Training Services

Service Culture Building

Contents

Company Profile ExeQserve Promise Trainers Profile Program Rationale Course Outline Training Investment

Unit 404 VGP Center 6772 Ayala Avenue Makati City

+632-8933199 +632-6974071
www.exeqserve.com
information@exeqserve.com

Table of Contents
Program Goals: ............................................................................3 Rationale: ...................................................................................3 Proposed Framework/scope ...........................................................4 Service Culture Building process .....................................................6 Component 1 & 2 Course Details ....................................................6 Component 1: Service Leadership Development ...............................6 Course description:.......................................................................6 Methodology ................................................................................7 Objectives: ..................................................................................7 Course OutlinE ...........................................................................8 Component 2: Service Excellence Workshop .................................. 10 Course Description ..................................................................... 10 Course Objectives: ..................................................................... 10 Course OUTLINE ...................................................................... 11 Investments Schedule ....................... Error! Bookmark not defined. Safety Provisions .............................. Error! Bookmark not defined. conforme......................................... Error! Bookmark not defined. Annex A: Profile of Edwin Ebreo, Lead Consultant ........................... 12 Annex B: Corporate Profile .......................................................... 13

PROGRAM GOALS:
a. Build Leadership capacity for building SDMIs desired service culture b. Equip employees with the necessary competencies to render excellent service.

RATIONALE:
Achieving Service Excellence is a Culture Building Process Service excellence is the fundamental outcome of a productive, successful organization and a motivated workforce. To achieve the higher levels of service, the people must be motivated to go that extra mile. They should embrace a service mindset and build lasting relationships with customers both internal and external. A service culture is one that has everyone in the organization aligned with the companys service philosophies. Achieving organizational alignment however is not just a function of training; it is more than anything, a function of leadership. You can only achieve consistent customer service performance when leaders effectively and consistently send the message that customer service is important. Developing a successful customer service-focused organization requires an ongoing, strategically driven and persistent effort that integrates learning seamlessly with service culture-building on the job. Practical solutions are built into the initiatives that emphasize not only what to do, how to do it and more importantly why they must do it from understanding customer needs to developing customer-focused solutions to recovering masterfully from service errors. We propose a holistic intervention aimed at equipping the companys leader-managers to fine-tune policies and procedures so that they become more responsive to the needs of the customers both internally and externally. We will then conduct aligned workshops aimed at developing every employees capability to appreciate the companys service philosophy and align their actions with their respective departments customer-responsive processes.

PROPOSED FRAMEWORK/SCOPE

Service Culture Service Leadership

Service Leadership Strategic Alignment Policy Development Competency Development Change Management Service Standards

Competency Development
Focused Training Coaching and Follow Through

We propose a holistic service culture building strategy that aligns all organizational and individual actions with the companys service philosophies as indicated in SDMIs statements of vision, mission and core values. The service culture building process has the following two major components: 1. Strategic Service Leadership Development Managers play a very important role in ensuring that the organization is able to serve customers well. They put in place mechanisms to achieve customer happiness. They are responsible for seeing to it that there is a system in place, that front liners are equipped and empowered to help complaining customers if they are unhappy with the service. Organizational leaders also manage to learn from negative customer experience by looking into the circumstances of the complaints and then making necessary adjustments in operating procedures to avoid service failures from recurring. In order to carry out this role, managers must develop competency at the strategic level; meaning that they are able to view customer service in a much broader perspective and act to develop strategies and policies for ensuring customer happiness, dealing with customer dissatisfaction and developing a system that allow people to learn from their experiences with the customers.

2. Service Competency Development As customer service is a company-wide business, there is a need to ensure that everyone shares the same service mindset. We propose a program that will allow members of the organization to appreciate their customer service role wherever they are in the organization. We also propose to equip them so that they can demonstrate some of the key behaviors that indicate competence in customer service. These include: a. Demonstrating ownership of the service responsibility by recommending and initiating service improvements; b. Empathizing with the customers and striving to build a positive working relationship with them; c. Showing sense of urgency in serving the customers; d. Demonstrating flexibility in understanding the customers varying needs; and e. Exerting effort to recover from service failure using service recovery techniques.

