Managing People for Service Advantagefile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMA... · The...
Transcript of Managing People for Service Advantagefile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMA... · The...
Dewi Pancawati N.,S.Pd.,MM
Managing People
for Service Advantage
Role Play
NAME OF ORGANIZATION
VISION AND MISSION
ORGANIZATION STRUCTURE
Hire The Right PeopleService Sabotage
Enable Your People
Motivate and Energize Your People
Frontline Service Personnel: Source of Customer Loyalty and Competitive Advantage
Frontline is an important source of differentiation and competitive advantage.
a core part of
the product
the service
firm
the brand
Boundary Spanning Roles
• Boundary spanners link the inside of the organization to the outside world
• Multiplicity of roles often results in service staff having to pursue both operational and marketing goals
• Consider management expectations of restaurant servers:
deliver a highly satisfying dining experience to their customers
be fast and efficient at executing operational task of serving customers
do selling and cross selling, e.g. “We have some nice desserts to follow your main course”
Role Stress in the Frontline
Person vs. Role: Conflicts between what
jobs require and employee’s own personality and beliefs
Organization vs. Customer: Dilemma
whether to follow company rules or to satisfy customer demands
Customer vs. Customer: Conflicts
between customers that demand service staff intervention
3 main causes of role stress:
Emotional Labor
• “The act of expressing socially desired emotions during service transactions” (Hochschild, The Managed Heart)
• Three approaches used by employees
surface acting
deep acting
spontaneous response
• Performing emotional labor in response to society’s or management’s display rules can be stressful
• Good HR practice emphasizes selective recruitment, training, counseling, strategies to alleviate stress
The Cycles of Failure, Mediocrity and Success
Too many managers make short-sighted assumptions about financial implications of: • Low pay
• Low investment (recruitment, training)
• High turnover human resource strategies
Often costs of short-sighted policies are ignored:• Costs of constant recruiting, hiring & training
• Lower productivity & lower sales of new workers
• Costs of disruptions to a service while a job remains unfilled
• Loss of departing person’s knowledge of business and customers
• Cost of dissatisfied customers
Cycle of FailureCustomer turnover
Failure to develop customer loyalty
No continuity inrelationship for
customer
Customer dissatisfaction
Employees can’t respond to customer
problems
Employees become bored
Employee dissatisfaction; poor service attitude
Repeat emphasis on attracting new customers
Low profit margins Narrow design of
jobs to accommodate low skill level
Use of technology
to control quality
High employee turnover; poor service quality
Payment of low wages
Minimization of selection effort
Minimization of training
Emphasis on rules rather than service
Source: Schlesinger and Heskett
Service Sabotage
Customary-Private Service
Sabotage
Sporadic-Private Service
Sabotage
Customer-Public Service
Sabotage
Sporadic-Public Service
Sabotage
„Openness‟ of Service Sabotage BehaviorsCovert Overt
„No
rma
lity
‟ o
f S
erv
ice S
ab
ota
ge B
eh
avio
rs
Routiniz
ed
Inte
rmitte
nt
e.g. Waiters serving smaller
servings, bad beer or sour winee.g. Talking to guests like
young kids and putting them
down
e.g. Chef occasionally
purposefully slowing down
orders
e.g. Waiters spilling soup onto
laps, gravy onto sleeves, or hot
plates into someone’s hands
Cycle of Mediocrity
Good wages/benefits high job
security
Other suppliers (if any) seen as equally poor
Customers trade horror stories
Service not focused
on customers’ needs
Employees spendworking life
in environment of mediocrity
Narrow design of jobs
Success =
not making
mistakes
Complaints met by indifference or
hostility
Employee dissatisfaction
(but can’t easily quit) Emphasison rules
vs. pleasingcustomers
EPromotion and pay
increases basedon longevity,
lack of mistakes
Initiative is discouraged
Jobs are boring and repetitive; employees
unresponsive
Resentment at inflexibility and
lack of employee initiative;
complaints to employees
No incentive for
cooperative relationship
to obtain better service
Training emphasizes
learning rules
Customer dissatisfaction
Cycle of Success (Fig. 11.3)
Low customer turnover
Customer loyalty
Continuity inrelationship with
customer
High customer satisfaction
Extensive training
Employee satisfaction, positive service attitude
Repeat emphasis on customer loyalty and
retention
Higher profit
marginsBroadened job designsLowered turnover,
high service quality
Above average wages
Intensified selection effort
Train, empower frontline
personnel to control quality
Source: Heskett and Schlesinger
How to Manage People for Service
Advantage?
