SERVICE-CULTURE-M1

Introduction to Service Culture
Module 1
Learning Outcomes:
• Define service culture
• Discuss the history and philosophy of service culture
• Identify the importance of service culture in the business society
• Explain how service culture work
Service Culture
It refers to a company culture that’s focused on customer service, so you could also call it customer
service culture. A company with a service culture focuses its mission and processes on serving the
customer first and foremost.
The goal is to provide the best experience and most value for the customer, and each employee’s duties
should be focused on that goal. An effective service culture motivates team members to put the
customer first.
Why is Service Culture important?
Customer service culture is important because it’s the key factor that leads to great service. When
customers experience excellent customer service, they are more likely to continue with your business
and also encourage other people to try it. In other words, providing superior customer service helps
your business gain repeat customers, plus a new word-of-mouth clientele.
How does Service Culture work?
This kind of culture happens when you make customers the focus of your business model. The business
philosophy, mission, values and processes should all be directed to the customer and the customer’s
experience with every stage of your brand.
Through a service culture, the employees learn to carry out duties and make decisions with the
customer always in mind as the top priority.
Service Culture definition
The following definitions of service culture set the backdrop for our reflection:
• “A service culture exists when you motivate the employees in your organization to take a
customer-centric approach to their regular duties and work activities.”
• “[We define service culture as] a shared purpose where everyone is focused on creating value
for others inside and outside the organization.”
• Our shorthand definition of service culture is “where employees are obsessed with customer
service.”
Service Culture is a philosophy

In outlining the desired attitude, a service culture sets the tone for staff to instinctively make the right
calls, choose appropriate wording and take the best action. Their interactions with guests and fellow
staff members alike are shaped by the guiding principle of customer-orientation.
A service culture exists when you motivate the employees in your organization to take a customer-
centric approach to their regular duties and work activities. Sales and service employees put customer
needs first when presenting solutions and providing support. Other employees work behind the scenes
to ensure customers get a good product experience. Developing a service culture requires time and
consistency.
Seek Feedback
The first step in developing a service culture is to show genuine interest in finding out what your
customers want from your company, products and services. Ongoing research can help you gain insight
as to how your company currently performs and what improvements you must make to strength loyal
relationships. Your employees can more easily by into the customer-first mentality you project if they
see you working to gather information about your customers.
Communicate and Establish Consistency
Most elements of a company culture begin at the top. As a business owner or manager, your actions and
words set the tone for what employees view as core philosophies of the business. If you project a
service attitude in your dealings with customers or clients, that helps. You can establish a vision and
company objectives that emphasize customer service. In delegating responsibilities to departments,
work teams and employees, you want to convey the specific duties each holds in the bigger picture.
Reward and Recognize
No matter what you say to instill viability in any cultural component, you must reinforce its importance
through action. To perpetuate a service culture, you need to include service standards in job
descriptions, employee evaluations and compensation. If you emphasize customer service in
assessments, raises and promotion decisions, even above other production and sales standards, it
strengthens your commitment. Publicly recognizing top service performers with praise and awards may
encourage workers to work on their reputations as elite service performers. You may also have to
eliminate workers that don't fit into or desire to fit into the culture.
Set Policies and Train
You service culture is also developed through formal written documents and communications. Your
company mission, website, employee policy manual and customer service policy all provide
opportunities to infuse customer-oriented policies for internal or external communication. Once you
establish customer-friendly policies, you need to orient and train new employees to accept the
standards. Part of developing an enduring service culture is getting new hires to quickly assimilate into
it.
MODULE 2:
DEVELOPMENT OF SERVICE CULTURE
Learning Outcomes:
• Determine the different factors in the development of service culture
• Analyze the principles in creating a service culture
• Discuss the organizational charts and how to create one for service culture
DEVELOPING A SERVICE CULTURE: A LEADER'S GUIDE TO SUCCESS
Leading The Change
Driving an organizational shift toward a higher standard of customer care and service must begin at the
top of the organization. Without the clear buy-in and participation of top leadership, lower-level
associates will see and feel the lack of support from the top down. As a leader, it's crucial that you have
an unwavering belief in the new culture and a clear vision of what success looks like. Without these two
leadership attributes you run a very high risk of a failed implementation and an unsuccessful
transformation.
Hire Right
Most businesses make the mistake of hiring people for positions without understanding that a service
perspective is important for all employees. Having both an internal and external focus on customer
service is a characteristic among successful organizations, which provide world-class service for their
external guests as well as their own workers.
Effective Strategies
• Behavior Based Interviewing: Interview with people's past performance in mind--it's the most
accurate predictor of what their future performance will be.
• Determine ahead of time what skills, attitude, temperament and background the ideal candidate
will possess, and do this before you begin interviewing.
• What motivates the candidate? Is it a paycheck, or the satisfaction of a satisfied customer? The
answer to this question will tell you a lot.
Communicate Expectations
One of the most important aspects in creating a service culture is setting expectations for each
employee starting from the first day on the job. Successful service organizations like Ritz-Carlton,
Starbucks, and The Four Seasons ensure that all employees go through the companies' orientation
program on the first day of work. New employees learn about the company culture, the expectations for
all employees, and what behavior will and will not be tolerated. New-hire paperwork and benefits forms
take less than 20 percent of the entire day. In other words, time is spent on educating new employees,
not simply covering the paperwork.
• If you don't have an orientation program with clear expectations, develop one. Make sure that
at least 75 percent of an employee's first day is spent explaining service standards, expectations, and
benefits of the culture.
• Be sure to identify both internal and external customer service--one without the other never
works.
• Role-play specific customer service issues with your employees. The more practice they have
dealing with difficult customers, the better they'll be when it actually happens
Train and Develop Your Staff
One of the secrets to a happy staff is ongoing development and learning. Continuing to train your staff
not only shows an investment on your part, but also equips your employees to be better at their jobs. By
providing new skills and training, employees will not only be more likely to stay with your organization,
but they'll be better able to respond to your customers' needs.
• Ask your employees what training or tools they need to be successful.
• Cross-train every employee possible so customers get the help they need even when an
employee with specialized knowledge is out sick.
Reinforce Service Standards
The most successful service organizations don't simply "talk" about their service standards, they live and
breathe them every day. Every department manager, director, and general manager knows the
standards by heart, exemplifies them daily, and even quizzes front-line employees on them. Service is
the backbone of their business and they know without it, the company wouldn't survive.
• Talk about a different service standard at each department meeting, as well as how everyone is
contributing to it.
• Every month. publicly recognize someone in the organization who best exemplifies a service
standard.
• Make sure all key personnel and leaders are on board with the service standards.
Empower Your Staff
One of the most often used and painful service expressions is "I'm sorry, I'm just not allowed to do that;
it's against company policy." Successful service organizations empower their employees to do whatever
it takes (within reason) to satisfy the customer. For example, Ritz-Carlton allows every employee to
spend up to $2,000 on any one guest to exceed customer expectations and make their experience
memorable. Don't get in the way of your employees: Let them take care of the customer first, and
explain the reasons to you later. The money your company spends in comping a hotel room, taking a
dessert off a bill, or providing your service at a discounted rate will come back tenfold.
• Have an organizational system that helps your employees take care of the customer. Customers
need to be taken care of at the first point of contact, not the fourth.
• Let your employees know that they're in charge of their customers. Tell them to do whatever it
takes to bring customers back.
• Continually ask your employees if they need anything to be more effective with your client-base.
If they do need something, give it to them.
Measure Your Success: Solicit Feedback

In order to create and maintain a culture of service, companies must continually seek out and embrace
complaints and then resolve them. Many organizations don't want to hear from their customers for fear
of what they might say. That is exactly why they need to hear it! By walking the floor of our business,
calling current clients, and sending out customer service surveys, managers can measure the impact of
their company's culture. Although some of comments can initially sting, the end result is an honest
organization that isn't afraid to admit when a mistake has been made.
• Ask for unsolicited feedback from customers whenever possible.
• Publicly celebrate "success stories" that customer pass along. There is no better way to ensure a
behavior continues than to reinforce it positively.
• Post customer service scores wherever possible. Visibility creates focus, and focus creates
success.
9 Principles for Creating a Service Culture
1) Create a relentless strategy. A relentless strategy is a lifetime commitment to customer service. It is a

