adminLast week we discussed how malfunctioning computer systems result in poor service delivery. In this instalment I will continue looking at what contributes to poor customer service.
Preoccupation with our internal systems
These internal processes are not limited to Zimbabwean companies only but even South African companies are also affected in the same way. I recently had a shocking customer service experience with one South African-based manufacturing company.
My nightmare started when I bought a product from this company and when I paid the cashier I demanded my tax invoice so that I would claim Value Added Tax at Beitbridge Border Post. I was politely told that their computer system was unable to generate the tax invoice because printing of invoices was now centralised at their head office which was 50 kilometres away.
They advised me that this was done to reduce fraud and because I needed the invoice badly I had to wait until the following day to go and collect my invoice. How inconvenient? This is one of many inconveniences that I always encounter when I do cash purchases in South Africa. It appears some of the South African systems are not focused on serving cash customers but credit account holders only. In addition, some of the controls serve the needs of the organisation with very little consideration for those of the customer.
The processes and culture we put in place in most cases do not look at the customers but at the organisation. While the system put in place in South Africa is meant to curb theft/pilferage of stock it is not convenient to make any cash purchase. At one time I had to travel at least 40km to collect a tax invoice. Companies need to balance the need to put internal controls and achieving the same without compromising on service delivery.
Working hours
Last week I alluded to the fact that one must “love thy neighbour as thyself” as unique service proposition. Anyone who has been (or in love) will testify to the fact that lovers have to compromise in order to make their love affair to work. Customer service is not a winner (service provider) wins all and loser (customer) loses all.
One of the most prevalent behaviours in Zimbabwe is that most service providers do not want to work an extra minute after their trading hours. In one particular company I was chased out of the company’s premises while I was waiting for my driver to bring me additional money so that I would be able to complete the transaction. I was politely told to get outside the premises and organise because they were preparing to close so that they leave at 5pm.
In South Africa the situation is different. They can wait for a client to come and buy outside normal working hours if the customer makes prior arrangements or notifies them that they will be late.
What I find intriguing is that most people are very particular about their time to knock off or to go for lunch but they are not worried about being punctual when it comes to reporting for work and getting to appointments. What does it cost to wait a few more minutes after closing time in order to increase sales?
Poor recruitment and staff development policy
Over the years many companies have been recruiting only people with degrees without paying attention to these people’s attitudes and motivational fit.
Staff with high motivational fit (right attitude) are essential to building a successful customer-centric organisation which means that organisations must “hire for the attitude and train for skills’’.
Some companies employ highly qualified people for less demanding jobs. Zimbabwe is richly endowed with graduates in most fields to an extent that companies now have the luxury of employing an engineer for a job that requires a draughtsman and an MBA graduate when the task at hand requires an A-Level graduate.
Failure to do a proper match between what the companies require and the skills and experience of the job seeker normally results in poor service delivery. Experience has demonstrated that a qualified accountant has a low motivational drive when carrying out the duties of a messenger. Inevitably the customers bear the brunt of this low motivational fit.
Often you hear highly qualified personnel complaining about how unchallenging their work is in front of their customers. You often hear them passing silly comments like “I am here for a short time”, and referring to their workstation as a bus stop, rest room or waiting room. With all due respect how do we expect you to act professionally when dealing with people who have visited your rest room?
Remember customer care goes beyond just greeting customers and giving them what they want. It encompasses emotions during delivery and after delivery, etiquette during and after sale, accommodating and an all embracing attitude. How do we expect a frustrated person to deliver these soft skills to meet or exceed customers’ expectations?
Behind every successful company, there are overwhelmed first time customers, gratified repeat customers and contented company advocates. What makes customers fanatical are small favours which employees and managers deliver to customers at no additional cost to the company. Customers become fanatical to your company if employees are fanatical to their company as well.
Most companies think that by merely employing graduates or highly educated people they will forgo the cost of training. It is still necessary to equip your staff with essential company specific skills, never mind their educational background.
If all companies are put in a display cabinet, would you choose your company? If all occupations are put in a display cabinet, would you choose the job that you are doing now?
Most people do not perform to customer expectations because they don’t like their jobs. I am not against career progression, but managers and staff should make an effort to work to impress so that they can use the experience gained to leapfrog in their future endeavours.
Going to different organisations you discover that the staff has no adequate knowledge of their product.
Their attitude gives you an impression that you are disturbing them. Your questions and queries are often met with half baked answers. There is no full disclosure or explanation on why the customer cannot get the service or product that they want.
l To be continued next week
l The writer is a managing consultant at CLC Training International. E-mail [email protected]
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