SV-PP-410G-O

ffitre%
S I H 6 A P O R T
I N E T I T U T gO F R g ? A I LS T U D I T S

DIPLOMAIN RETAILMANAGEMENT

CompetencyUnit- Core

ManageH umanResources to Achieve

ServiceExcellence

ModuleNo: SV-PP-410G-0

Competency
Category: People

Competency
Level. Diploma

TotalHours: 30 hours

Version. 1.0(b)

Effective
Date: 25 Mav10

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ffififfi%
CompetencyUnit : MANAGEHUMANRESOURCESTO ACHIEVE
S E R V IC EEXCELLENCE

ReferenceNumber : SV-PP401G-0

Module Outline

This modulespecifies
the skillsand knowledgerequiredby functionalmanagersin a retail
enterprisein humanresourceplanning,selecting,
developing,motivatingand empowering
customerfocusedstaff;and developingrewardstrategiesto recognizeserviceexcellence.
It includes:
a) Undertakehuman resource planningbased on the organisation's
customer focused strategies
. Forecasthumanresourceneedsto meet key organisational
serviceobjectives
. Plan humanresourceprogramsto addresskey organizational
service
objectiveswithinavailablebudgetallocations
. Evaluatehumanresourceplanningto ensurehumanresourceplanningis
effective

b) Recruit and select customer-centricstaff

. Selectand use appropriaterecruitmentmethodsto sourcefor servicestaff in
accordance withorganizationalguidelines
. Managestaffselectionprocessand recordproceduresto complywith
and legalrequirements
organizational
. lmplementand reviewprocessesthatassesscandidate's serviceorientation
againstestablishedservicepersonspecifications
. Informcandidatesof selectionoutcomeaccordingto organizationalprocedures
. Negotiateemploymentarrangements with successfulservicecandidates

CE 3: Monitor the impact of staff satisfactionon staff performance

. Establishprocessesto ensurethat servicestaff satisfactionis regularlymonitored
. ldentifyfactorsthat impactuponorganizationservicestaffsatisfactionlevels
. Comoarestaffsatisfactionlevelswith customerservicefeedbacklevelsto identifv
underperforming areasfor correctiveaction

CE 4: Develop effectivecustomer service staff

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. Assiststaff membersprovidingcustomerserviceto identifytheir own learning&

development needs
. Assiststaff membersto identifyhow they learnbest
. Agreeuponthe aims and objectives of specificcustomersservicetrainingand
development activities
. Agreeupon the type and styleof customerservicetraining& developmentactivities
thatare appropriateto the learnerand in accordance with organizational
training
budget
. Confirmthe detaileddesignof specificcustomerservicetrainingand development
Activities
. Monitorthe performance of staffinvolvedin trainingand development to ensurethat
learninghas been put in practice.

CE 5: lmplementand manage a customer service award program for employees

. Launchcustomerserviceawardsto informand motivatecustomersand servicestaff
. Ensuretransparentcriteriafor customerserviceawardsthat are consideredfair by
servicestaff
. Publicisethe programto customersto demonstrateorganizationalcommitmentto
customer servicewhere appropriate
. Organiseobjectivejudgingof individualawardsthat can be justifiedto servicestaff
. Announceresultsand presentawardsin a mannerthat suitsthe cultureof the
organizationand servicestaff
. Reviewand evaluatethe impactof the customerserviceawards programon
customersand servicestaff

d o u r s ( i n c l u s i v eo f a s s e s s m e n t ) 3: 0 h o u r s
RecommendeH

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Plan& Schedule
ModuleAssessment

Week Mode Assessment Objective

WrittenAssessment
4 P C 1 , 1, 1 . 2 ,1 . 3 ,
RolePlay P C 2 . 1 ,2 . 2 ,2 . 3 ,2 . 4 ,2 . 5

Classdiscussionand presentation P C3 . 1 3
. . 2 .3 . 3

10 on a casestudy
GroupPresentation P C4 . 1 ,4 . 2 ,4 . 3 ,4 . 4 ,4 . 5 , 4 . 64, . 7 , 4 . 8 ,
P C 5 . 1, 5 . 2 ,5 . 3 , 5 . 45, . 5 ,5 . 6

ReferenceSource:

Making Management Simple- A practicalhandbookfor dealing with everyday

managementchallenges
- FrancesKay,HelenGuinnessand NicolaStevens

Shaping Your HR Role- Succeedingin Today's Organizations

- W i l l i a mM . K a h n w e i l e P
r , h . D .a n dJ e n n i f e rB . K a h n w e i l ePr ,h . D .