propulsive, self-directed passion to continue to learn, improve, and exceed expectations in everything
you do. You have to be relentless in serving your customers; it has to be a way of life.
2) Reduce friction. Remove stupid rules, policies, and procedures. Most rules are put in place to prevent
customers from “taking advantage” of a company. What most managers and executives don’t
understand is that those rules actually reduce the chances a customer will do business with you.
Advertising and prices might get customers through the doors of your business once, but if they have a
problem with a product or service – and if your rules don’t allow you to quickly solve it for them – they
won’t be back. Make it easy to do business with you.
3) Empower employees. Empowerment is the backbone of great service. Everyone must be empowered.
If a front-line employee (your most important employee) does not have the power to satisfy a customer
on the spot – and to the customer’s satisfaction – that customer will do one of two things: move the
complaint up the ladder, often all the way to the CEO, which costs a lot in terms of time and money; or
simply never do business with you again.
4) Do everything with speed. People today expect and want speed. You must drastically reduce the time
for everything you do. This includes everything from answering the phone within the first ring or two to
meeting or exceeding the deadline for a customer’s project. If something normally takes three weeks, do
it in two. If you say you’ll get back to a customer within a week, do it within days. To focus on speed, all
employees must organize, prioritize, manage their time, and look for efficiencies.
5) Train your employees. Employees at every level of your business must be trained on customer service
every few months. Ninety-nine percent of customer interaction takes place with your front-line
employees, yet they are the least trained, least empowered, and least valued. When you spend the time
and money to train your employees – and do it continuously – you’ll realize a return on that investment
that will drive your business to new heights.
6) Remember customers’ names. The most precious things customers have are their names. Our names
are precious to us. Call your customers by name whenever you interact with them. Doing this lets the
customer know that you value them and their business, that you acknowledge and respect them, and
that they are important to you.
7) Practice service recovery. When you make a mistake, admit it and do whatever it takes to correct it.
All employees must practice the four skills of service recovery: act quickly, take responsibility, make an
empowered decision, and compensate fairly.
8) Reduce costs. Price is critical to all customers. Service leaders are frugal and always looking for ways
to reduce costs. My research shows that service leaders are aggressive at eliminating waste and costs.
When you reduce costs, you improve your bottom line. To realize even greater benefits, pass at least a
portion of those savings on to your customers. It will give you an edge over your competitors.
9) Measure results. To keep management passionate about the process of creating a service culture and
the financial investment and time required to do so, you must measure the results of your efforts. It’s
critical to know where you came from and where you are now. When you can prove that what you are
doing is having a positive impact, you will gain support throughout the company.
Module 3 and 4
EMOTIONAL INTELLIGENCE
Hanne Keiling
What is emotional intelligence?
Emotional intelligence is the ability to recognize, understand and manage your own emotions as well as
being able to understand and influence the emotions of others. It involves being aware that emotions
drive behaviors and impact people either positively or negatively.
While emotional intelligence can seem like a vague or complex concept, there are specific ways you can
develop this skill. Taking time to hone and build on these skills can help you become better at building
relationships and accomplishing shared tasks.
How emotional intelligence is measured
Several assessments have been developed to measure levels of emotional intelligence. Such
assessments are frequently used to identify potential leaders within an organization. The most common
types are:
Self-report test: Relies on the respondent’s answers or statements to rate their own behaviors.
Ability test: Respondents perform tests to assess their abilities to perceive, identify, understand and
manage situations.
Characteristics of emotional intelligence
Psychologist and author Daniel Goleman defines the five key elements of EI as:
1. Self-awareness
If you’re self-aware, you understand your emotions and their triggers. You also know how your
emotions and actions affect those around you.
2. Self-regulation
Self-regulation is the ability to control and adjust your emotions to create a more positive effect. Being
in control of your feelings is essential in any situation because your emotions have a strong effect on
other people.
3. Motivation
Motivation is the desire to do something. It relates to emotional intelligence because your desires can
promote different feelings toward something.
4. Empathy
Empathy allows you to identify and understand the feelings of others, which may help you to handle
workplace situations more effectively. For instance, when a coworker is visibly stressed, you can react
with empathy.
5. Social skills
Social skills are tools you use to communicate and interact with others. Having strong social skills allows
you to listen, speak and resolve conflicts more effectively. Social skills can be used in the workplace to
develop your career and are essential tools for leaders.
https://www.indeed.com/?from=gnav-career-guide--career-guide-webapp
SOCIAL SKILLS
Jennifer Herrity
https://www.indeed.com/career-advice
What are Social Skills.

Social skills are used to communicate with others daily in a variety of ways including verbal, nonverbal,
written and visual. Social skills are also referred to as “interpersonal” or “soft skills.”
Verbal skills involve the spoken language, while nonverbal communication includes body language, facial
expressions and eye contact. Any time you interact with another person, you’re using social skills in
some way. Strong social skills can help you build and maintain successful relationships professionally and
personally.
Why social skills are important
Social skills are important because they can help you communicate more effectively and efficiently and,
as a result, help you build, maintain and grow relationships with colleagues, clients and new contacts.
These skills are important to maintain and improve no matter your position, industry or experience
level.
Six examples of important social skills
Here are important social skills you can develop to facilitate better interactions in your workplace:
1. Effective communication
The ability to communicate effectively with others is a core social skill. If you have strong
communication skills, you’ll be able to share your thoughts and ideas clearly with others. Effective
communicators make good leaders because they can explain projects and goals in an easy-to-
understand way.
2. Conflict resolution
Disagreements and dissatisfaction can arise in any situation. Conflict resolution is the ability to get to the
source of the problem and find a workable solution. Good conflict resolution skills are important in any
job, but they might be particularly well-suited for a position in HR, where you’ll often address
disagreements between employees or in a customer service role, where you resolve conflicts for clients
about a company’s products, services or policies.
3. Active listening
Active listening is the ability to pay close attention to a person who is communicating with you. Active
listeners are typically well-regarded by their coworkers due to the attention and respect they offer
others.
You can increase your listening skills by focusing on the speaker, avoiding distractions and waiting to
prepare your response only after the other person is finished (rather than while they are speaking).
4. Empathy
Empathy is the ability to understand and identify with the feelings of another person. If you have
empathy, others will often be more likely to confide in you. Being more empathetic takes a conscious
effort to carefully consider how others feel. If you strengthen your empathy and rapport with others,
you can build stronger, more respectful and open relationships.
5. Relationship management
Relationship management is the ability to maintain healthy relationships and build key connections. For
example, if you have a job in customer service, you might be responsible for nurturing the relationship
between your company and a specific set of clients. Executives at organizations manage partnerships
with stakeholders and investors. This social skill allows professional relationships to flourish and all
parties involved can benefit.
6. Respect
A key aspect of respect is knowing when and how to initiate communication and respond. In a team or
group setting, allowing others to speak without interruption is a necessary communication skill that
shows respect.
Respectfully communicating can also mean using your time with someone else wisely—staying on topic,
asking clear questions and responding fully to any questions you’ve been asked.
How to improve your social skills
There are several ways to improve your social skills. Start by:
1. Getting feedback
Ask trusted friends, mentors or managers to provide you with honest feedback about your areas for
improvement.
2. Setting goals
Use this feedback to start setting measurable goals to build your social skills. The SMART goals (Specific,
Measureable, Attainable, Relevant and Time-based) framework might be helpful to track your progress.
3. Finding resources
There are several social skill-building classes, guides, books and other tools available—both paid and
free. You can search for general social skills lessons or specific skill courses, such as body language or
charisma.
4. Identify areas for practice
Once you have learned tactics and tips for improving your social skills, put them into practice at home
and work. You can also look for volunteer opportunities or extra-curricular activities where you can
practice interpersonal skills.
MOTIVATION AND EMPATHY