SERVICE CULTURE BUILDING PROCESS

Presentation of program framework Agreement on Component outputs Getting management commitment on championing the needed change

Component 1: Service Leadership Development 2 Days Service Excellence fundamentals for all Re-entry action planning

Stage 3: Follow through

2-Day Service Leadership Workshop Re-Entry Action Planning aimed at designing prototype customer service policies and procedures for every department

Time table: TBD Post Training report Follow through sessions to check application of reentry action plans Project Evaluation

Component 0: Management Briefing

Component 2: Service Excellence Workshop for all rank & file employees

COMPONENT 1 & 2 COURSE DETAILS

COMPONENT 1: SERVICE LEADERSHIP DEVELOPMENT COURSE DESCRIPTION:
Managers play a very important role in ensuring that the organization is able to serve customers well. They put in place mechanisms to avoid complaints. They are responsible for seeing to it that there is a system in place, that front liners are equipped and empowered to help complaining customers if they are unhappy with the service. Organizational leaders also manage to learn from negative customer experience by looking into the circumstances of the complaints and then making necessary adjustments in operating procedures to avoid service failures from recurring. In order to carry out this role, managers must develop competency at the strategic

level; meaning that they are able to view customer service in a much broader perspective and act to develop strategies and policies for ensuring customer happiness, dealing with customer dissatisfaction and developing a system that allow people to learn from their experiences with the customers. This workshop aims to do just that; equip managers with the concepts and tools they need to develop the needed strategies and policies for seeing to it that the whole organization is able to facilitate customer service management from the strategic to the operational levels. Most importantly, they will be equipped to develop the needed strategy for complaints handling, resolution, service recovery and continual service improvement as a result of learning from negative customer experiences.

METHODOLOGY
To ensure suitability of learning and application in the workplace, ExeQserve shall apply the following strategies: Customization of design in partnership with the project stake holders Facilitation of highly interactive and output oriented two-day workshop Use of role plays and simulation to ensure that participants are able to practice the skills being shared. Giving participants an opportunity to draft a service policy and guidelines prototype that they can later improve when they go back to the workplace. Submission of a detailed post workshop report that contains the workshop outputs, our observation and recommendations for follow through. Monitoring and Evaluation that include sitting down with the participants and discussing their experience after applying what they learned.

OBJECTIVES:

Use systems thinking approach to understand the variables that affect delivery of service and potential sources of customer happiness or dissatisfaction; Co-create a vision of how SDMI will manifest its service culture in the future. Establish desired service standards that lead to better internal and external customer experience. Agree to adopt a method for complaints handling and service recovery; Use incidences of service failures as source of learning and process improvement; and Create an action plan to develop a customer service and service recovery policies and procedures

COURSE OUTLINE
Time DAY 1 8:00 to 9:00 Topics Introduction: Opening Activities Leveling of Expectations Program Objectives House Rules Ice-breaker Activity Workshop Framework Module 1: The Service Variables Systems Thinking Approach to Understanding SDMIs Service Dynamics Connecting the service variables using a Causal Loops Analysis Doing a stakeholder analysis on the service variables Co-Creating a Desired Future for SDMIs service culture Module 2: Establishing service standards at each customer touch point Four Cs of Customer Centricity Manifestation of Service Competence Developing procedural and personal standards for service Continuation of Module 2 Service Mapping Developing high service standards at each touch point Using Failure Modes and Effects Analysis (FMEA) to anticipate and prevent service failures Module 3: Complaints Handling Managers Role in Developing standards for complaints handling Key Components of a Complaints and Service Recovery Policies and Procedures Escalation Process Objectives

Methodology

Outputs

Know the administrative details of the workshop

9:00 to 12:00

Describe how current practices and stakeholders contribute to customer satisfaction/ dissatisfaction Co-create a vision of desired service culture for SDMI

Systems Thinking methods Brainstorming Visioning

Customer Satisfaction/ Complaints Causal Loops Customer Service Stakeholders Analysis Matrix Service Culture Vision Developing Behavioral Service Standards

1:00 to 5:00

Appreciating the importance of attitude and mindset in achieving customer service success Manifest the right service attitude

Brainstorming Role Playing

Day 2: 8:00 to 10:00

Describe their own departments service commitments and identify ways to keep customer satisfaction up