ExperientialLearning:Experienceas the source of learningand development

- D a v i dA . K o l b ( 1 9 8 4 )

The AchievingSociety- David McClelland(1961)

Ministryof Manpower-
http://www.mom.g ov.sg/pubIish/ momporta l/en/legislation.htmI

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Di p l o m ai n R e ta i lMa n a q e me n t

CompetencyCategory : People

CompetencyUnit : Manage Human Resourceto Achieve Service

Excellence

ReferenceNumber : SV-PP401G-0

lnstructionsto Gandidates

As part of the assessment,each candidateis requiredto:

i. Do a writtenassessment
in a roleplay
ii. Participate
iii. Do a presentation
iv. Candidatewill be considered competentwhen all the learningoutcomesievidences
are fulfilledas per checklist.
assessment

a. Written Assessment

l. Candidates willbe givenan assessment

of 45 minutesconsisting
of 3
parts:
(a) humanresourcemanpowerplanning
(b) a job specification
(c) a job description.

ll. Candidateswill role play an interviewprocessfrom start of the interview

untilthe negotiationsof terms

b. Role Play
l. Candidateswill have 20 minutesfor a role play of an interviewwith a
candrdate.

c. Presentation
l. Candidateswill work in Groupsof 314and preparea presentationfor a
trainingplan and a customerserviceaward program. Candidateswill
each producean executivesummaryand take turnsfor the presentation.

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C E 1 : U N D E R T A K EH U M A NR E S O U R C E SP L A N N I N GB A S E D O N T H E
ORGANSATION'S CUSTOMER FOCUSSEDSTRATEGIES

HumanResource Planning

The key focus of all servicecompaniesis its customers.Their serviceobjectivescan

include:

1. Increasedcustomersatisfaction
2. Reducingcustomercomplaints
3. Increasingservicerecoveryrate
4. Reducingcustomerwaitingtime
5. lncreaseserviceturnaround time
6. Increaseorderprocessing time
7. Reducingorderto receiptcycletime

To supportthese serviceobjectives,planningand forecastingmanpowerresourceis

critical.There are 2 key areasto pay attentionto.

1. Forecastmanpowerneedsagainstcompany'sbusinessrequirement
and
budgetallocations
2. Manage manpowereffectivelyand efficiently

Manpowerforecastmustbe derivedfrom businessplansand must lookat the following:

1. Staffingstructureto supportplan
2. Staff allocationsto specificserviceareas/ No of staff per unit
3. Range and cost of compensationfor staff
4. Extendof automationin processes
5. A specifictime frame
6. Assessto manpowersourcesand supplies(localand foreign

Componentsof manpowerbudqet

1. Directsalarycostsincluding
. Basicsalary
. Allowances
. EmployerCPF costs
. ForeignWorkersLevy
. Bonus
. Cash incentives
. Commissions

2. Indirectsalarycostsincluding
. Medicalcosts
. Trainingcosts

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. Recruitmentcosts
. Staffrecognitionschemes
. Staffcare programs

Exampleof a one yearbudget

level
This can be doneat unitlevelor company-wide

DirectSalarvcost proiectionfor Jan 2010to Dec 2010 ($'000)

Basic Laundry Estimated EmployerForeign Bonus CommissionsT otal
Salary Allowance Overtime CPF Workers
Levy

Sub Total
IndirectSalarvcost oroiection
Medical Training Recruitment ServiceExcellent FamilyDay
Award

Sub Total
GRANDTOTAL

Pitfallsto avoid:

1. projections
Settingunrealistic
2. Underestimatingcosts
3. Creatinga budget,then ignoringit
4. Rushingthroughthe process

Manaqinq manpowerefficientlvand effectivelv

To controland managecosts in terms of manpoweris to deploystaffin an effectiveway.

