Situation: The Old Woolstore Hotel
Issues/Pain or Opportunity: Return visitors to the hotel and referrals had been directly related to the quality of genuine service received by guests. Increased completion and guests that had been moved to the hotel from other 1st preferences created challenges and opportunities. Casual staff and turnover could mean that service levels varied at the hotel.
Reasons: Formal staff training in customer service at the Front Desk had not occurred and new staff were learning on the job from experienced staff. Guests were not always aware of the facilities and services of the hotel and while levels of service could be quite good; staff needed to manage “perceptions” as well as quality.
Capabilities needed: Short and sharp regular workshops during working hours to top-up customer service understanding and create an empowerment within the staff. Facilitation was important to draw out the existing staff experiences of great service. Motivation to be pro-active and make suggestions rather than provide good reactive service.
We provided: Two hour workshops offered once per quarter for new and existing staff to regularly discuss and review the principles of creating the perception of excellent service and seeking to make suggestions to please the guests. Developing a culture of ‘recovery’ to build deeper client relationships and teamwork to support each other in service provision.
Result: Return guest bookings increased. The Old Woolstore recognised in both visitor service and Tourism Awards as a top provider of quality accommodation. Lower staff turnover as staff felt supported by management to make empowered decisions to satisfy and impress the guests. One of the highest occupancy rates in the city (and the city’s largest hotel).
Situation: Rooke, Wray and Jackson (Accounting Firm)
Issues/Pain or Opportunity: The receptionist/office manager is the front line for clients seeking answers and service from their accountant at the firm. After recruiting a very capable self-managed person from another business, the partners found that there was little understanding of how the firm worked and how clients need to receive service. Customer service both internally and externally was poor.
Reasons: The firm employed an individual who they believed was already experienced in professional office skills and customer service. As a result, little orientation and training was provided in the first 3-4 months of their employment. The new staff member was applying the same skills learned in their prior work experiences, yet these did not fit a professional accounting practice and the needs of clients.
Capabilities needed: Ability to work one-on-one with a new staff member on a cost effective basis to qualify their ability, discuss the service requirements of the role and provide techniques to improve internal and external service delivery.
We provided: A customised one-to-one workshop in customer service techniques. The workshop commenced with a discussion of the staff member’s understanding and approach to their role in serving internal and external clients. Then, a personal and focused review of what was needed and expected in such a role detailed the attitude, techniques and approaches to improve customer service at the firm.
Result: The staff member resigned the following week; and one of the firm’s partners believed that this was a positive result as they returned to their prior employer once they learned what was expected. Additionally, the firm’s partners recognised the need to more effectively recruit for attitude and customer service talents as well as to orient the new hire in the techniques, approaches and outcomes expected. High Performance supported the firm in recruitment and orientation of a new position.
Situation: Cooper Automotive (Tasmania statewide)
Issues/Pain or Opportunity: Customer loyalty has built the business, yet as the company has expanded to six outlets, the individual store managers’ understanding and commitment to customer service varies from store to store. The owner needs consistent and excellent customer service to compete effectively, support marketing efforts and build the business.
Reasons: The focus of the store managers is with the automotive projects and repairs; their technical expertise can get in the way of customer service. Most of the managers have little customer service training and approach clients as best they can. Head office ends up fielding customer complaints or answering questions for managers that they should be capable of addressing themselves.
Capabilities needed: Excellent understanding of retail customer service and management of staff and systems to provide consistent and reliable service to all clients. Ability to communicate with automotive repair centre managers at their level in a practical and relevant fashion. Link training program to operational manual for policies/procedures.
We provided: Manager workshops to discuss their ideas of customer service and provide them with techniques for delivering and managing customer service. Measurement of great service is customer loyalty and both return business and referrals. High Performance worked with the Head office team to develop new customer service procedure manuals.
Result: Excellent feedback from managers to the facilitated workshops and a shift in attitude about their responsibility in managing customer service on a daily basis at each store. Head office reported a change in the number of problems escalating to their level and the company became more comfortable empowering the store managers to make appropriate decisions to build customer loyalty and their referrals.
Situation: TVIN – Visitor Information and Service Centres statewide
Issues/Pain or Opportunity: The “Yellow i” visitor centres around Tasmania are managed predominantly by local councils and operate a loose network call the TVIN; they are responsible for information and sales/service of visitors to the state – the front line of customer service. The objective is to have visitors enjoy their experience and return to the state multiple times; the challenge is that many staff are casual or volunteers and the consistency of statewide outstanding service is variable which affects return visitation.
Reasons: Little staff training in customer service combined with casual/volunteer staff and center managers who are stretched to oversee a range of responsibilities creates a challenge for consistent, excellent customer service.
Capabilities needed: Statewide delivery of local visitor service training that provides motivation, information and practical skills to help staff and managers improve the quality of visitor experience. Facilitation of sessions to re-define customer service as pro-active and not merely responding to visitor requests.
We provided: Workshops delivered in five different locations around Tasmania; management workshops focused in leading and coaching staff in customer service principles; staff workshops were held three times for half a day to review the objectives of visitor service, provide feedback from visitor surveys and workshop pro-active questioning and engagement of visitors to improve suggestions and service perceptions.
Result: Visitor surveys at exit points in the state revealed that the “Yellow i” centres provided some of the best experiences for travelers; over 80% said the service was very good/excellent and that they would return and use the TVIN again. Increased bookings and conversions at some visitor centres indicated that pro-active contact created opportunities for staff to make suggestions that resulted in additional tourist bookings (revenue).