Service Mapping FMEA workshop

Service Standards Matrix Failure risk identification and recommended action

Day 2 10:15 to 12:00 1:00 to 3:00

Describe steps and identify components of developing a complaints handling and service recovery policy Agree on a set of complaints handling tactics

Brainstorming Role playing Technology of Participation using metacards (TOP) Agreeing on draft policy and procedure key

Draft Policies for: Complaints handling Escalation Complaints resolution TAT standard

Time

Topics

Process Objectives

Methodology elements

Outputs

3:15 to 4:00

Complaints Handling Procedures Turnaround Standards Key skills in complaints handling Tactics Taking the H.E.A.T. The L.E.A.R.N. Module 5: Learning from Service Failures Using complaints as input to process and performance improvement. Establishing a corrective and preventive (CPAR) approach as learning mechanism Module 6: Re-Entry Action Planning Creating an action plan to create a prototype complaints handling and service recovery for their respective departments.

Develop a mechanism for gathering customer complaints and evaluating them with the intent of improving service quality.

Brainstorming on data gathering methodology and process CPAR workshop

Draft strategy for complaints documentation and info gathering Learned CPAR

4:00 to 5:00

Create an action plan to put learning to action

Action Planning

Departmental Learning Application Action Plan

COMPONENT 2: SERVICE EXCELLENCE WORKSHOP

COURSE DESCRIPTION
According to one US research, high performing organizations are highly customer-centered. Yet research also shows that customer satisfaction levels have been declining steadily. Most attempts to improve customer service are too narrow and superficial. They fail to focus the organization's culture and core processes on serving customers. That's why 50-70% of these programs consistently fail. This happens because many companies hinge their customer service effort on training front liners on how to be friendly with customers and nothing else. Thats why we see many customers nowadays being greeted loudly but insincerely by deadpan front liners who knew how to do it but are not properly motivated to do so. Add to the aggravation the friendly front liner who tells the customer that the service/product she requested is unavailable. It is as if they do not know that training is only useful if all other conditions for establishing a service culture are met. The goal of this workshop is to equip the employees with a more in depth understanding of the customers and their needs and tools they can use to meet and exceed customer expectations.

COURSE OBJECTIVES:
Imbibe the philosophy of total customer satisfaction; Understand and accept the challenge that the best way to increase sales and profitability is to satisfy the customers with its products and services; Identify opportunities for service excellence. Shift one's mindset and attitude towards a full customer-oriented or focused individual; Analyze the process capability and eliminate snags in the process cycle; Obtain the skills in identifying customer's requirements and expectations and understand their motivational needs; Learn effective methods of interfacing with customers and handling irate customers.

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COURSE OUTLINE
Time 30 mins Activities Introduction: Opening Activities Leveling of expectations Program objectives House rules Ice breaker activity Module 1: Customer Service Overview Stepping in to the customers shoes Defining Customer Service, Customer Expectations, wants and needs External and Internal Customers Customers perception of value Module 2: Establishing Customer Centric Mindsets Four Cs of Customer Centricity Types of Service Attitudes Objectives Understand the details of the program Level expectations Methodology Output

2 hours

Describe Customer service and customer expectations Identify the participants external and internal customers and their responsibilities for each customer Appreciating the importance of attitude and mindset in achieving customer service success Manifest the right service attitude Identify opportunities for service excellence Analyze and eliminate snags in the service process Describe the art of delighting the customer Describe techniques in managing relationship with customers and avoid customer dissatisfaction

Lecturettes Discussion T.O.P

Mapping of internal and external customer expectations

2 hours

Lecturette Discussion Role-playing

Application of Key Service Behaviors in SDMI service situations

4 hours

Module 3: Proactive Customer Service Professionalism with no excuses Going the Extra Mile Moments of Truths of Customer Service Module 4: Managing Relationship with Customers Managing Customer perceptions Establishing Rapport Making the customer feel valued Handling Different types of Customers Module 5: Dealing with Difficult Situations Dealing with difficult customers Why customers complain The art of taking the H.E.A.T. / L.E.A.R.N. Forward Agenda Closing Activity

Brainstorming Service Mapping using T.O.P.