Workingwithinbudgetallocatedmeanshandlingshortagesor excesses.Some
strategiesinclude:

1. Handlingshortagesby:
. Replacingvacanciesinternally
. Replacingvacanciesfrom externalsources
. Use of parttimers
. Use of temporarystaff
. Use of contractstaff
. Recruitforeignworkers
. Planningovertime
. Retainstaffthroughrewards, incentivesand staff care programs

2. Handlingexcessby:
. Earlyretirement
schemes
. Reducedwork hours

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. Not replacing
vacancies
. Usingdowntimefor trainingstaff

Manaqinq costs throuqh staff retention

This is a greatbenefitfor serviceorientedcompanybecausewellmanagedand

motivatedstaffworkat high levelof productivity
and resultin superiorcustomerservice.
These outcomesreinforcethe serviceobjectivesof the company.

Strategies in staff retention:

1. Care programs:
Balancedwork-lifeprograms,includinghealthclubs,sportingactivities,
employee
day,fitnessprograms,specialinterest
appreciation groups.
Familyinvolvement programsincludingchildcareprograms,Kiddiesdays,Zoo
membership, familydays,childrenstudysupportgroups,scholarships for children.

1. Motivational programs:
Staff can be motivatedwhen their effortis recognized.However,such effort must be
structuredand sustained.Thesecan include:
. Staff pins
. Lettersof comoliments
. Excellentserviceawards
. Personaldevelopmentschemes
. Financialrewards
. Publicacknowledge of achievement
. Staff involvementsuch as focusgroupsand task force

When planningsuchprograms,carefulconsideration mustbe madefor:

. Evaluationof cost vs benefitof the scheme
. Developing a businesscasefor the scheme
. Involving staffin planningor designof scheme
. Publicizing theseschemes
. Celebratinoachievements

We can measure of theseprogramsby tracking:

"tf"".tiu"n"ss
. Staff resignation, turnoverrates
. Absenteeism
. Loss of productivity
. Salesperformance

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STAFF
CE2l RECRUITAND SELECTCUSTOMER-CENTRIC

Servicedistinctivecompaniesset high standardsfor customerservicestaff. To ensure

consistencyin selectingcustomer-centricstaff,such companywill havejob
specificationsfor customerservicestaff.Theseshould be usedwhenselecting
applicants

Servicestaff Job specifications

(1) Interpersonal communications

. Communication skills
. Activelistening
. Interpersonal skills
. Use of language
. Body language
. Grooming& presentation
. Active listening

(2) Customer-centric
. Empathy
. Customercare
. lmage

(3) Personalqualities
. Senseof responsibility
. Maturity
. Team spirit
. lnitiative
. Resoonsiveness
. Positiveattitude
. Enthusiasm
. Work efficiencv

(4) Mentalorientation
. Senseof judgment
. Analyticalability
. Problemsolvino

Also thinkabout:
a. How wouldthe applicantfit intothe companyculture?
Adapts easily,gets alongwell with people
b. How wouldthe responsibilities of thejob suitthe applicant?
eg SalesExecutivemust engagecustomersto do sales.lt is not a job for
someonesny
c. Motivational factors:what is it in thejob that will drivehimor her
Competitive in achievingsalestargetand gettingrecognition
What are the salaryexpectations?

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d. Whatjob skills/ competenciesare required?

Abilityto sell,productknowledge

Job descriptions:

Thesedescribethejob and help us understand job requirements.

When recruitingfor a
job position,we mustthinkabout:
1 .J o b t i t l e
2. Objectivesof job
3. Dutiesand resoonsibilities
4. Reportinglinesand workingrelationships
5. Specifictasks,responsibilities and standardsfor thejob
6. How the jobsfits in with otherjobs
7. What prospectsdoes the job have?
8. Salaryand benefitpackageof thejob

Exampleof a job description

Job Title: SalesExecutive

Reportsto . Area SalesManager

Job To plan and handlesalesfor the XXX Outletso as to achieveagreed

Objective: sales target

Key Responsibilities:

(1) Plansalesactivitiesfor the outletin accordanceto agreedand set targets

(2) Managesalesstaffto ensurehighmoral,efficientoperations

& excellentservice

(3) Train & developstaff

(4) Attend meetingsat Head Officefor updateon sales,promotions& marketing

activities

(5) Responsiblefor stock takingand inventorycontrol

(6) Handleworkplacesafety,housekeeping
and tenancymatterswith shopping
centre management