Kendra Cherry, MSEd
The term motivation describes why a person does something. It is the driving force behind human
actions. Motivation is the process that initiates, guides, and maintains goal-oriented behaviors.
For instance, motivation is what helps you lose extra weight, or pushes you to get that promotion at
work. In short, motivation causes you to act in a way that gets you closer to your goals. Motivation
includes the biological, emotional, social, and cognitive forces that activate human behavior.
Motivation also involves factors that direct and maintain goal-directed actions. Although, such motives
are rarely directly observable. As a result, we must often infer the reasons why people do the things that
they do based on observable behaviors.
What Are the Types of Motivation?
The two main types of motivation are frequently described as being either extrinsic or intrinsic.
Extrinsic motivation arises from outside of the individual and often involves external rewards such as
trophies, money, social recognition, or praise.
Intrinsic motivation is internal and arises from within the individual, such as doing a complicated
crossword puzzle purely for the gratification of solving a problem.
Why Motivation Is Important
Motivation serves as a guiding force for all human behavior. So, understanding how motivation works
and the factors that may impact it can be important for several reasons.
Understanding motivation can:
Increase your efficiency as you work toward your goals
Drive you to take action
Encourage you to engage in health-oriented behaviors
Help you avoid unhealthy or maladaptive behaviors, such as risk-taking and addiction
Help you feel more in control of your life
Improve your overall well-being and happiness
https://www.verywellmind.com/
EMPATHY
Kendra Cherry, MSEd
Empathy is, at its simplest, awareness of the feelings and emotions of other people. It is a key element
of Emotional Intelligence, the link between self and others, because it is how we as individuals
understand what others are experiencing as if we were feeling it ourselves.
https://www.skillsyouneed.com/
Empathy is the ability to emotionally understand what other people feel, see things from their
point of view, and imagine yourself in their place. Essentially, it is putting yourself in someone
else's position and feeling what they are feeling.
Empathy means that when you see another person suffering, such as after they've lost a loved
one, you are able to instantly envision yourself going through that same experience and feel
what they are going through.
While people can be well-attuned to their own feelings and emotions, getting into someone
else's head can be a bit more difficult. The ability to feel empathy allows people to "walk a mile
in another's shoes," so to speak. It permits people to understand the emotions that others are
feeling.
Types of Empathy
There are several types of empathy that a person may experience. The three types of empathy
are:
 Affective empathy involves the ability to understand another person's emotions and
respond appropriately. Such emotional understanding may lead to someone feeling
concerned for another person's well-being, or it may lead to feelings of personal distress.
 Somatic empathy involves having a physical reaction in response to what someone
else is experiencing. People sometimes physically experience what another person is
feeling. When you see someone else feeling embarrassed, for example, you might start
to blush or have an upset stomach.
 Cognitive empathy involves being able to understand another person's mental state
and what they might be thinking in response to the situation. This is related to what
psychologists refer to as the theory of mind or thinking about what other people are
thinking.
Uses for Empathy
Being able to experience empathy has many beneficial uses.
 Empathy allows you to build social connections with others. By understanding what
people are thinking and feeling, you are able to respond appropriately in social
situations. Research has shown that having social connections is important for both
physical and psychological well-being.1
 Empathizing with others helps you learn to regulate your own emotions. Emotional
regulation is important in that it allows you to manage what you are feeling, even in times
of great stress, without becoming overwhelmed.
 Empathy promotes helping behaviors. Not only are you more likely to engage in
helpful behaviors when you feel empathy for other people, but other people are also
more likely to help you when they experience empathy.
Impact of Empathy
Your ability to experience empathy can impact your relationships. Studies involving siblings
have found that when empathy is high, siblings have less conflict and more warmth toward each
other.5 In romantic relationships, having empathy increases your ability to extend forgiveness.6
Not everyone experiences empathy in every situation. Some people may be more naturally
empathetic in general, but people also tend to feel more empathetic toward some people and
less so toward others. Some of the factors that play a role in this tendency include:
1. How you perceive the other person

2. How you attribute the other individual's behaviors
3. What you blame for the other person's predicament
4. Your past experiences and expectations
Ways to Strengthen Your Empathy
https://andrewsobel.com/
Eight Ways to Improve Your Empathy
Empathy is the ability to understand and share another person’s feelings and emotions. It is
essential to building good relationships, both at work and in your personal life. People who don’t
exhibit empathy are viewed as cold and self-absorbed, and they often lead isolated lives.
Sociopaths are famously lacking in empathy. Conversely, someone who is empathetic is
perceived as warm and caring.
1. Challenge yourself. Undertake challenging experiences which push you outside your
comfort zone. Learn a new skill, for example, such as a musical instrument, hobby, or foreign
language. Develop a new professional competency. Doing things like this will humble you, and
humility is a key enabler of empathy.
2. Get out of your usual environment. Travel, especially to new places and cultures. It gives
you a better appreciation for others.
3. Get feedback. Ask for feedback about your relationship skills (e.g., listening) from family,
friends, and colleagues—and then check in with them periodically to see how you’re doing.
4. Explore the heart not just the head. Read literature that explores personal relationships
and emotions. This has been shown to improve the empathy of young doctors.
5. Walk in others’ shoes. Talk to others about what it is like to walk in their shoes—about their
issues and concerns and how they perceived experiences you both shared.
6. Examine your biases. We all have hidden (and sometimes not-so-hidden) biases that
interfere with our ability to listen and empathize. These are often centered around visible factors
such as age, race, and gender. Don’t think you have any biases? Think again—we all do.
7. Cultivate your sense of curiosity. What can you learn from a very young colleague who is
“inexperienced?” What can you learn from a client you view as “narrow”? Curious people ask
lots of questions (point 8), leading them to develop a stronger understanding of the people
around them.
8. Ask better questions. Bring three or four thoughtful, even provocative questions to every
conversation you have with clients or colleagues.
Module 5-8
COACHING SESSION AS LEARNING OPPORTUNITIES

https://www.talentlyft.com/en
Coaching definition
Coaching refers to a method of training, counselling or instructing an individual or a group how

to develop skills to enhance their productivity or overcome a performance problem. The
supervisor is called a coach while the learner is called the coachee.
Coaching methods and models generally include close observation, accountability and feedback
on progress and performance.
Coaching process
Coaches have expressed analytical and interpersonal skills. There are two types of coaching:
- Internal coaching is done within the organization, where a manager acts as coach for the
team he/she already knows.
- External coaching is done where the coach is not a part of the organization or the line
management structure, but he/she is an expert in the field in which coaching is being given.
7 Steps to Effective Coaching
Coach Preeti Mazumbar

https://in.linkedin.com/in/coachpreeti?trk=article-ssr-frontend-pulse_publisher-author-card
Coaching is more than just a one-time event. A good coach builds a trusting relationship with
their clients to help them reach goals. Here are seven steps to effective coaching:
1.Embrace the relationship.
In order to be effective as a coach, you must understand that the relationship is more than just
helping someone with their problem. You are there for them and they are there for you. As such,
it's important that both parties understand what is expected from each other in terms of time
management and commitment.
2.Listen.
Listen to empathise
Don't interrupt or judge.
Ask questions to clarify, but don't advise.
3.Develop an open environment.
At the heart of coaching is an open environment. It's a safe place to share feelings and ask
questions without fear of judgment. This can be especially important in situations where you feel
like your emotions might get bottled up or criticized, as well as when you need feedback on
something that's been bothering you for a while.
A coach should not just listen to what they want to hear from his mentees; they should also ask
them questions about their experience in order to get honest answers from them instead of
assuming certain things based on their own experiences or others' comments (which may be
inaccurate).
4. Be honest.
The first step to effective coaching is being honest. It's important for you to know your own
shortcomings, as well as those of the client. You'll need to be able to see how all the aspects fit
together in order for them to work well together. In addition, it's important that you keep in mind
what the goals of the client are so that they can be achieved by working together on this project
or process.
5. Nurture.
Nurturing is the act of supporting, encouraging and helping someone to grow. It's a great way to
build trust with your client or student as you help them achieve their goals.
Nurturing can be applied in many ways:
When coaching someone on a project or task, you might give frequent feedback about their
progress throughout the process (e.g., "You're doing great! Keep up the good work!"). You could
also check in with them periodically throughout the day if there are specific questions they want
answered or updates they need from you (e.g., "How did that conversation go?"). These types
of interactions demonstrate that you care enough about their success that it motivates them
even further in pursuing their goals!
6. Incentivize and celebrate success stories.

Celebrate successes.
Encourage clients to celebrate their own successes.
Celebrate with a gift or reward, or simply by saying "thank you."
7. Encourage learning through failure.

Learning through failure is a good way to learn. It's true that you need to fail in order to succeed,
but it can also be discouraging if you don't learn from your mistakes or try new things.
Don't be afraid of failing! Remember that everyone makes mistakes and everyone has bad
days; don't give up on something because one day it didn't work out for you in your favor. Don’t
let fear prevent you from trying new things or trying again after making a mistake (especially if
this means learning something new).
A good coach builds a trusting relationship to help the client reach their goals.
Coaching is not a one-way street. It's about your client, who you are coaching, and what they
need to get better at in life. Coaching is not easy for either party, but if done well it can be very
beneficial for both parties involved. The coach should be able to listen, understand and help
their client reach their goals by guiding them through all aspects of life that may affect those
goals.
Competencies Valued in the IT-BPM Industry
Competencies are the knowledge, skills, abilities, and behaviors that contribute to individual
and organizational performance. Knowledge is information developed or learned through
experience, study or investigation. Skill is the result of repeatedly applying knowledge or ability.
What is an IT-BPM industry?

