New book, new times?

I've just got hold of the pre-published version of the 'Best Practice Guide for Customer Service Managers', written by a highly regarded expert in customer services in the UK. What is interesting is how much more advanced customer services is now than, even say, two years ago.

Customer services is going to be a crucial differentiator in these challenging economic times, so for businesses to survive they really can't ignore the need not only to train their people, but to understand the theory and real application of customer services today. The times are a-changing, and we must, in all aspects, change with them.

Although many people assume that good customer service is a 'no brainer', it still astonishes me how many people just have no sense of customer service at all. The checkout lad who is soooo bored you can just see his disinterest oozing from every pore, the telesales person who sounds cross when you say you don't actually want to take their call right now thank you and perhaps even the traffic warden who swaggers up to you just as you reach your car and the ticket is about to expire...

Are people so secure in their jobs that they think they do not need to treat their customers with respect, and with at least a little dignity? No, of course not, but in these three examples (all real), there is a motivator behind them.

The checkout boy is doing this job just to earn money before he goes to Uni, he has no vested interest in the company's success or desire for a career in this organisation. The telesales girl is on a target! My 'no thank you' is a dent in her performance record, and targets are getting tighter and harder and... The traffic warden sees himself as an enforcer. I am a wrong-doer, not a customer!

Now the book I am reading (I've only just started so no in depth review here) focuses far more on the higher principles of customer service, but you have to take it back to grass roots.
Perhaps, even, it goes deeper than that. Is there a dysfunction in how we interact as people throughout society, not just in the customer/provider situation? There are many who would scream 'yes!' and cite examples of rude behaviour, lack of manners, simple disregard. Oh, and I'm not guiltless, I let a customer wait for a product without contacting them and didn't check that it had (in fact had not) been dispatched. Result: one unhappy customer, one cancelled order. Yes, I have learned from this experience! Personal circumstances are irrelevant, whatever my excuses, I should have got on the phone or emailed and let the client know what was happening, even if it was 'nothing'. People are usually fine if they are kept in the know.

'Fixing' society is a massive challenge and one which will need addressing before we all disappear into our own virtual 'hubs' of existence, and only connect through electronic means. But we can certainly address behaviour issues at work and give that lad who is studying to be an architect a sense of worth, in the value of a job well done whatever he is doing, even if it is just checkout! Who knows, that guy he helped with the cracked eggs may be someone important in his intended industry...

All speculation, true, but by taking control of customer service in our organisations, by applying the premise of respect and understanding (and, of course, training and following the right Best Practice guidelines), it will have a knock-on effect in our whole society. Yes, customer service takes effort, but the rewards are very possibly survival against closure in this harsh economic climate.

Customer Services & Training Standards

I was asked a very simple question by a contact (Susan Robinson of http://www.fundraisingcpd.com/):

"Just wondered if you know what the 'best practice' guidelines are on training? For example, is there anything published on how many learners to each tutor? maximum numbers of days that one tutor should work with a group?

I have been involved in developing a NVQ Level 4/HND Level Management Course, which is currently run in a five-day block with a maximum of 14 learners. Up until now, we have used two trainers throughout but it is being suggested that the course run with one tutor. I'm not sure that this is in the best interests of the learners or the tutor. Any advice would be gratefully received."

Thank you The training company I used to work for were very strict on delegate number, maximum 14 at a push, preferably 12 maximum. But I asked the question of a Customer Services expert (Trevor Arden of http://www.pdmtc.co.uk/) who said:

"As far as I know there is no published guidance on the maximum number of students per tutor on any particular type or level of programme.
However, there should be a small enough ratio to enable:

a) the learning content to be effectively delivered and understood
b) individual students' needs, questions and requirements to be efficiently dealt with quickly
c) any whole-group or small-group activities and tasks to be achieved
d) assessment of individuals (where it is required in a classroom situation) to be achieved effectively (could be both formal and informal assessment)

Conversely, the ratio should not be too small, especially on a management type of programme, as this could detract from some of the types of discussions and group activities that would be expected.