(7) LiaisewithWarehouseDepartment
to ensuretimelyarrivalof stock

(8) Ensurethatthe Company'sstandardoperatingproceduresare followedat the

outlet

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Sources of candidates

( 1 ) l n t e r n asl e l e c t i o n
'bought-in'
lf yourorganization has a vigoroustrainingprogrammeand has a culture
you shouldstartsearchingwithin.
. Placean internaladvertisement for the position.
. Promotesomeonewith the rightpotential.lt is alsogood for staff moraleto see
thatthey are givena chanceto upgrade.
. Transfersomeonefrom anotherdepartment
(2) Externaladvertisementthroughnewspaperadvertisement
(3) Internet job-sites,eg JobsDB,Jobstreet,Monster
(4) Referralsby co-workers,clients,relativesetc
(5) Recruitmentconsultantsthat handlethe entireprocessfor you
(6) Executive searchfor very highleveljobs.."headhunters"

Selection methods and tools

(1) Reviewdirectevidence,eg CVs,writtenor verbalreferences,writtenapplications

o person?lparticulars likeeducational qualifications
. competencies and abilitiesneedby the job
. experience that is suitablefor the job
. worktrack recordto assessabilityto adapt to companyculture
o job stabilityvs job hopping
o specificcareerprogression to identifypotential
. charactertraits..maturity,stability, conduct

(2) Interviews
where questionscan
Can be structuredwith specificlistsof questionsor unstructured
be changedto in respondto applicant.
* Faceta face interriiew
fu{*st*amm*n. cne-tc,or:e. and rntervtewee.
inr;*lv*sonlVinterviewer
. Panelinterview
Morethan one interviewer
o Groupinterview
Morethan one applicant, usedto assessteam dynamics.

(3) P*rfat*ranc*based int*ri,,;*w

u Usin$hypotheticai events*r sceRaric
Applicantsare asksrjh*v,ithey wnuld reactif theyenc*irnteredthat cvent.
. Simulations, actualperformance
Useful for testingactualabilityto do tasks
. Job skillsknowledgetesting

interview
{4} Beha,vrcral
*c{ivitiesetc - as
applicantis askedt* explaintheirskills,expl*riemce.
ln thismethnel,
evarr:pies
*{ their past hel);:rvroi".

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(5) Psychologicaltesting
Usingprofilingtool like DISC

(6) Reviewprocesses
Directobservation,processanalysis,compareagainstbest practices

Exampleof an lnterview Process

Preparationon the day beforethe interview

a. Checkon company'sservicegoals,yourdepaftment's requirements
b. Readthe job and
specification job updateif required
description,
c. Checkwith HumanResourceDepartment on standardtermsand salary
d. Read applicant'sresumeand all documents
e. Preparequestionsto ask
f. Confirmroom for interview
g. Confirmother membersof interviewpanelif required
h. Confirmlocationandtimingwith applicant

Beforethe interview
a. Be early
b. Ensureyou haveall documentswith you
c. Preparethe room
d. Switchoff hand phoneand manageinterruptions

Wheninterviewbegins
a. lntroduceyourself
b. Make smalltalk and put applicantat ease.
c. Explainthe job requirementbriefly
d. Startaskingquestionsbasedon your preparation
e. Do be flexibleand modifyas the interviewgo along

Closingthe Interview
a . T h a n ka p p l i c a n t
b. Givesome ideawhatwould happennext

Post-lnterviewactivities
a. Summarizeand recordyour interview
b. Follow up with checkingof references
c. Followup with HR Department for variousemploymentarrangement
d. Followup with offerof job

Recordkeepinq in the selectionprocess

Mostcompanieshave standardjob application formsfor interviewers

to usewhen
conductinginterviewsor otherselectionexercise.
Keepingproperrecordsand notesof selectionprocessis requiredfor the following
reasons:
a. To complywith companypoliciesand procedures
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b. Ensuresufficientinformationfor review
c. Providesrangefor cross reference
d. Helpswithdecisionmaking
e. For followup

