When you look at improving customer service from one angle, it can feel overwhelming because there are typically never enough resources around that will give the level of service that you’d like to give. When you look at it the other way around from a satisfaction perspective, empowering staff members to deliver on service promises automatically frees up the time and effort that leaders spend on dealing with escalated issues.
A mantra of “think like a customer, act like an owner” comes in handy here. That encourages team members to think about situations from the mind of a customer, and then act as if they own the business. This means that they will automatically be able to ‘recover’ a customer in the event of a product or service failure. Note the difference between ‘recovery’ and ‘conflict management’.
When staff members are given this empowerment/authority/trust, they won’t abuse it. A way to measure this in team surveys could be to ask this single question with a scale from strongly disagree to strongly agree:
- The staff in my organisation have the authority to do things that create positive memories with customers.
What do you need to do now?
- Focus on the topic ‘satisfaction’ for the next 3 weeks.
- Look at some of the quick wins that have low cost that could make team members happier if they had more tools to do their job. (for example, sometimes this can be simple as buying a new anti-fatigue mat).
- Ask your team the question above and reflect on how they are empowered.
- Ask your team how satisfied they are in their job from 1-10. If this has been done previously, start measuring and tracking the data year-on-year.
- Meet as a leadership team to discuss the above points and set a review meeting two weeks from your first meeting.
- Prepare to have ‘satisfaction’ tracking taking place before the next focus area which will be released the week of 12 March 2018.
Chris Smoje is a customer service speaker, trainer, facilitator and founder of the DIME™ Customer Service approach. Chris works with organisations and their people to develop a common interest and excitement about delivering exceptional customer service results: www.dimecustomerservice.com