Internal,Customer,Service,They business, insurance Internal Customer Service: Do They Really Want What We Think
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Much of what is written and taught about regular outsidecustomer service works for internal service as well. One of my favoriteareas on which to lecture is on understanding the customer. While I havewritten about this in an earlier article, it bears repeating. It isreally a simple concept. Sometimes we think we know what our customerswant, but they really want something else. In other words, we make assumptions. In order not tomake mistakes, we need to get inside our customers heads and give them whatthey want versus what we think they want. The easiest way to do this isto ask questions.Okay, enough review. How does this apply to the internalcustomer? When was the last time you asked your employees if they werehappy with you? Or, when was the last time you showed your employeessincere appreciation?What is all of this leading to? Some very importantinformation. Apparently, some surveys are proving that managers andsupervisors are not in sync with what their employees want.Robert Half International conducted a survey and found out thetop reasons employees leave to go work somewhere else. When executives,managers and supervisors were asked what they thought, their number one answerwas money. They thought money was the motivator to cause someone to jumpship. When the employees who had left were surveyed, the number onereason they left to work somewhere else was lack of recognition andappreciation.Another survey conducted by Challenger Outplacement Council,written up in Human Resource Update, found that the most important employeemotivators are: 1.Recognition/appreciation 2. Independence 3.Contribution to the company 4. SalaryAnother survey put together by Glenn Tobe & Associatesasked employees and their supervisors what were their top motivators. Theemployees responses were a bit different than the supervisors. Notice whatemployees thought was most important versus what supervisors thought was leastimportant.Employees wanted: 1. Appreciation 2. Feeling "in" on things 3. Understanding attitude 4. Job security 5. Good wages 6. Interesting work 7. Promotion opportunities 8. Loyalty from managementSupervisors thought they wanted: 1. Good wages 2. Job security 3. Promotion opportunities 4. Good working conditions 5. Interesting work 6. Loyalty from management 7. Tactful discipline 8. AppreciationLets look at other areas, such as employee perks. Oneof my clients took an area of his building and created a workout center foremployees. He spent a large amount of money to put together a facilitythat was the best for the money based on the space that he had. Hethought employees would go crazy over it. He was dead wrong! Yes, afew employees took advantage of it, but the facility was seldom used. Allhe had to do was ask the employees if they would use it. He eventuallyfound out.Consider holding a focus group, not for customers, but foremployees. Make it easy for your employees to give you feedback on whattheir likes and dislikes are. A survey could be put together to helpbetter understand their feelings. Occasionally take an employee to lunchto see what is on his or her mind. You may also learn about the feelingsof other employees. Anheuser-Busch has executives ride with the beerdelivery trucks, not just to see the customer, but to get feedback from thefront liners of their business. Many companies have similar types of programsthat let their executives get a pulse on their customers in the real world.Realize that this is not a one time thing. Finding outwhat your employees think should be ongoing, just as it is for the outsidecustomer. Determine which of these, or other methods of employeefeedback, work best and consider doing it at least once every six months, ifnot more often.Go back one more time to the Glenn Tobe & Associatessurvey and look at the difference between what the employee wants versus whatthe managers and supervisors think the employee wants! Creating MOMENTSOF MAGIC are not just for the outside customer!
Internal,Customer,Service,They