Follow-up action after selection

It is importantto followcompany'sproceduresat the next stage.Compliance with these

stepsensureconsistencies in the hiringprocess cross the company. Some steps that
mustbe followedthroughinclude:
a. Obtainapprovalto hire
This includesubmittingspecificrecommendations on the applicant's
details,
reasonsfor hiring,terms of offerand intendedscope of work
b. Obtainmandateto offerjob
This is oftena signedstatementof the Managementendorsement of the
appointment. In most companies, HumanResourceDepartment prepares
lettersof appointmentwhen this is received.
Very often,some flexibilityis givenin the mandateto negotiatesome terms
to enticethe applicantto take up offerof job, eg salryof $3,000to $3,200.
Otherterms may be fixed as policyfor all staff.
This stepis importantas the letterof appointmentlegalizes the appointment
when signedby companyand applicant
c. Contactthe applicant
This involvescontactingthe applicant, invitehim downto informhim / her of
his / success.The applicantis toldof terms,benefits,job rolesand various
expectationsthat come with the offer.
d. Negotiationof term
Not all applicantswill acceptwhatis offeredimmediately, so theremay still
be needfor somediscussion.

Neqotiation

(1) Understandcompanypoliciesand procedures and followthem.

. You will needto checkwith the Humanresourcedepartmentor someonein
chargeof managingemployeebenefitsfor the standardterms
. Mandategivenduringthe step of obtaining
approvalshouldbe followed.

(2) Effectivecommunications and activelisteningis required.

. Mostapplicantslookfor companieswhichare open and communication.
. Your handlingof this step will givethe mostimportantfirstimpression of the
company'sway of engagingstaff
. State constraintsclearlyand exploringareasfor flexibility
. At the end of the day,offeringwin-winsolutionsand alternativeswill be the best
way to negotiate.

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Arrangements for emplovment

(1) Followcompany'spoliciesand procedures for acceptanceof appointment,

including.
- Signingletterof appointment
- Pre-employment medicalcheck-up
- Applicationof work permitsand passes
- Obtainingapplicant's BankAccountdetailsfor salarypayment

(2) lmplementingtermsof employment

- Developa checklistof pre-employment itemsto follow up on
- Ensurethe applicantcompletesall pre-employment logisticsbeforehe startswork

(3) Inductionof the newemployeeat work.Thisincludes:

- Overviewof the company,most oftendoneat head office level,
- Practices,proceduresand policies
- Understanding the culture
- Introductionof key staff and colleaguesat work place
- A walk-throughof the work area
- Directjob relatedmatters

Legal requirements relatinq to recruitment& selection of manpower

Employment Act
Enactedto providefor the minimumemploymentterms for the protectionof employees
Has provisionson whatforms a contract,numberof working hours,basicbenefit
protection
entitlement, againstwrongfuldismissal

Children DevelopmentCo-SavingsAcf
Part lll of the CDCAprovidesmaternitybenefitsfor mothersof SingaporeCitizen
children.lt also stipulates maternityleave,childcare
for Government-paid
the conditions
leave,infantcare leaveand adoptionleave.

RetirementAge Act
Enactedin 1993to providefor a legalminimumretirementage at age 60 yearsor such
olderage that may be prescribedby law.

Employment Act - Part Vlll Employment of Childrenand Young Persons

Regulatesemployment of youngchildren.
"child"meansa personwho has not completedhis 15thyear of age;
"youngperson"meansa personwho has completedhis 1Sthyearof age but who has
not completedhis 16thyear of age.

Employment of Foreign Manpower Act

This is a set of regulations of foreignmanpower.
relatingto the employment

Work lnjury CompensationAct

The Work InjuryCompensation Act (WICA)replacesthe Workmen'sCompensation
Act
from 1 April2008.

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WICA coversall employeesengagedundera contractof serviceor apprenticeship,

regardless of theirsalarylevels
Employeeswho sustaininjuriesor diedin a work-related accidentare entitledto claim
work injurycompensation.Employeeswho contractedoccupationaldiseasesarisingout
of theirworkcan also claimcompensation underthe Work InjuryCompensation Act.
It is an offencenot to reportaccidentsor injuryat work.