Information Technology and Business Process Management or IT-BPM is when foreign brands,
multinationals, and even startups engage the services of a third-party vendor to manage certain
aspects of their work operations.
Types Of Competencies
The types of competencies an individual possesses may often be critical to their professional
success. These competencies usually have two categories, including functioning and role.
There are sub-divisions to these categories, which you can find below:
Based on functioning
You can further categorize functioning competencies into three different types:
1. Core competencies
The abilities and skills that make up an individual's competitive advantages are their core
competencies. It is important for you to identify, develop and capitalise on your core strengths to
ensure you have a versatile competency for your field to make yourself more employable. You
can enumerate these competencies on your resume to highlight them when applying for jobs.
Analytical capabilities, creative thinking and problem-solving abilities are some examples of key
personal characteristics.
2. Cross-functional competencies
These competencies are those that are specifically not chosen as core competencies. These
skills are often necessary for a variety of occupations in several roles. Examples of these
competencies include budgeting, computer proficiency and other topics. There are several
advantages to cross-functional abilities that you might anticipate.
3. Functional competencies
Functional competencies are usually exclusive to a field, division or job category. Businesses
may encounter a variety of difficulties in operating and growing due to changing market
requirements. For a firm to succeed, it typically requires a certain set of individuals with
specialised skills.
Functional competencies are crucial to the success of any business as they often possess
significant subject knowledge, technical proficiency and other pertinent elements required for its
efficient operation. Because of this, companies usually prioritise hiring candidates with a set of
abilities that are pertinent to their position in the organisational structure and function to ensure
they can perform effectively after getting hired.
Based on roles
Here are the types of competencies based on roles:
1. Organizational competencies
Organizational competencies are the skills necessary for the organisation to excel and maintain
its position as a market leader. These competencies include a list of anticipated attitudes,
abilities and behaviors that contribute to the organization's effective performance. The skills of
the organization's personnel can often determine its overall performance. Organizational
competencies are those properties that the employees of an organization may apply to be
successful in their respective positions.
2. Job competencies
These comprise the skills that, when displayed, lead to efficient work or task performance. For
instance, competencies for a sales job role may require those relevant to the sales function,
such as fulfilling weekly goals, convincing clients or customers of the product's benefits and
customising offers and items to suit the client's requirements. Employers often prioritise a
candidate's job competencies to assess and ensure the new recruits can perform their
professional responsibilities per the company requirements and assist in the company's
performance and growth positively.
3. Technical competencies
Technical competencies refer to how knowledge and you can apply abilities to complete a
particular job or collection of jobs within the company framework successfully. Technical
competencies are behaviours that have a direct relationship to the type of instruction received
and the level of technical expertise required to exercise effective operational control.
Competency in a job demands alignment between the operator's capabilities and those required
to do the work safely and efficiently.
4. Personal competencies
Personal competencies emphasise performance or output from the job, whereas job role
competencies show the variety of inputs required for the task. Personal competencies relate to
one's ability to carry out tasks as required by a job function. Though technology continues to
develop, personal abilities continue to be a top priority for most companies. For instance,
recruiters seek candidates who are more adaptable, open-minded, think critically after
considering different perspectives, take on multiple roles, adapt behaviours to team
requirements, manage uncertainties and can remain motivated even when encountering
setbacks.
5. Behavioural competencies
Behavioural competencies refer to the knowledge, abilities, attitudes and behaviours that can
help complete tasks effectively independently or in collaboration. They are any actions, attitudes
or character attributes that may gauge a candidate's likelihood of succeeding in the position for
which they are applying. These competencies may also comprise information, abilities and
behaviours that can differentiate a candidate from the rest.
6. Management competencies
You may refer to the abilities, routines, professional goals and approach required to manage
people as management competencies. When you cultivate management competencies, they
may improve leadership and aid in corporate performance. Human capital, which is roughly
described as the knowledge and abilities that contribute to workplace productivity, is a category
that includes management competencies. For a workforce that is productive, the human
resources required for management competency are also often essential.
7. Leadership Competencies
You can consider a leader as an individual with a versatile skill set to perform their duties
effectively. A leadership position in a company may call for a variety of personality or
behavioural qualities. To assume a leadership role, it is important for an employee to possess a
few fundamental skills, though. These may be based on five crucial factors, including business
savvy, effect and influence, communication abilities, honesty and conceptual skills. While the
first four characteristics are usually fundamental to being a successful leader, business savvy is
also as crucial.
https://in.indeed.com/?from=gnav-career-guide--career-guide-webapp
Skills vs. Competencies: What's the Difference?

https://www.indeed.com/career-advice
Although many people use the words "skills" and "competencies" interchangeably, there are
some differences in what these terms mean in the workplace. While a skill typically relates to a
single proficiency, competencies more often encompass a group of related strengths. Learning
about the differences between skills and competencies can help you use these terms more
accurately and better articulate your core strengths in the workplace.
Skills are strengths or proficiencies that individuals gain through training and experience. In the
workplace, professionals apply skills to achieve results. For example, a manager uses
leadership skills to guide and motivate the members of their team. Leadership skills can include
proficiencies in abilities like communication, delegation, time management and problem-solving.
Many workplaces include a list of key skills they prefer in candidates applying for specific
positions. When candidates know their skills and can express how they plan to apply their skills
to the position, it helps hiring managers decide whether they have the right abilities for the role.
Types of skills
Two types of skills include soft skills and hard skills. Here are the differences between these
types of skills, with examples for each:
Soft skills
Soft skills refer to the nontechnical skills that individuals possess. These skills aren't industry-
specific, meaning they can apply to a broad range of roles in most occupational fields. For
example, interpersonal skills like communications, conflict resolution and active listening are soft
skills because they relate to how individuals work rather than to their technical knowledge of
specialized industry operations. In many workplaces, employees who have soft skills use their
abilities to work well with others, manage their time and resources effectively and motivate
themselves to solve problems and overcome challenges. Here are some examples of common
soft skills:
Adaptability
Dependability
Problem-solving
Critical thinking
Teamwork
Organization
Time management
Conflict resolution
Hard skills
Hard skills are the technical abilities that professionals need to perform their role in a particular
industry. These skills often include knowing how to use specialized tools or equipment to
complete a goal. It can also involve having other types of specialized industry knowledge, such
as how to work with certain types of software, use a particular coding language or apply a
specific technique. For example, a software engineer needs technical skills related to
programming languages and software design to perform in their role. Here are a few examples
of hard skills:
Statistical analysis
Server maintenance
Marketing analytics
Graphic design
Database management
Search engine optimization
Video editing
Infection prevention
Competencies are sets of demonstrable proficiencies and abilities that individuals use to
achieve a goal or complete a task. They typically combine skills, abilities and knowledge and
can include the specific behaviors an individual carries out to succeed in their position. For
example, patient care skills are often a core competency for professionals in health care. For
candidates looking for a job in the health care industry, communicating their competencies in
patient care may involve identifying specific skills that contribute to their caregiving, along with
any personal attributes or behavioral habits they use when serving patients.
Types of competencies
Types of competencies typically comprise three categories. These categories include behavioral
or life skill competencies, functional or technical competencies and professional competencies.
Here are descriptions with examples of these different types of competencies:
Behavioral competencies
Behavioral competencies are a group of skills and habits that individuals use to manage their
daily and personal needs. These competencies, also called life skills, include a combination of
abilities that allow individuals to meet demands in their daily lives. Life skills involve hard skills
like cooking and budgeting, along with soft skills like communication and relationship building.
When individuals develop effective behavioral competencies, they build good daily habits that
contribute to their overall health and wellbeing. Having the ability to perform essential tasks
allows individuals to function independently while meeting their personal needs.
Examples of skills that contribute to behavioral competencies include:
Interpersonal communication
Conflict management
Personal finances
Resiliency
Technological competence
Decision-making
Active listening
Functional competencies
Functional competencies are the everyday skills that professionals need to succeed in their
roles. Also called technical competencies, these are the proficiencies that employees need to
function in their positions. For example, a financial analyst needs a specific set of skills to make
up their functional competencies. These skills may include financial literacy, analytical ability
and knowledge of specialized computer software. The combination of these skills contributes to
their overall functionality in the workplace. A professional applying for a financial analyst job can
show their functional competency by addressing the skills they have that make them suited for
the role.
Here are some other functional competencies:
Programming
Systems analysis
Acquisition planning
Value management
Strategic planning
Revenue management
Professional competencies
Professional competencies are the skills that help employees succeed within an organization or
industry. While functional competencies involve proficiencies that help individuals succeed
within their given occupational role, professional competencies are more general and relate to
the combination of skills employees use to perform effectively and advance in the workplace.
For example, a doctor needs skills like clinical proficiency and medical knowledge to succeed in
their role, but they also need a wider set of professional skills like networking and industry
awareness to excel in their field. Gaining more general professional competencies can lead to
industry advancement.
Here are some skills that contribute to professional competency:
Networking
Mentorship
Industry knowledge
Environmental awareness
Professional standards
Certification requirements
Negotiation
Module 9 and 10
Introduction to Vision and Mission of a Service Organization
Service Organization
A service organization is when two or more people are engaged in a systematic effort to
provide services to a customer - the objective being to serve a customer. For any service
to be provided, there has to be a customer. Without a customer, and interaction between
customer and the service organization, the objective of providing service cannot happen. The
degree of intensity of interaction between the customer and people of a service organization
varies, and depends on the type of service offered.
A service organization exists to interact with customers and to satisfy customers service
requirements.
https://www.globalspec.com/-By Nevan Wright
Service Organization Mission and Vision Statement