Students should also have access to some form of support or personal tutoring outside of the classroom situation."

In this world of guidelines, compliance and recommended daily dose, is there a definitive answer? I am sure that the ratio of trainer:delegate will vary according to what you are training in (for example some technical or equipment based training may only be possible on a one-to-one basis), but this is a great subject for a great subject for debate, and one that Susan and I will pursue.

I'd love to have your comments on this. Please contact us, or comment below if you are a blogspot member.

Kairology

Got a superb little self-development book on the site. Kairology. Very simple, easy to read, easy to assimilate too.

It's written by an Englishman who now lives in New Zealand, and he's arranged the book into four clear sections (suits) and each page has helpful comments, useful questions and an opposing page with an inspirational quote.

Great to read on the train, in the bath, whenever! I recommend it personally, I'm reading it now.

There's an ebook version too. Take a look:

http://www.completetrainer.co.uk/Self_Development/Kairology_ebook

New Discipline & Grievance Procedures

I received this newsletter from Sandra and she kindly said I could mention it here. It's always difficult to keep abreast of legislation changes; there's some really useful information in here:

2009 Key Changes and Actions to Take

Key Changes

On 6 April 2009 the Employment Bill 2008 repeals the Statutory Dispute Resolution Regulations 2004, abolishing the three step statutory grievance and discipline procedures. However, some form of procedure will have to be followed otherwise the tribunal can award compensation increased or decreased by 25%.

Failure to follow the statutory procedures will no longer result in automatic unfair dismissal. An employee may lodge an ET1 without submitting a grievance to the employer first, but compensation may be affected if their case is successful at tribunal. Mediation will be the key to resolving disputes early. Emphasis will need to be on resolving issues informallay as much as possible.

The new rules are designed to be less prescriptive, simpler and more flexible. Timescales will be less rigid and the statutory modified procedures are abolished. The rules will not apply to redundancies or the ending of fixed term contracts, however.

Collective grievances will not be covered by the code and companies should follow their collective grievance procedure. To support the legislation a new ACAS Code of Practice will be implemented and companies need to review their procedures in line with this at it will be closely consulted by tribunal panels when assessing cases and the actions taken.

ACAS to be much more involved, particularly early on in any disputes and there will be a statutory duty for conciliation. ACAS will offer more help especially in offering pre-claim conciliation whereby having been notified by either employer or employee of potential cases heading for the tribunal courts (but no ET1 having been submitted) will attempt to work with both parties to come to an amicable resolution.

This process has been in existence for some time although perhaps, to date, not particularly well publicised. However, current statistics show that 2/3 of cases reach settlement through pre-claim conciliation with 60% being settled within 14 days. The benefits of pre-claim conciliation are saving time and money, minimising stress, offering a quick solution and providing a win-win outcome without total breakdown of the relationship. The opening hours of ACAS will be extended (8am to 8pm Mon-Fri and 9am to 1pm Saturday).

There are transitional arrangements for the introduction of the new procedures, however, which need to be considered. In a disciplinary or dismissal case, if an employer commences disciplinary proceedings against an employee before 6 April 2009, the statutory dispute resolution regulations 2004 apply; this means having sent a disciplinary hearing invite letter or held a disciplinary hearing. However, if proceedings are held off until after 6 April, the new legislation applies.

In a grievance case, if an employee has sent a grievance letter waited 28 days and submitted an ET1 before 6 April 2009 the statutory grievance procedure will continue to apply. However, for acts which began before 6th April 2009 but continue after that date the following applies:


- for almost all types of claim, the old statutory grievance procedure applies if the employee sends a grievance letter, or presents an ET1, by 4th July 2009. If that date passes without a letter or ET1 being sent, then the new regime applies and the statutory grievance procedure will not engage.
- for equal pay, redundancy payments and some industrial action claims, the same applies except the changeover date is 4th October rather than 4th July.