Tripartite Guidelineson fair employment opportunities

Union,employerrepresentatives and Ministryof ManpowerdevelopedTripartite
guidelinesto ensurethat there is no discrimination suchas age and gender
of attributes
by employers.
As a resulteven advertisementfor jobs must not have age or genderas criteriafor
application

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ON STAFF
CE 3: MONITORTHE IMPACTOF STAFFSATISFACTION
PERFORMANCE

"iVocompany, smallor large, can rlin cver lfte lang run withoutenergizeden'lp/oyees
who believein the ffirrn's]mrssionand understandhaw ta achieveif. Ihaf's why yau
need fo take the rneasureof enployee engagernenfaf /easfonce a year thraugh
anonyrnCIus suryeys in which people fee! camplefelysafe fo speak their minds."
- Jack and SuzvWelch

Benefits of satisfied staff

1. They are committed,proudto be partof the company

2. f hey feel personalsatisfactionand sense of achievement
3. They are willingto put in extra effortto help companysucceed
4. They performbetterresultingin highercustomersatisfaction

Mon itorins staff satisfaction

Staff satisfactioncan be monitoredthrougha structuredstrategyand processes.The

most commonis opinionsurveyor engagementsurvey. Surveysare usuallydone
throughquestionnaires in whichall staffare askedquestionsas to how theyfeelabout
workingin the company.

Other strategiesfor monitoringstaffsatisfactioninclude:

. Teammeetings
. Focusgroupdiscussionsfor stafffeedback
. Jointemployer-employee advisorycommittees
. Performanceappraisal
. Staffresignationrates

Unstructuredmethodsfor monitoringstaff satisfaction:

. Directobservation
. Informalsessionswith staff

However,the purposeof such strategyand processesmust be clearlyexplainedand

communicatedto staff. Transparencywill gain the trust and commitmentfrom staffto
give usefulfeedback.Companiesshoulduse morethanone way of monitoring staff
satisfactionlevelsto avoid biases.

Common factors that account for hiqh staff satisfaction or staff enqagement
levels

1. Tangibles:
. Fairsalaries
. Performancebased monetaryawards
. Rewardschemesfor serviceexcellence

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2. Intangibles
. Honestand ethicalbosses
. Goodcolleagues
. Openstyleof communications
. Beinginvolvedin decisionmaking
. Flexiblemanagementstyle
. Personaland careerdevelopment opportunities.
. Attentionto staff'soccupationalhealthand safety

David McClelland's needs-basedmotivationalmodel

. Thereare 3 types of motivationalneeds:

- achievement motivation(n-ach)
- authority/power motivation(n-pow)
- affiliationmotivation(n-affil)
. Everyonehas these needs in varyingdegrees.
. A person'smotivational needsdetermineshis behavior
Whenhe is motivated,he behavespositively,he performswell.

Motivationlinked to performance

of achievement-motivatedpeople:
Some characteristics
. achievement than materialor financialreward.
is more important
. achievingthe aim or task givesgreaterpersonalsatisfactionthan receiving
praiseor recognition.
. financialrewardis regardedas a measurementof success,not an end in itself.
r securitYis not the main motivator
. statusis not the main motivator
. feedbackis important,not as praisebut as facts of achievement.
. achievement-motivated peopleconstantlyseek improvementsand ways of doing
thingsbetter.
. achievement-motivated peopleliketo take responsibilities

Comparison - Relationship between staff satisfaction level and performance

Customerfocuscompaniescomparestaffsatisfactionlevelagainststaff performance
levels.A staffwho is unhappywill performbadlyat customerservice.The processof
comparisonof staffsatisfactionagainsttheir performancemay include:
1. Analyzingstafffeedbackdata and identifyingtheirareasof dissatisfaction
2. Analyzingcustomerfeedbackand identifyingareasof under-performance
3. Narrowdown to a specificservicearea to identifya correlationbetweenlow
staffsatisfactionand ooor customerservice.

Under performancein customer service

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T h e s ei n c l u d e :
1. Absenteeism
2. Professional incompetence
3. Failurein providingservice
4. Customercomplaints
5. Lossof customers
6. Failureto achievesalestaroets

Corrective Actions

Insteadof takingpunitiveactionagainstpoor customerservice,the correctionbetween

'correct' problem
low staff satisfactionand poor servicegives companya chanceto the
at the staff level.Addressingthe needof the staffwill in turn bring improvementin
customerservice.lt is a productiveprocesswhich in turn reinforcesstaff engagement.