1. Hire the right people
2. Enable your people
3. Motivate and energize your people
Staff performance is a function of both ability and motivation.
How can we get able service employees who are motivated to
productively deliver service excellence?
Hire the Right People
“The old saying „People are your
most
important asset‟ is wrong.
The RIGHT people are your most
most important asset.”
Jim Collins
Recruitment
The right people are a firm’s most important asset: take a focused, marketing-like approach to recruitment
Clarify what must be hired versus what can be taught
Clarify nature of the working environment, corporate values and style, in addition to job specs
Ensure candidates have/can obtain needed qualifications
Evaluate candidate’s fit with firm’s culture and values
Fit personalities, styles, energies to the appropriate jobs
Select And Hire the Right People:
(1) Be the Preferred Employer
Create a large pool: “Compete for Talent Market Share”
• What determines a firm’s applicant pool?
Positive image in the community as place to work
Quality of its services
The firm’s perceived status
• There is no perfect employee
Different jobs are best filled by people with different skills, styles or personalities
Hire candidates that fit firm’s core values and culture
Focus on recruiting naturally warm personalities
• Observe Behavior
Hire based on observed behavior, not words you hear
Best predictor of future behavior is past behavior
Consider group hiring sessions where candidates given group tasks
• Personality Testing
Willingness to treat co-workers and customers with courtesy, consideration and tact
Perceptiveness regarding customer needs
Ability to communicate accurately and pleasantly
Select and Hire the Right People:
(2) How to Identify the Best Candidates
Select and Hire the Right People:
(3) How to Identify the Best Candidates
• Employ Multiple, Structured Interviews
Use structured interviews built around job requirements
Use more than one interviewer to reduce similar to me effects
• Give Applicants a Realistic Preview of the Job
Chance to have “hands-on” with the job
Assess how the candidates respond to job realities
Allow candidates to self select themselves out of the job
• The Organizational Culture, Purpose and Strategy
oPromote core values, get emotional commitment to strategy
oGet managers to teach “why”, “what” and “how” of job.
• Interpersonal and Technical Skills
oBoth are necessary but neither is sufficient for optimal job performance
• Product/Service Knowledge
oStaff’s product knowledge is a key aspect of service quality
oStaff need to be able to explain product features and to position products correctly
Train Service Employees
Factors Favoring Employee Empowerment
• Firm’s strategy is based on competitive differentiation and on personalized, customized service
• Emphasis on long-term relationships vs. one-time transactions
• Use of complex and non-routine technologies
• Environment is unpredictable, contains surprises
• Managers are comfortable letting employees work independently for benefit of firm and customers
• Employees seek to deepen skills, like working with others, and are good at group processes
Control vs. Involvement Model of Management
• Information about operating results and measures of competitive performance
• Rewards based on organizational performance (e.g. profit sharing, stock ownership)
• Knowledge/skills enabling employees to understand and contribute to organizational performance
• Power to influence work procedures and organizational direction (e.g. quality circles, self-managing teams)
Source: Bowen and Lawler
Control concentrates 4 key features at top of organization;
Involvement pushes them down:
• Suggestion involvement
Employee recommendation
• Job involvement
Jobs redesigned
Employees retrained
Supervisors facilitate
• High involvement
Information is shared
Employees skilled in teamwork, problem solving etc.
Participate in decisions
Profit sharing and stock ownership
Levels of Employee Involvement
Motivate and Energize the Frontline
Job contentFeedback and recognition
Goal accomplishment
Use the full range of available rewards
effectively, including:
The Inverted Organizational Pyramid (Fig. 11.5)
Frontline Staff
Top Mgmt
Middle Mgmt
Legend: = Service encounters, or ‘Moments of Truth.’
Traditional
Organizational
Pyramid
Inverted Pyramid with a
Customer & Frontline
Focus
Customer Base
Frontline Staff
Middle Mgmt & Top Mgmt
Support Frontline
The Wheel of Successful HR in Service
Firms (Fig. 11.6)
Leadership that:
Focuses the entire organization
on supporting the frontline
Fosters a strong
service culture with
passion for service
and productivity
Drives values that
inspire, energize
and guide service
providers
1. Hire the
Right People
3. Motivate &
Energize Your People
2. Enable Your People
Be the preferred
employer & compete
for talent market share
Intensify the
selection
process
Empower Frontline
Build high performance service
delivery teams
Extensive Training
Utilize the full
range of rewards
Service Excellence
& Productivity
www.animationfactory.com
The Important key to
success is confidence, and
the key to confidence is
preparation.*Arthur Ashe*
Hatur Nuhun