Effective Complaint Handling Part 4

• A system for handling complaints is necessary to ensure:   
• A standard approach is taken by all employees involved in the process. This is achieved through having a Standard Operating Procedure
• Consistency in the quality of response
• Knowledge of the responsibilities and where necessary the escalation process
• Customers who are complaining want to be dealt with personnel who have an attitude which is
• Positive
• Professional
• Confident
• Helpful
• Environment for handling complaints must be such as to be:
• Supportive of complaint handling activity
• Adequately resourced
• Customer focused
• Complaint handlers must be competent in the following skills:
• Listening
• People-focus
• Organization
• Communication
• Networking
• Persistence
• Documents need to be managed to ensure that they are
• Complete
• Accessible
• Safe

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Process, Benefits & Preparation Part 3

Performance Appraisals

Performance Appraisal Areas
In the Performance Appraisal process, the main areas of concentration will be:

Performance (What)

• Job responsibilities/duties
• Accountabilities
• Business targets
• Key performance indicators (KPI’s)
• Objectives
• Key result areas

Skills and Knowledge (How)

• Technical
• Managerial
• Interpersonal
• Professional
• Business
• Product/Service

Preparation
To make sure that the Performance Appraisal goes well, advance preparation is essential.

Preparation includes:

• Information gathering: Collect all relevant information, not just what will confirm your own views!
• Documentation
• Make sure that both you and the employee have completed the Performance Appraisal documents correctly.

Location for Performance Appraisal

• Somewhere quiet and private. Make sure phones are off, and put a ‘Do not disturb’ sign on the door.

Scheduling a time

• Put it on your calendar and block it from interruptions.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Diversity: Valuing the differences that make each of us unique

Why is valuing diversity important?

Much of our diversity initiatives in the workplace stem from legislation designed to provide equal and fair treatment of all employees and to prevent discrimination in the workplace.  Valuing diversity, however, involves efforts that go beyond these laws.  It involves creating a positive work environment in which individual differences are not only recognized and valued but are also utilized to achieve results.
 
As an individual, you want to be part of an organization that strives to provide an opportunity and incentive for maximum self-expression and growth.  If you are allowed to grow and use your unique talents and skills, you will accomplish more and take greater pride in the business results that you have helped to achieve.  Promoting the growth of individuals is a critical component of effectively leveraging diversity.
 
Nothing is more powerful than employees who feel good about themselves and take pride in the work they do.  Imagine that all of the people you work with have confidence, respect for themselves, respect for others, and value each other's contributions.  What would this mean?  You'd have a rich synergy that would promote successful results and a fun place to work!

What are some attributes that contribute to a person's essential value?  

• Life Experience
• Character
• Talents and Skills
• Leadership
• Knowledge
• Compassion
• Quality of Work  
• Kindness
• Cooperation  
• Fairness
• Values

A successful organization must recognize, accept and value individual differences.

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

A Clear Vision of the Future

Change affects people to a greater or lesser extent depending on what kind of change it is.  To ensure the success of a change program, everyone must change to some degree.  In practice, this means understanding two factors: what influences behavior and what motivates people to change.

Five factors that influence behavior at work:
KNOWLEDGE is what people must know to be able to do what is required, and it is the easiest element to change.

SKILLS are what people need to carry out new tasks, and they may be physical or behavioral.  Skills are more difficult to change than knowledge because they must be practiced.

BELIEFS determine attitudes which determine whether knowledge and skills are really applied on the job.  Beliefs can be very difficult to change since they require people let go of established behavior.

BEHAVIOR is also influenced by environment.  If desired behavior is rewarded, and undesired behavior is corrected, then organizations are more likely to succeed.

PURPOSE:  The leaders' collective beliefs determine the purpose of the organization and create the environment.  A clear vision of the future and the ability to convey it creates an environment that encourages productive and effective behavior.

 

What motivates people to change their behavior?  

According to Abraham Maslow, our needs drive our behavior. Maslow believed that only unsatisfied needs motivate an individual.  A supervisor can impact an employee's sense of security, belonging, and self-esteem.  Supervisors can make a link between ability to change and value to the organization.  

People always have predictable concerns about change.  Anticipating and responding to these concerns can lessen and, in many cases, resolve them.

Until next time...







Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/