Examplesof correctiveactionsinclude:
1. Opendiscussionand problemsolvingwith partiesconcerned
2. Reporting and resolvinggrievances
3. Counseling staff
4. Reviewingcustomerserviceaction plans
5. Job rotation
6. lmprovingwork processes
7. Providetrainingsupporl
8. Addressingstaff perceptionof company'sbranding

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CUSTOMERSERVICESTAFF
CE 4: DEVELOPEFFECTIVE

Differenttvpes of learninqstvles

Mostfamoustheoryon learningstyleis Kolb'sExperiential LearningTheory(ELT).

Differentpeoplelearndifferently.
Understanding learningstylesmeanyou can "optimize" each learningopportunity
ELT recognizes4 mainlearningstyles;
1. Converger - practicalapplications
of ideasand use deductivereasoning
2. Diverger - needconcreteexperience, imaginative,see thingsfrom
differentangle ;
3. Assimilator - conceptualize and reasons
4. Accommodator- experience& experiment

Learninqstvles can be divided into 2 qroups:

Perceptual
learners:
a. Visual - learnsbestthroughseeing
b. Auditory learnsbestthroughhearingand talking
-
c. Kinesthetic learnsbestthroughthe sensesincludingtouch
musicalor from feeland touch
Theylearnbestwhen thingsare verbalor linguistic,

Thosewho learn by processinginformation:

a. Seeingand hearing
b. Reflectingand acting
c. Reasoninglogically
d. Intuitively
analyzingand visualizing
visualor spatial
Theylearnbest whenthingsare logicaland mathematical,

ldentifvLearning Needs

It is importantto supporlcompany'sgoalsfor customerserviceby implementing

customerservicelearningand development at the departmental
activities, or operational
levels.

Stepsto identifylearningneeds:
1. Understandor explainthe company'sgoalsto staff
2. Discusshow as a departmentor outlet,each staffcan contributeto the entire
company'sgoals.
3. Agree on some servicegoals at your departmentallevel
4. Examinethe rolesof each staff
5. Discussand agreeon the type of learningthat staffwill need
6. Eachtrainingor learningactivitymusthavea purpose
7. Documenttheseplannedlearningneedsand outcomes
Later,you can measurehow effectivethe learningactivityhas been

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Selectinglearningactivities- Must be basedon:

/ Agreedbusinessneeds
/ Agreedtraininggoals
/ Budgetconstraints
/ Staff'sprofile
/ Staff'slearningstyle

Differenttvpes of learninqactivities

/ In-housetrainingprograms
/ Externaltrainingprograms
/ learning,eg throughonlinelearning
Individualself-directed
r' Attachment

Coordinatinqlearninqactivities

1. Budgetreview
2. Checkavailableof budgetset by the company
3. Planyourtrainingaccordingto the budgetavailable
4. Providestaffwithon-goinginformationon learningthat is relevantand available
5. follow-up,eg
Delegatea memberof staff to take chargeof the administrative
payingfor fees
6. Handlecourseenrolmentand trainingadministration

Coordinatinglearninqactivities

7. Budgetreview
8. Checkavailableof budgetset by the company
9. Planyourtrainingaccordingto the budgetavailable
10. Providestaffwithon-goinginformationon learningthat is relevantand available
'11.Delegatea memberof staffto take chargeof the administrativefollow-up,eg
payingfor fees
'12.Handlecourseenrolmentand trainingadministration

Trainingadministration
includes:
1. Confirmingtrainingobjectiveswith staff
2. Explainhow trainingwill be evaluatedagainstobjectives
3. Explaintrainingoutlines
4. Confirmany testor assessmentsrequirement
5. Give informationon dates,locationand timesof training

Traininqoutcome evaluation

Thisshouldbe donewithin2 levels:

a. DepartmenVoutlet
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b. Individuals
This can be donethrough:
a. Post courseevaluationform where purposeof attendinghas been agreed
on
b. Observationof staff performance.This includesOTJ training
c. Monitoringcustomers'feedbackover a specifiedperiodof time beforeand
afterthe course
d. Co-relateimprovementin serviceperformancewith any improvementin
customerservice

Applving learninqat work to ensure that traininq benefitsare optimized.