Service Process Map Prototype initiatives for exceeding targets

4 hours

Brainstorming Role Playing Interactive Demo

3 hours

Describe ways to handle difficult customers Go through the process of managing complaints

Role playing Lecturette

30 Min

Establish steps in applying the learning to work

Group activity

Application of procedural and personal standards for customer relationship management Application of H.E.A.T. or L.E.A.R.N. tactic in handling customer complaints. Re-Entry Action Plan

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Annex A: Profile of Edwin Ebreo, Lead Consultant

Edwin C. Ebreo is the founder and President of ExeQserve, Corporation, an HR Solutions Company. He is also the companys head consultant for Organization Development and Human Resource Development. Prior to establishing ExeQserve, Ed worked as HR Director/Manager for CheQ Systems, a Software Quality Engineering Company, Athena E-Services Group of Companies, a BPO company and PET Plans, a pre-need company that had a diverse number subsidiaries that Ed was tasked to manage. During his stint with these companies, Ed was able to develop his expertise in managing the HR Department as a shared resource among groups of companies, handling no less than three companies at a time. He was also Head of Training for SPI Technologies, one of the largest and pioneering BPO companies in the Philippines. He also headed the training department of Philippine Seven Corporation, the local licensee of the 7-Eleven chain of convenience stores. He started working as a freelance Human resource and Organization Development Consultant on weekends at the early age of 28. He finally left full time HR Management practice 5 years ago to concentrate on consulting. He eventually setup ExeQserve Corporation in 2007 to cater to his growing clientele. His 15 years of experience helps Ed appreciate organizations and people from various industries and help them achieve their full potential through training and other HR-related interventions. As a Human Resource Management Development Consultant, Ed has helped several companies and one government agency establish their strategic HR management and development plans which include their strategies for recruitment. Ed has also designed and facilitated training on the following skills; leadership and management; coaching; performance management; customer service; creativity and innovation; presentation skills; time management; personal effectiveness; visioning; assertive communication; HR Management for line Managers; problem solving and decision making; managing meeting; change management; selling; team building; strategic planning and trainers training. He continues to customize programs to meet the unique needs of organizations. Ed is a passionate public speaker. He is an active member of Toastmasters Club with a norm of Advanced Communicator Silver. As a Toastmaster, he has helped establish clubs and mentored members to achieve their full potentials as public speakers and leaders. As a consummate HR Professional, Ed has offered free advice on career, human resource management, leadership and other topics through his popular blog Anything HR by Ed (http://anythinghr.blogspot.com). Ed took up Mass Communication at New Era University and has completed various training programs that helped him develop his competence in leading and training. His most important education is his experience as human resource development professional helping companies achieve their full potential through their people.

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ANNEX B: CORPORATE PROFILE

ExeQserve Corporation started its operations in April 2007 and has, since then, grown and served a number of clients belonging to different industries such as IT, Pharma, Retail. Finance and Service Industries, among others. Our people are committed to give value adding service through teamwork, customer intimacy, pursuit of excellence, creativity and resourcefulness, and fun.

EXEQSERVE PROMISE

Our trainers and consultants expertise cover HR, Leadership & Management, Information Technology, and Communication. They are eager to share with you their knowledge, experience, tools, techniques, and formula for excellent performance. Adhering to the principles of WLP, we are committed to become your strategic partner in making training an initiative that is aligned to organizational goals and objectives. ExeQserve training is not just another training, it is a solution. We recognize our responsibility in helping you get the most out of your investment and recommend a comprehensive solution that will help you achieve your objectives. Heres how we propose to proceed: 1. Conduct an Executive Briefing to help you and your top management to understand and appreciate the benefits of our program 2. Pre-workshop Assessment to further enhance the contents of the workshop and make it more tailor-fitted to your organizations needs and objective 3. Conduct of Workshop using various learning methodologies including coaching and mentoring, knowledge management, structured learning exercises, focused group discussions and action planning. A unique feature we have during workshop is the personal best leadership project for leadership workshops or the R.E.A.P (Re-entry Action Plan) for other workshops; where the participants are encouraged to contextualize concepts and create their own projects to be implemented back in the workplace. This will ensure that learning will be brought back and applied to the workplace. 4. Submission of Post-workshop Report which includes a comprehensive account of the highlights of the training intervention so as the facilitators observations and recommendations 5. Conduct a half-day follow thru session months after the workshop to reinforce participants learning.

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