Lindsay Kolowich Cox
What is a mission statement?
A mission statement is a simple statement about the goals, values, and objectives of an
organization. It helps a company respond to change and make decisions that align with its
vision.
This brief description helps customers, employees, and leadership understand the
organization's top priorities.
As a company grows, it may reach its early goals, and they'll change. So, it's important to revise
mission statements as needed to reflect the business's new culture as it achieves its goals and
develops new targets.
What makes a good mission statement?
The best brands combine physical, emotional, and logical elements into one exceptional
customer (and employee) experience that you value as much as they do. A good mission
statement will not only explain your brand’s purpose, but will also foster a connection with
customers.
When your brand creates a genuine connection with customers and employees, they'll stay
loyal to your company, thereby increasing your overall profitability.
Mission statements also help you stand out in the marketplace, differentiating your brand from
the competition.
What are the 3 parts of a mission statement?
Your mission statement should clearly express what your brand does, how it does it, and why
the brand does it. You can quickly sum this up in your mission statement by providing the
following:
Brand Purpose: What does your product or service do, or aim to offer and for whom?
Brand Values: What does your company stand for? For example, are you environmentally
conscious and provide a more sustainable solution to solve a problem? Values are what make
your company unique.
Brand Goals: What does your company accomplish for customers? Why should they purchase
from you instead of other competitors?
With these three components, you can create a mission that is unique to your brand and
resonates with potential customers. Next, we’ll guide you step by step on how to write a proper
mission statement to build on as your company evolves.
Vision Statement
A vision statement is aspirational and expresses your brand’s plan or “vision” for the future and
potential impact on the world. They often serve as a guide for a brand’s future goals and explain
why customers and employees should stick around for the long haul.
What makes a good vision statement?
A good vision statement should be bold and ambitious. They’re meant to be inspirational, big-
picture declarations of what your company strives to be in the future. They give customers a
peek into your company’s trajectory and build customer loyalty by allowing them to align their
support with your vision because they believe in the future of your brand as well.
What are the 3 parts of a vision statement?
Your company vision is meant to be inspirational while also aligning with the company’s
mission. A vision statement should have the following characteristics:
1. Aspirational and Ambitious: Have a lofty outlook for what you want your business to
accomplish? Here’s the place to put it. Your vision statement should be aspirational and
showcase how your business will grow in the future.
2. Practical and Achievable: While your statement should be ambitious, it shouldn’t be
impossible. Set a goal that is both challenging and practical.
3. General: Your vision should be broad enough to encompass all of your brand’s overall goals.
Think of it as umbrella for your mission statement and company objectives to nest under.
Mission Statement vs. Vision Statement
A mission statement clarifies what the company wants to achieve, who they want to support,
and why they want to support them. On the other hand, a vision statement describes where the
company wants a community, or the world, to be as a result of the company's services. Thus, a
mission statement is a roadmap for the company's vision statement.
Types Of Business Services

https://www.geeksforgeeks.org/
Business Services refer to those services, which are used by business enterprises to conduct
their activities. They are necessary for the effective operation of businesses and comprise those
connected with banking, transportation, warehousing, insurance, communication, etc.
Types of Business Services
1. Banking
For acquiring assets, purchasing raw materials, etc., funds are needed, and necessary funds
can be obtained from a bank. The problem of finance can be overcome with the help of banking
services. Banks lend money and provide many services such as overdraft, cash credit facilities,
etc. Commercial banks help exporters in collecting money from importers in case of foreign
trade. It also helps promoters of companies to raise capital from the public. Savings of the
people are mobilised and funds are available to businesses financing their capital and revenue
expenditure with the help of banks.
2. Insurance
Insurance is a contract that covers the loss anticipated to be caused by an unknown event
among a number of people who are exposed to it and plan to protect themselves against it. It is
a contract or agreement in which one party promises to pay an agreed amount of money to
another party in exchange for consideration to make a loss, damage, or loss to anything of
value in which the insured has a monetary interest as a consequence of some unpredictable
occurrence.
Insurance is a type of risk management that is primarily used to protect against the risk of
financial loss. Insurance is ideally described as the equitable transfer of a possible loss risk from
one organisation to another in exchange for a reasonable fee. As a result, an insurance
company is an association, corporation, or organisation that is in the business of paying any
legitimate claims that may arise in exchange for a fee (known as premium). The
agreement/contract is documented in writing and is referred to as ‘policy.’ The individual whose
risk is insured is referred to as the ‘insured,’ and the company that covers the risk of loss is
referred to as the insurer/assurance underwriter.
3. Transportation
Transportation consists of freight services together with supporting and auxiliary services by all
modes of transportation i.e., rail, road, air and sea for the movement of goods and international
carriage of passengers. The hindrance of place is removed with the help of transportation as it
makes sure that goods are available to the consumers from the place of production.
To keep up with the demands of our economy, we must improve our transportation
infrastructure. We require improved road infrastructure. We have a few ports, which are also
crowded. Both the government and industry must be proactive and should ensure proper
operation of this service as a need for giving a lifeline to commercial services. Because of a lack
of proper transportation, the agriculture and food sectors face massive losses.
4. Warehousing
When goods are held in stock to make them available as and when required, it is known as
Warehousing. It helps businesses to overcome the problems of storage and makes goods
available when needed and thus, helping in maintaining prices at a reasonable level. It also
offers a wide range of services. They are in charge of inventory management, which involves
providing the manufacturing departments with the appropriate number of commodities at the
right times.
Storage has always been a critical component of economic progress. Initially, the warehouse
was viewed as a static unit for maintaining and storing commodities in a scientific and
systematic manner in order to preserve their original quality, worth, and utility.
5. Communication: Communication is defined as the process of exchanging messages between

or among individuals in order to reach a common understanding. Communication is the most
crucial trade support. It is also useful for customers to inquire about goods and services, how to
place orders, or the advantages of services, or to file a complaint about a product or provide
feedback on services.
An organization must maintain constant contact with the outside world. There must be a flow of
information and ideas. This is why efficient communication is the foundation of any successful
business. A company must communicate with its workers, customers, buyers, suppliers, the
government, and other stakeholders. To be effective, every communication service must be
quick and affordable. Communication has been extremely successful in recent decades as a
result of significant technical improvements. Indeed, the growth of the internet (and its
communication capabilities) is the cause for the presence of a global economy.
Service Organization Structure
By
Scott Thompson-https://smallbusiness.chron.com/
Decentralized Structure
There are as many different types of service organization as there are services to be bought
and sold. Some companies offer cloud computing services, while others offer medical billing or
credit card processing or IT services. Any time a company needs to outsource a function rather
than create a department to perform it in-house, it does business with a service organization.
Because service organizations need to be accessible to their clients, the typical service
organization is either local to a particular area or decentralized. A medical billing company might
provide services for all doctors in a particular town or region. A payroll firm might be based in
just one city or might have local offices in several.
Blurred Boundaries
Companies that sell products usually classify employees into clearly defined roles. Shipping,
marketing, sales and customer service are all different departments with different roles and
responsibilities. Companies that sell services usually have fewer distinct roles and the
boundaries between roles are often blurred. For instance, a database administrator at an IT
services company may also perform tasks associated with project management. A medical
billing specialist may also be involved with resolving customer service issues.
Complex Skills
Employees who work for product organizations usually need only one fairly narrow set of skills
to perform the job to an acceptable level. For instance, a sales professional must be good at
closing sales and a shipping manager must have good organizational skills. Employees who
work for service organizations usually need to have a wider range of skills and those skills are
often more complicated. For instance, an IT services professional needs to be able to perform
all of the technical aspects of the job but must also have the interpersonal skills needed to
interact effectively with clients and the employees at the client's workplace. This can include
customer service, conflict management and training skills as sell as technical skills.
Organizational Options
Because service organizations typically have fewer distinct job roles, looser boundaries
between roles and a decentralized structure, employees of service organizations can
sometimes find themselves reporting to several different supervisors with different expectations
and priorities. To avoid contradictory and confusing instructions and poor allocation of time and
resources, some organizations use a structure based on services or processes rather than job
functions. In this type of structure, a service owner is responsible for all aspects of a particular
service performed by the company, and a process owner is responsible for all aspects of a
particular process used to perform that service. This type of structure allows the company to
specify the priority to be given to each aspect of a service or process rather than leaving the
employee to determine that for herself while dealing with the conflicting demands of several
managers.
Organizational Structure & Service Lines