This can be doneby:

a. Staffsharingsession
b. Rolemodeling
c. Mentoring
d. Job rotation
e. Buddysystem
f. Simulations

Recognizingtraining achievement

We can do so by:
a. lssuingcertificatesof attendance
b. Featuringstaffwho attendedtrainingin newslettersor staffportals
c. lssuingservicequalitystandardbadgesor pinsto staffwho completedservice
qualitytraining

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CE 5: IMPLEMENTAND MANAGEA CUSTOMERSERVICEAWARD PROGRAM

FOR EMPLOYEES

Companiesconcernedabout customerservicemust implementa frameworkthat can

sustainqualityservicedelivery.One key elementof such a frameworkis an effective
reward schemeto recognizestafffor excellencein customerservice.

An effectivecustomerserviceawardschemecan be deployedto engage customersand

to reinforcethe company'scommitment to customerservice.Customerscan include
internalas well as externalcustomers.

How to develop a customer service award proqram

1 Reviewthe company'sservicestrategies.
In this way you makesure your awardschemesupportsservicestrategyof the
company.lt is importantto statethe purposeof the award

2 ldentifysuccessstoriesor servicegaps
These give usefulbenchmarkseitherto celebrateor to improveon.

3 Determinetypeof awards,eg individual,team or both

Serviceteams can includethose withinone departmentor acrossdepartmentsor a
mixtureof both.Teamscan be projectbasedor task specific.Manycompanies
implementSQ awardsinternallyand thesecan win Nationaland International
awards.

4 Determinenatureof awards.
Some can includepins,certificates,
trophiesor financialrewards
This allowsfor reviewof budgetprovisions

5 Involvestaff for feedbackand design

This allowsfor ownershipand commitment

6 Determinecustomerserviceawardcriteria
to ensurethatcriteriaare fair and transparent.
However,it is important This is how:
. They are developedwith servicestaffinvolved
. There are set servicetime periodsor serviceeventsapplied
. They are documentedand madeavailableto everyonewho is eligible,eitherteam
or individual
e They are consistently appliedacrosseitherteamsor individuals
. Criteriaare developedintoobservations checklistwithclearmeasureable
outcomes
. They relateto both internaland externalcustomers

Some criteriathatcan be used include:

. Management & leadership
o Information and analvsis
. Peoole
. Problemsolvinq
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. Innovation
and improvements
. Responsiveness
. Customersatisfactionscores

7 Gettop Managementendorsement
Top managementmustendorsetheseawardsschemes.This showscommitmentby
not payinglipservice.Managementis to leadby exampleas well
organization,

8. Validateacceptanceby staff
. Talkto staff aboutfinaldetailsof scheme
. Get acceptance,supportand ownership

9 Set timeframe for evaluationof performance,eg awardis judged once a month,

everyquarter,etc

10 Launchawardschemeand oublicize
. Internalannouncement on suitableeventsor forums
. Externalpublicityto engagecustomers,showorganization
commitment

11 Electand formjudgingpanel
o Neutralityand objectivityare important
. Membersare able to evaluateand justify decisions
. Panelis made up of Managementand staff representatives.
. Judgingis basedon agreedand publicizedcriteria
. Autonomyof panelmustbe maintainedand decisionof judgesmust be final

12 Announcement of results
. Mustbe timely
. Doneat appropriate forumto celebrateachievement, eg AnnualDinner& Dance
. Awardsare presentedin a way that is consistentwith company'scultureand
practice
. Can be announcedto individuals by letters
. Publicizeresultsinternally, bulletinboardsor intranet
throughnewsletter,
. Publicizeexternallyto customers,sharingsuccessstories

13 Manageand reviewawardschemeregularly
. The reasonsfor regularrevieware:
. Ensurerelevanceof schemeto business
. Ratifyand improve
. ldentifyareas and obtainevidenceto relatestaffmotivationto improvementin
service
'holistic'approach
to rewardschemes
14 Adoptinga
. Customerserviceawardschemesare not independentof other staffrecognition
effort
. At some point,operationaleffortmust be integratedwith the organisation's
effortin
recognrzingand rewardingstaff
. As suchengageotherstakeholders in the company,eg HumanResource
Departmentto complementeffortis required
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. Otheroperationaldepartments
will have influence
over such schemeas a resultof
operatingprocedures,companypoliciesetc.

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