Actions To Take
• Review employment contracts and employee handbooks in line with the ACAS Code of Practice
• Include an explanation of the mediation process in policies
• Provide clear guidance on submitting grievances
• Communicate policy changes to employees
• Provide training in the new procedures
• Consider providing soft skills training for managers
• Consider training internal mediators or identifying an external mediation company

For more information contact Sandra Beale FCIPD on 07762 771290 or email
info@sjbealehrconsult.co.uk

Website: http://www.sjbealehrconsult.co.uk/

Thank you Sandra! If you have an article you think might be of interest, please contact us.

Doing your bit for charity

I am on a list for requests for training for charities. I don't provide training, so I can't often help, but it's always interesting to see who is looking for what, and you never know - there may be an opportunity I can help somehow. I thought that one way I could help was by telling everyone about Charity Days.

Charity Days is an organisation that provides charities with training (on a cost only basis) and other free/ discounted offers from trainers. Jane Tredgett set up Charity Days in 2003 by sending out an appeal to trainers to see who would like to give some time to charities. The volunteers have registered have gone from the initial 22 to 160 - with a variety of specialities and based all over the UK.

The trainers are happy to donate their time free of charge to registered charities & Jane gives her time as the coordinator on a voluntary basis as well. This means Charities can undertake training & really keep the costs down. The trainers can recoup costs such as travel / accommodation & materials. So far the organisation have dealt with over 260 requests from charities and made a significant contribution to many charities by helping them make their training budget go further.

The way it works :

Usually a charity sends details of a training need either by a direct email or using the form on our website (http://www.ukcharitydays.co.uk/). Jane then forwards this to the volunteers & you register your interest in helping if you wish to. the chariy then selects a volunteer and makes arrangements for the training to be delivered.

Sometimes a trainer will make a specific offer which is forwarded on to the charities registered.

If you would like to offer your services to Charity Days please visit the website http://www.ukcharitydays.co.uk/ & fill in the quick form or email Jane Tredgett on jane@ukcharitydays.co.uk

Are there equivalent organisations in the US, Australasia, South Africa? Trainers love to help others grow, so it's no surprise that this cadre of individuals are such a charitable and giving bunch of people.

Coaching skills - using simulations

One of the products I feature on my site is a 'sales skills simulation' - and I have to say that looking at the product description I wasn't that sure what it meant. But I received the pack to evaluate and I spent some time on line with the producers and was taken through a step by step demonstration.

No, that's not necessary to understand the product, but it was necessary for me as a non-trainer!

I have to say I found it easy to use, simple to understand and the scenarios used very easy to associate with even though they were different sectors to my own experience.

The simulation is very easy to understand - it takes you through a scenario (for example a sales meeting), gives you profiles on the people you are going to 'meet', and various things happen that you have to respond to. Each option you choose not only has an explanation, but also a weighted value, so at the end of your virtual meeting, you can see how well you did.

Not only can you review your success factors, but you are also given information on techniques and options, and receive detailed feedback for each decision you make.

It's not just a 'walk through' though. The simulation is accompanied by subject specific training material and the simulation part of the package is used to test the learning from the session. For sales trainers and facilitators it provides a bite size coaching session that gives feedback through ‘live’ business scenarios, adding interest and a competitive element to training. It's a great way for building confidence, improving skill sets and teaching new skills too.

Yes, I have to say I was impressed with this product (and I didn't score too badly myself either). There are 11 titles covering three subject areas sales skills, sales management and leadership.

I'll collect some more info on this and maybe get an article going which can tell you more.

Do new managers get a raw deal?

By Allan Mackintosh

In 1989 I was appointed into my first management position. I was 29 years old, considered relatively young to be a manager in my particular industry and as such was promised a management development programme to build and enhance my skills. It never happened in the three years I was with the company. True, I was sent on a four day management course but, to be honest, although I did take some ‘nuggets’ from the course, l I found it trying and confusing due to an over-reliance on academic theory. Nice glossy folder though!

In the next two companies I worked for as a manager the amount of development that I received as a ‘new’ manager was negligible and it was only when at my last company before I became self-employed that I really experienced any emphasis behind developing management to their full potential.