By
Julie Davoren
Every company needs to define a clear line of command for efficient operation. Employees must
have well-defined job descriptions so that their tasks do not overlap and create confusion. There
are several organizational structure models that have been proposed for different types of
businesses. Before selecting one of the models, you must make sure that the model accounts
for all of your current employees and that it covers all of your employees’ daily tasks.
Simple Structure
Small companies and start-ups typically follow the simple structure. With this structure, the
owner is also the manager and minutely manages every aspect of the business. Employees
often work in several operational areas, and their departmental structure and area of expertise
may not be well-defined. The company also may not have standard operating procedures and
policies. The departments and operating procedures evolve with time as the company grows
bigger and has to hire more employees. With the expansion of a business, employees' roles
must be distinctly outlined, and companies may need to adopt more complex organizational
structures to maintain operational efficiency.
Functional Structure
As the number of employees in a company increases, it becomes impossible for the owner of
the company to manage all of his staff single-handedly. You must divide your company into
departments on the basis of functionality. After that, you need to hire skilled and trustworthy
managers and departmental heads who will act as immediate bosses of their respective
departments. The departmental heads will report to you directly, and you can use the time and
energy you save to manage other critical business areas.
Divisional Structure
As companies become even larger, it is a wise business decision to grant a certain degree of
autonomy to each department or geographical business region. In the divisional organizational
structure, the departments or geographical regions become separate and semi-autonomous
divisions under the leadership of their own director. The director oversees all operations of the
division and is wholly responsible for running it. The organization's divisions may have their own
goals or vision and can independently select which projects to pursue, which employees to hire
and so on.
Service Lines
Traditional organizational structure models have extremely low levels of departmentalization
and have a centralized line of authority with broad spans of control. Service lines can simply be
defined as a modern organizational structure strategy for resource planning and allocation for
any size of business. Typically, traditional organizational structure models are more vertically
aligned -- think of an employee who has several bosses in the hierarchical ladder before being
directly under the company’s owner or president. Conversely, service lines follow a more
horizontal continuum approach, where the company is strategically segmented into more
manageable departments. The service line approach tends to focus more on the requirements
of customers, which often results in noticeable increases in the customer satisfaction rate.
How to Turn Customer Satisfaction into Customer Loyalty
BY PATRICIA LOTICH
A loyal customer base is important because it is those consumers who sustain and grow
businesses.
Organizations that understand the importance of happy customers, need to think strategically in
order to build a loyal customer base.
Successful organizations have learned that there is a difference between attracting customers,
keeping customers and developing loyal customers.
Devoted customers are not only loyal to the organization, but also serve as advocates and help
to solicit new customers by sharing their positive experiences.
We can all relate to a good service experience.
7 Things You Can Do To Influence Customer Loyalty
1. Solicit Customer Feedback

A great customer experience is what brings consumers back.
The only way to know how a customer perceives an experience is to ask them.
Solicit customer feedback and make sure that customer satisfaction is one of the critical
success factors for your organization.
Feedback can come from surveys or customer focus groups.
Measure and monitor customer satisfaction and share data with all levels of the organization.
2. Create Customer-Centered Goals
Customer feedback should be interpreted and used to develop strategy.
This strategy should then be used to develop organizational business goals that are used to
determine employee goals.
Goals should be based on meeting and exceeding customer requirements.
Employees should be held accountable for performance that supports customer satisfaction.
For instance, if you operate a customer call center, an employee’s goal might be to respond to
customer calls within three rings.
A phone monitoring system can provide the data to show if those goals are achieved.
3. Create A Customer Service System
Business systems and processes are how services are provided to the customer.
Create customer service systems that are designed to deliver products and services.
Include in this system a process to deal with customer complaints and issues that may arise.
For example, a service recovery program is part of the service process with the goal of quickly
addressing customer issues and complaints.
If done right, service recovery programs can turn an angry customer into a loyal one!
4. Process Improvement
Broken processes have a direct impact on the customer experience.
A structured quality management program can help develop solutions to systemic problems that
affect the customer experience.
This is done by continually trying to improve the way products and services are delivered to the
customer.
For example, if customer feedback suggests slow process times, gather a team and figure out a
plan to improve process times.
5. Manage For Service
Employees need to understand the importance of providing a great service experience.
Managing for a great customer experience should be incorporated into the day-to-day
operational processes of the organization.
What this means is training and holding employees accountable for adhering to established
customer service standards.
For example, if a supervisor observes an employee not complying with service standards, they
should coach the employee on more appropriate behaviors.
6. Compensate Based On Customer Experience
At the end of the day, it is the customer who pays our salaries.
Employees should be compensated based on their ability to meet customer requirements.
Use customer satisfaction data to determine the executive compensation package in an effort to
demonstrate the importance of the customer experience.
There should be measures in place to assess employee influence on customer satisfaction

scores that should also be reflected in the annual performance appraisals and raise distribution.
For example, an organization should have customer satisfaction goals that are tied to
performance pay.
7. Share Business Strategy

Executives should communicate the organization’s business goals both internally (to
employees) and externally (to the community).
Customers have an interest in what an organization is trying to accomplish.
For example, a business strategy might be to become the leader in customer service in a
certain industry.
Culture and Values of An Organization
Module 11 to 13
CUSTOMER SERVICE BEST PRACTICES

https://www.salesforce.com/ap/resources/
1. KNOW YOUR PRODUCT

To provide exceptional customer service, your service agents must have an in-depth knowledge
of your product or service. This goes beyond just knowing the basics; they should be well-
versed in the features, benefits, and potential challenges associated with what you offer.
Knowledgeable agents can effectively address customer queries, instill confidence, and
contribute to a positive customer experience.
2. CREATIVELY PROBLEM SOLVE

Only some customer interactions will follow a predefined script. Creative problem-solving skills
are essential for handling unique and challenging situations. Encourage your service agents to
think outside the box, explore innovative solutions, and adapt to unexpected issues. A flexible
and creative approach to problem-solving can turn challenging situations into opportunities to
exceed customer expectations.
3. ACTIVELY LISTEN
Effective communication is a two-way street, and active listening is a cornerstone of it. Train
your service agents to listen attentively to customer concerns, ask clarifying questions, and
demonstrate empathy. Actively listening to customers not only helps in understanding their
needs but also builds rapport and trust. This practice ensures that your responses are tailored to
the specific concerns of each customer, enhancing overall satisfaction.
4. HIRE THE RIGHT PEOPLE, AND TREAT THEM WELL

Your agents are your brand’s diplomats. Through them, you form and maintain connections with
the customers that keep you in business. This is an absolutely vital position, and not one that
should be entrusted to just anyone. Take the extra time while hiring to make sure that the
service agents you bring on board are up to the task. How can you attract this level of talent?
Offer competitive pay and appealing benefits, and provide a clearly defined path of promotion.
Make the job fun through rewards and gamification. If you can hire and retain exceptional
service agents, then exceptional customer service will follow.
5. CORRECTLY MANAGE CUSTOMER EXPECTATIONS

Customers tend to expect the world, but promising them the world may not be the best tactic,
because what happens when you make promises that your business is unable to keep? Instead,
tell your customers exactly what they can expect from you, and then work hard to exceed those
expectations. Customers see that your business is willing to go the extra mile, and you won’t
have to worry about damage control for unfulfilled promises.
6. FOCUS ON FIRST IMPRESSIONS

In business, you never get a second chance at making a first impression. This has become
even more true as customers have become more connected. If a client has a negative
experience, they can easily start doing business with someone else — often with nothing more
than a few clicks of the touch screen. When new customers are introduced, give your agents the
support and the incentive to astound them. A customer relationship that starts off strong will be
much more likely to stay strong.
7. CONSTANTLY COLLECT DATA

The best support is informed support. As your agents interact with clients, they can gather
important customer information simply by asking the right questions. This not only helps to
establish a productive dialogue between your business and your clients, it also gives you an
opportunity to receive and implement valuable feedback. Also, as client needs shift, the right
questions will help you better adapt to serve them.
8. PERSONALISE IT
CRM tools go a long way towards helping businesses personalise their customer interactions. In
addition to gathering and analysing data, CRMs make it easy for agents to track the preferences
and histories of every client, and to access and collaborate on that data from multiple devices.
This empowers businesses to turn traditional ‘customer service’ into a one-to-one customer
journey. Given that 69% of consumers and 82% of business decision-makers say personalised
customer care has a major or moderate impact on their loyalty to companies, this is one practice
that you can’t afford to overlook.
9. BE WHERE THE CUSTOMERS ARE

Today’s clients have more than a few channels they can use to contact you, and you need to be
available on all of them. From conventional telephone to mobile devices, to social media, to live
web chat, to online forums, and beyond, an omnichannel customer service centre will show your
clients that you care enough not to dictate how they communicate. Reliable CRM can help
facilitate this practice, as well, by making the same data available across every channel.
10. MAINTAIN YOUR FOCUS

It’s easy to say that customers are the heart of your business, but how well are you living it?
Clearly define customer service standards for your company. Keep your clients informed and
involved in their customer journey. Give your agents the right tools and support to provide
superior service, and reward them when they do so. After all, your customers are the heart of
your business, and staying focused on them is the best practice.
Culture and Values of an Organization

https://uk.indeed.com/career-advice/career-development
What is culture?
Otherwise known as corporate or company culture, culture refers to the way an organization
conducts business. It describes the formal and informal systems, behaviours and shared ethos
that make up the work environment of a department, office or firm. Company culture determines
how employees and management interact and handle operations. Management strives to create
a positive and healthy culture where employees feel appreciated and supported throughout their
tenure. Ensuring employees feel valued leads to increased morale, higher productivity and
reduced turnover.
What are values?

