Blog by Service Strategies
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By Steve Brand, SGSA Ltd.
The overused war cry of “we need everyone to give 110%” is likely to fall on deaf ears when companies are cutting staff, bonuses and even salaries. When morale is low, managers struggle to reach 75% levels of productivity after normal deductions for sickness, vacation and training.
And what about training? [...]
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According to data from the Future Foundations think tank, one in eight employees throw in the towel and leave their job before they reach a competent level of performance. Why they fail to reach a competent level is more about training and the skills of their manager than it is about the employee.
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Industry is paying a high price for poor recruitment techniques with British companies wasting £12bn per annum, equivalent to £1,000 per employee, through recruitment mistakes and the time spent by managers trying to bring staff up to scratch, according to a report, by SHL, the psychometric company†. This amount dwarfs the £3.1bn package for boosting jobs promised by the chancellor in the last budget, which implies that companies could do more to create jobs simply by improving their selection and recruitment processes.
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Employees are motivated to complete tasks when they perceive the outcome will satisfy one or more of their basic human needs. To ensure long-term motivation, managers must create a work environment that provides employees with the opportunity to satisfy these needs on a consistent basis.
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Good customer service skills are essential to the success of customer facing technical staff. Many of today’s best technology organizations provide their staff with effective customer service skills through formal programs like our Service Representative, Support Professional and Support Specialist training courses. However, service organizations frequently neglect to reinforce the customer service skills they invested in through formal training, thereby diminishing their investment.
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