I have been studying the ‘behaviours’ of companies in relation to ‘new manager’ development since I started my own business in 2001 and I have come to the conclusion that numerous organisations, both large and small, are guilty of not giving new managers the support that they deserve. So, why is this?

Firstly, I should point out that most organisations seem to be actually quite good at training the new manager in the processes and procedures that the company and role requires to undertake. Expenses, disciplinary processes, reporting procedures and other related procedures are all trained well and in terms of these the new manager will get a decent enough grounding in what they have to do. However the development of the crucial people and team leadership skills needed in order to ensure effective implementation of the processes and procedures tends to occur as an after thought, if it happens at all. Too often this people and team leadership training happens too late and new managers can find themselves struggling to effectively manage superiors, peers and their own direct reports. This can lead to high levels of stress in the new manager as styles clash and differing expectations cause disruption and mistakes.

So, why does this lack of training come about? The following are some reasons as to why this people and team leadership training tends not to happen, or at least not happen until later in the new manager’s career.

No training budget

No training department

No realisation on the behalf of the company that people and team leadership training is needed from the start of the new manager’s career

A belief or assumption that the new manager will have picked up management ‘experience’ from their previous line manager. (Dangerous assumption!)

Reliance on putting people through a fixed management development programme which may be scheduled in only once a year and on fixed dates

No coaching and mentoring programme

A belief that a manager experienced in another company prior to joining will have had the necessary development

I have been amazed at the number of new managers I have spoken to who have not received the basic people and team leadership training in their managerial roles and I have also been extremely disappointed in that many managers have not even been made aware of exactly what their specific performance objectives are. Many do not get regular performance reviews and one manager I spoke to recently had not had an appraisal in the three years he has been a manager!

So, we actually may have a situation where new managers are not only not getting the basic management development in skills such as leadership and coaching but may also not be getting their performance objectives specified and not receiving any 1:1 support through a line manager, a coach or mentor. And people wonder why management can be stressful!

I have a belief that certain crucial steps have to be taken early in the career of the new manager and these form the basis of a programme I have entitled ‘The 7 levels of New Manager Excellence’ These sevens steps are:

1. Ensure that the new manager has 100% clarity of their role responsibilities and 100% clarity of their specific performance objectives.

2. Ensure they have a working knowledge of the organisation’s rules and regulations and the processes and procedures relative to their manager role. (Organisations are good at this)

3. They must be able to identify their stakeholders and be able to manage their stakeholders productively.

4. Managers should have the ability to a look after themselves both in terms of mental and physical fitness and well being.

5. Managers should have the skill to influence effectively and have a detailed knowledge of various influencing strategies.

6. New managers should have excellent leadership skills such as performance coaching and be able to produce self motivation in individuals and teams.

7. Managers should be able to network effectively both within their own organisation and with in other networks. They should also be able to create a support network in order to continually develop their skills and attitudes.

A number of senior managers I have spoken to have suggested that to cover all these areas would take a long time given the number of skills and the depth of skill required to be an effective manager. In one respect I agree in terms of the depth but I don’t agree that the basics cannot be covered within weeks of a new manager being promoted into post. Others have suggested that these seven levels do not cover things like Strategy and Business Planning and in this case they are right. These would be covered at some point in the new manager’s career but the 7 levels are centred on the essential skills required to engage and influence superiors, peers, direct reports and customers and without these the new manager will struggle until such time as they have these skills fully on board. That is why they need to be developed early in the manager’s career and not left to become an ‘after-thought’.

Organisations should continue to ensure that new managers have the correct process and procedure training but they must also consider ensuring that they have the basic skills of people and team leadership; that they have clarity of purpose in terms of their role and objectives and that they are able to look after themselves in terms of their physical and mental well being. Without these basics then they will find the early stages of their managerial role potentially stressful and frustrating.

Allan Mackintosh is the founder of The Brand New manager Academy and is an internationally re-known performance coach, author and speaker. E-mail: mailto:allan@teambuildersinternational.com

Allan's books featured on the Complete Trainer site:
7 Levels of New Manager Excellence

The Coaching Manager

Management Models