Company values are the principles and standards that guide business actions, decisions and
behaviours. Core values sum up what the organization stands for and what drives them to
perform. These principles inform employees, management and customers about their priorities,
beliefs and commitments.
Differences between values and culture
Implementation
Company culture takes longer to implement and change compared to company values. This is
because it requires an organization to assess the effectiveness of its structure, including
leadership and the success of teams. An in-depth evaluation is necessary to identify
weaknesses in a company's culture and create strategies that resolve them. New culture
implementation also requires a commitment to change, requiring management to communicate
changes and ensure employees are on board before making changes.
Impact
Values and culture have varying impacts on an organization and its employees. Although
leadership determines corporate culture, its impact is most prevalent amongst employees.
Employees contribute to the company culture and are responsible for interpreting it through their
actions and interactions with one another.
Working together towards an intentional culture becomes easier when the organization has
clear values that create a shared commitment amongst employees. This means that company
values have a higher impact on company culture and the leaders that implement them. Values
encourage leadership to perform to a certain standard so that they may influence the
commitment and morale of staff members. The impact on leadership also filters down to
customers, business partners and competitors by influencing how they view the organization in
light of these guiding principles.
Benefits
A good company culture leads to better employee retention, as it fosters employee engagement
and encourages participation. Some cultural practices that contribute towards employee
retention include training and development opportunities and allowing employees to voice their
opinions. When consumers know that an organization treats its employees well, they're more
likely to support it, showing how good company culture also helps foster a good brand
reputation. This reputation also helps to attract qualified candidates for job openings rather than
having top talent choose to work for the competition. Other benefits of good company culture
include better communication channels and increased productivity.
Consistency
Company values are eternal and usually never change. They guide all business decisions and
are typically principles that every organization wants to encourage, such as integrity, respect
and transparency. To encourage a shared commitment and belief amongst employees, it's
necessary for an organization to deeply engrain its core values and keep them static.
Continuous shifting in these principles causes an identity crisis and may lead to aimless goals
and decision-making.
Focus
Values show a concern for people, while company culture shows concern for results. Since
values are people-focused, they're unlikely to change. To deliver results, an organization may
continuously adapt its culture to adapt to customers, society and technology.
What is organizational culture?

By Kellie Wong
Organizational culture is the set of values, beliefs, attitudes, systems, and rules that outline and
influence employee behavior within an organization. The culture reflects how employees,
customers, vendors, and stakeholders experience the organization and its brand.
What is the importance of culture to your company?
Improve recruitment efforts – 77% of workers consider a company’s culture before applying
Improve employee retention – culture is one of the main reasons that 65% of employees stay in
their job
Improve brand identity – 38% of employees report wanting to change their job due to poor
company culture
Improve engagement – companies with a positive culture have up to 72% higher employee
engagement rate
Organizational culture affects all aspects of your business, from punctuality and tone to contract
terms and employee benefits. When workplace culture aligns with your employees, they’re more
likely to feel more comfortable, supported, and valued. Companies that prioritize culture can
also weather difficult times and changes in the business environment and come out stronger.
CUSTOMER SERVICE: WHO ARE OUR CUSTOMERS

By David Seacombe
Who are your Customers?

A truly customer-centric organization knows their customer segments. Some organisations are
service-oriented rather than sales-led, or have a variety of customers, but nevertheless each
needs to understand its customers’ personas and clearly communicate the Why, and the value it
gives each group.
If you are to become a truly customer-centric organization then you should clarify who your
Customers are. It's tempting to think of a business appealing directly to retail consumers, but
an organization's customers can be served through many channels in a similar manner.
Your target audience is not 'everyone'. Your task in defining your target group is to identify and
understand your particular sector so that you can dominate it.
6 Golden Rules of Great Customer Service To Help You Achieve Customer Satisfaction
by dougdvorak
Customers are your lifeline and without them, you don’t have a company to run. Therefore,
customer service has to be your top priority above all else. Many consumers won’t hesitate to
end transactions before making the purchase, or to turn away from a brand because they were
treated poorly, even once. Therefore, understanding the six golden rules of customer service
will help you to ensure that they are happy at all times.
Listen
Listening is one of the easiest things you can do for your customers, but most people neglect it.
Take the time to let the client talk about their needs, ask questions that are relevant and
concentrate on what they’re saying. Don’t just assume that you know what they need or want
because you probably don’t.
Customer Is Right
Most companies have forgotten that the client is always right. Whether or not they are rude,
don’t listen to you or speak poorly, they make your job title necessary and pay your salary. That
doesn’t mean that you should let people curse at you, but understanding how to calm them
down is a necessity.
Care
Customers know when you do and don’t care. Thanking them is polite, but if you don’t mean it,
they’ll see through you. They want to know that you appreciate them and their business, but
they also want to feel important.
Seek Feedback
Surveys are an excellent way to get feedback about improvements. It may hurt to hear some of
them and take the time to sort through them, but they’ll feel appreciated.
Identify/Anticipate
Determining what your customer needs can be hard, but try your best to anticipate their needs
by listening to them and trying to understand.
Give More
Customers can likely go to any store or brand, so it’s important to give them more, such as
following up when they don’t buy something or doing things differently.
What are Customer Interactions?

https://www.questionpro.com/blog/
Customer interactions encompass all the touchpoints between a customer and a business.
These touchpoints can occur at various customer journey stages, from initial awareness and
consideration to the purchase and post-purchase stages.
Interactions can occur through multiple channels, including in-person, over the phone, via email,
or via social media platforms. These interactions aim to create a positive and memorable
experience for the customer, fostering a solid relationship beyond a one-time transaction.
Types of Customer Service Interactions
Different kinds of customer interactions require slightly different approaches. Customer service
interactions come in various forms, reflecting how customers engage with a business. Each type
of interaction presents unique challenges and opportunities, requiring different strategies and
approaches.
1. In-Person Interactions
Retail Environments: In brick-and-mortar stores, customers interact with employees directly.
These interactions can involve product inquiries, assistance finding items, or addressing
concerns at purchase.
Service Centers: For businesses providing services (e.g., banks and healthcare facilities), in-
person interactions are crucial. Customers may seek information, schedule appointments, or
resolve issues face-to-face.
2. Phone Interactions
Customer Inquiries: Customers call to inquire about products and services or resolve issues.
Effective phone interactions require clear customer communication and problem-solving skills.
Order Support: Phone interactions often involve tracking orders, addressing shipping issues, or
modifying purchases.
3. Email Correspondence
Product Inquiries: Customers use email to seek detailed information about products or services.
Issue Resolution: Email is often used for resolving problems, submitting complaints, or seeking
assistance.
4. Live Chat
Real-Time Support: Live chat lets customers interact with a representative in real-time. It’s
commonly used for quick inquiries and immediate problem resolution.
Website Navigation: Customers may use live chat to get assistance with website navigation,
finding specific information, or troubleshooting.
5. Social Media Interactions

Customer Feedback: Customers share positive or negative feedback on social media platforms.
Responding promptly is crucial to managing a brand’s online reputation.
Issue Resolution: Some customers prefer using social media to address problems publicly.
Handling these interactions with care is essential for maintaining a positive image.
6. Self-Service Interactions
FAQs and Knowledge Bases: Customers often prefer finding solutions independently. Well-
structured FAQs and knowledge bases enable customers to troubleshoot common issues
without direct interaction.
Automated Systems: Interactive voice response (IVR) systems and chatbots provide automated
assistance for routine inquiries.
7. Surveys and Feedback

Post-Purchase Surveys: Gathering feedback after a purchase helps businesses understand
customer satisfaction and areas for improvement.
Feedback Requests: Customers may provide feedback on their overall experience, helping
businesses make data-driven decisions.
8. Escalated Issues
Supervisor Involvement: When routine customer service representatives can’t resolve an issue,
it may be escalated to a supervisor or specialized team.
Complaint Resolution: Handling escalated issues requires a higher level of expertise and a
focus on conflict resolution.
9. Community Forums
User-to-User Interaction: Some businesses facilitate customer-to-customer interactions through
forums. Customers share tips, advice, and solutions.
Moderation and Support: Company representatives may participate in forums to provide official
support and guidance.
10. Subscription and Membership Services:
Billing Inquiries: Customers may question subscriptions, billing cycles, or payment methods.
Account Management: Interactions can involve updating account information, changing
subscription plans, or canceling services.
Importance of Customer Interactions
Why it is essential to manage customer interactions cannot be overstated in the contemporary

business landscape. The customer interaction cycle can go beyond simple transactions. They
are key to building and maintaining a loyal customer base.
Building Trust and Credibility

Trust is the foundation of any successful business relationship. Positive interactions contribute
to building trust and credibility. When customers feel heard, understood, and valued, they are
more likely to trust the business and become loyal customers.
Customer Satisfaction and Loyalty

Satisfying customer interactions is the cornerstone of customer satisfaction. Customers with
positive experiences are likelier to become repeat customers and brand advocates. Loyal
customers contribute to recurring revenue and act as ambassadors, promoting the brand
through word-of-mouth.
Understanding Customer Needs
Effective interactions provide businesses with valuable insights into customer needs and
preferences. By actively listening and engaging with customers, companies can gather
feedback, identify pain points, and make informed decisions to enhance products or services.
Resolving Issues Promptly

