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How to Turn New Hires Into Customer Service Champions

 

The Forgotten Ingredient That Makes Customer Service Training Really Successful

 

 

Where most companies miss the point is they dont work to develop the employees and they then are losing out.

 

 

Here's something that'll make you rethink what you believe about customer service training

 

 

Nearly two decades of helping companies has taught me one profound truth: the businesses with the best customer service seldom obsess on customer service development at all

 

 

Last month I entered a Brisbane retail chain where the company had just wasted $40,000 on a three day customer service course. Expensive PowerPoint materials, professional trainers, the whole circus. Before long, I'm watching their workers deal with customers like they're disturbing their private phone time

 

 

Despite hundreds of thousands of dollars invested in professional training programs, customer experience ratings showed negligible lasting improvement. Frequently, results actually worsened during a few months of course ending. Great value on investment, right?

 

 

Client feedback ratings? Complete disaster. I know that clients can get and idea on these emotions in the business premises as well.

 

 

The crucial understanding came when I shifted my focus from studying employee skills to studying the systemic conditions in which that performance was happening

 

 

What became apparent was that well trained employees were unable to provide quality service because the workplace culture worked against them

 

 

The core challenge isn't lack of skills

 

 

When your organisation structures make it hard to help customers, staff will find ways to circumvent those obstacles

 

 

They'll conform with what the company actually values, not what it professes it values. Firms hire the most economical employees they can find, give them superficial training, then can't understand why service delivery suffers

 

 

This leads to a harmful spiral: organisations encounter performance issues, they react by investing in development initiatives, the problems persist because the training won't resolve underlying problems, so they assume they need different programs

 

 

Simultaneously, the genuine causes poor hiring strategies, misaligned rewards, inadequate support, problematic organisational cultures stay unresolved. I guess Customers can pick up on these emotions in the business premises as well.

 

 

Competing Objectives: Management directs employees that customer service is essential, then promotes them mostly for sales numbers. To begin: Inconsistent objectives. Management tells people that customer service is the top priority, then acknowledges them mostly for efficiency metrics. People very quickly figure out what genuinely matters to the enterprise.

 

 

Resource Shortages: Companies expect outstanding service while providing insufficient infrastructure, outdated equipment, and unrealistic workloads. Next: Insufficient support. Businesses expect exceptional customer service but offer minimal staffing, substandard tools, and impossible pressures.

 

 

Over control and Shortage of Decision making power: Employees are expected to provide flexible service while being limited by unchangeable rules and compelled to seek clearance for each response. A third problem: Rigid control and limited decision making power. Staff are demanded to deliver individualised service while adhering to unchangeable rules and requiring permission for all decision.

 

 

Inadequate Communication Processes: Essential data about accounts doesn't transfer adequately between staff, causing negative encounters for customers. Fourth: Inadequate hiring processes. Companies hire mainly based on availability rather than cultural fit and natural helpfulness.

 

 

Senior level Practices That Opposes Professed Principles: Company leaders fails to show the care dedication they want from their teams. The final issue: Poor senior level example. Management doesn't model the relationship focus they hope for from employees.

 

 

What makes a difference isn't further training

 

 

It's developing systemic frameworks that make exceptional customer service the natural behaviour

 

 

This involves basic organisational reform: harmonising structures, priorities, compensation, and leadership actions with stated customer service values

 

 

But for organisations courageous enough to undertake this process, the results are extraordinary

 

 

Concluding Remarks

 

 

Because fundamentally, true customer service excellence isn't created through information teaching

 

 

Because ultimately, extraordinary customer service is the natural demonstration of service oriented people operating in good organisations

 

 

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