Business is flawed, and issues are bound to arise. However, how these issues are handled can
significantly impact customer perceptions. Quick and efficient resolution of problems during
interactions can turn a negative experience into a positive one, strengthening the customer-
business relationship.
Differentiation in a Competitive Market

Positive customer interactions become a key differentiator in a saturated market, where
products and services can be similar. Businesses prioritizing customer experience stand out,
attracting and retaining customers in a fiercely competitive environment.
Principles of Customer Strategy

by Thomas Ripsam and Louis Bouquet
1. Master the art of the possible. Because technological breakthroughs are now common in
nearly every industry, customers expect big changes to be a regular occurrence. The
most successful companies continually experiment with innovations that make life better
for customers. Customers appreciate companies that can do this effectively, time after
time. That doesn’t mean asking your customers what they will find indispensable in the
future; they can’t tell you. Consumers also don’t know what they want from new
innovations, and they don’t always anticipate what will happen when they adopt them.
They often know what they want only after they see it.
2. Know your customers at a granular level. Leading companies are moving beyond
traditional quantitative segmenting. They’re developing much more sophisticated
customer analysis that draws from a variety of sources, including customer behavior and
psychographic data gathered online and offline, real-time information collected from
sensors and other tracking mechanisms, and geographic and mapping data. Business
leaders understand how critical this shift is. The executives we surveyed rated “segment
and know your customers” as the second most important principle of developing a great
customer strategy. (The first, “Link your company’s customer strategy to its overall
identity,” is included as principle number three below.)
3. Link your company’s customer strategy to its overall identity. Every successful company
has a strong value proposition that distinguishes it from rivals. It consistently offers
something for its customers that no competitor can match. To deliver on this promise, it
must develop and deploy a group of interrelated, distinctive capabilities. All of these
must work together across the full portfolio of products and services. This combination of
value proposition, capabilities, and offerings, when they all fit together in a coherent way,
gives the company its identity. The company’s customer experience can be thought of
as the visible edge of that identity: the way in which people interact with the company
and learn to appreciate it.
4. Target customers with whom you have the “right to win.” When your company has a
strong identity, you don’t need to compete in every marketplace — only in the categories
where you are reasonably confident of succeeding. Your value proposition will be
consistent enough to appeal to a group of customers whom you can serve profitably.
This is where you have the right to win — that is, a reasonable expectation that you can
compete effectively against rivals.
5. Treat your customers as assets that will grow in value. Not every company cultivates
long-term customer relationships in a constructive way. Leading companies do. They
continually create better reasons for their customers to identify with the company and its
products and services.
6. Leverage your ecosystem. Your company exists in a broad network of relationships that
form an ecosystem. These relationships are not just with customers, but also with
suppliers, distributors, retailers, industry associations, institutional partners, and
government agencies. You can tap into this ecosystem to engage your customers in
ways that go beyond what has been relevant to your business relationship in the past. A
broad ecosystem can provide data on your customers' interests, thereby opening up
ideas for new product and service offerings and growth opportunities.
7. Ensure a seamless omnichannel experience. We all know the importance of

omnichannel experience — a consistent look and feel in all customer touch points,
including brick-and-mortar, face-to-face, online, voice phone, and mobile. Successful
companies develop these channels using customer expectations, brand positioning,
customer value, and cost-to-serve. They analyze the full cost and full set of benefits of
each channel. The result is a seamless experience for the customer across every point
of contact, so that shopping with an app feels reasonably similar to a face-to-face
transaction.
8. Excel at delivery. The physical delivery of products and services is critical to keeping
your customers happy. Whether or not you compete directly with Amazon, you are
affected by its delivery innovations. These include recruiting individuals to do on-demand
delivery, experimenting with drones, and signing up the U.S. Postal Service to handle
Sunday deliveries. Customers now expect something similar to Amazon’s effectiveness
from every company.
9. Reorganize around the customer. Your organization should be “fit for your customer”:
that is to say, it should be designed to make it easy to deliver a great customer
experience. If you have already gone through the first eight principles, you should have a
clear idea of your chosen customers, your identity, and your capabilities — and why
these give you a right to win. Now redesign the organization accordingly. This might
involve changing decision rights, shifting roles and responsibilities, establishing new
teams, and aligning incentives, norms, and practices, always with your preferred
customer groups and value proposition in mind.
10. Match your culture with your customer strategy. A relevant culture is a bigger advantage
than ever for customer-facing companies. In our survey and interviews, a majority of
executives said that the biggest barriers to a successful customer strategy were finding
the right talent and developing the right organizational culture. Yet among companies
that ranked meeting customer expectations as one of their top priorities in our survey,
just 51 percent said they used culture as an accelerant and a differentiator.
Introduction to Vision and Mission of a Service Organization (pages 91-107) Service
organization Mission and Vision Statements How Mission and Vision Statements
work: What is Service Organization? Types of Service Organization Type of Business
Services Economic Development Outsourcing and Offshoring Human Resources in
the Service Industry Service Organization Structure Best Practices For Service
Organizations Moving From Customer Satisfaction To Customer Loyalty Lesson 2: Culture
and Values of an Organization (pages 108-122) Company Values: Definition, Importance
and Examples Organizational Culture Importance of Organizational Culture
Type of Business ServicesEconomic DevelopmentOutsourcing and OffshoringHuman Resources in the

Service IndustryService Organization StructureBest Practices For Service OrganizationsMoving From
Customer Satisfaction To Customer Loyalty
Culture and Values of an Organization (pages 108-122)Company Values: Definition, Importance and
ExamplesOrganizational CultureImportance of Organizational Culture
Customer Service: Who are our CUSTOMERS8 Golden Rules for Good Customer ServiceBest (and
Worse) Practices in Customer CommunicationThe Good Experience: Good Customer Service
Experience16 customer service skillsTop Seven Reasons Why Customer Feedback is ImportantReasons
Why Customer support is Important10 Principles of Customer StrategyBest Practices for Providing the
Best Customer Service
Types of Customer Service Interactions (pages 172-189) Introduction to customer interactionsCustomer

interaction skills and etiquetteCustomer interaction process & mapThe Importance of Customer
InteractionCustomer Interaction Cycle10 Principles of Customer Strategy Examples of Dealing With
Difficult Customers
Dealing With Customers (pages 190-198)10 Tips for Dealing with Difficult Customers CRM (Customer
Relationship Management) 5 Critical Components of a CRM Implementation
Customers Service Principles and Practices (pages 199-204)Principles Of Good Customer

ServiceElements of Good customer ServiceCustomer Service PracticesPART IV Lesson 1: Delivering
Excellent Customer Service (pages 205-215)Strategic Customer Satisfaction ManagementThree Critical
ComponentsCustomer Service Examples that Provide Great ServiceThe Importance Of A Good
Customers Service: Case Study With Lufthans

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Introduction to Service Culture

• Define service culture

• Discuss the history and philosophy of service culture

• Identify the importance of service culture in the business society

• Explain how service culture work

Why is Service Culture important?

How does Service Culture work?

Service Culture definition

Service Culture is a philosophy

Communicate and Establish Consistency

Reward and Recognize

Set Policies and Train

DEVELOPMENT OF SERVICE CULTURE

• Analyze the principles in creating a service culture

DEVELOPING A SERVICE CULTURE: A LEADER'S GUIDE TO SUCCESS

Leading The Change

Train and Develop Your Staff

• Ask your employees what training or tools they need to be successful.

Reinforce Service Standards

Empower Your Staff

Measure Your Success: Solicit Feedback

• Ask for unsolicited feedback from customers whenever possible.

9 Principles for Creating a Service Culture

1) Create a relentless strategy. A relentless strategy is a lifetime commitment to customer service. It is a

What is emotional intelligence?

Characteristics of emotional intelligence

What are Social Skills.

Why social skills are important

Six examples of important social skills

How to improve your social skills

4. Identify areas for practice

MOTIVATION AND EMPATHY

What Are the Types of Motivation?

Why Motivation Is Important

Understanding motivation can:

Increase your efficiency as you work toward your goals

Drive you to take action

Encourage you to engage in health-oriented behaviors

Help you feel more in control of your life

Improve your overall well-being and happiness

Kendra Cherry, MSEd

Uses for Empathy

Being able to experience empathy has many beneficial uses.

1. How you perceive the other person

Ways to Strengthen Your Empathy

Eight Ways to Improve Your Empathy

COACHING SESSION AS LEARNING OPPORTUNITIES

Coaching refers to a method of training, counselling or instructing an individual or a group how

7 Steps to Effective Coaching

Coach Preeti Mazumbar

1.Embrace the relationship.

3.Develop an open environment.

Nurturing can be applied in many ways:

6. Incentivize and celebrate success stories.

7. Encourage learning through failure.

Competencies Valued in the IT-BPM Industry

What is an IT-BPM industry?

Here are the types of competencies based on roles:

Skills vs. Competencies: What's the Difference?

Examples of skills that contribute to behavioral competencies include: