What Tirian Can Achieve
Tirian will help individuals, work groups and organizations…
- refocus and rebuild
- meet project deadlines
- set and reach goals
- increase productivity and efficiency
- renew growth
By building staff commitment, you will see a marked increase in customer service, guest satisfaction and organizational success.
Barking Up The Wrong Tree
A quarterly survey of 65000 Americans (The American Customer Satisfaction Index ACSI) has found that in the past five years the index has dropped from 73.7 to 72.9. Technology has not delivered on its promise to revolutionize customer service.
Hotels wanting to increase customer satisfaction and win new business can spend millions on renovations. Surveys have shown that only 1 in 5 hotel guests can remember the room and the rate after they leave a hotel, but all of them can remember whether they received good service and good value.
An International Bank found that 68% of customers stopped doing business with vendors due to an attitude of indifference from an employee. Only 16% said it was due to problems with the quality of the product.
If quality human input is vital for high levels of customer service, what can be done to enhance this?
Near Enough Is Not Good Enough
It costs six times as much to create a new customer as it does to maintain an existing one.
- A satisfied guest will tell 5 people about their experience, while a dissatisfied guest will tell 10 people.
- 90% conformance to standards not good enough.
Take a hotel for example: A 200 room hotel can have more than 50000 guests in a year. If housekeepers clean rooms according to a 90% standard, then 5000 guests will be unhappy. Assume half these guests notice and don't return (and tell 10 other people each) With a lifetime revenue stream of $1000 each, the hotel has lost $125000 (X10) of business just in housekeeping.
- Employees appreciate working in operations that are well run. Quality with fewer complaints leads to high morale. 50% of people that leave hotel jobs do so due to low morale. Internal politics, a lack of respect, and misunderstandings related to cultural issues can make it hard for line staff with regular contact with the guests to genuinely smile.
Customer service comes from good systems and genuinely satisfied and motivated staff, who are systematically AND emotionally equipped to deal with people. What steps need to be taken to achieve this?
Beyond Training: Targeted Learning Opportunities ™
To increase individual effectiveness and group performance, the emphasis may not need to be on further skills training, but can be on targeted learning opportunities with specific practical outcomes. The long term effectiveness of short term training has been rightly questioned, but opportunities for increasing ongoing learning can be proven to be invaluable. Ignoring “targeted learning opportunities” in the long run can become very costly.
Do you provide your team with regular learning opportunities?
What do managers need to improve?
A special Australian task force has identified eight critical areas in which managers need to improve their skills:
- People skills
- Leadership skills
- Strategic skills
- International orientation
- Broadening beyond technical specialisation
- Relationship building skills
- The use of diverse human resources
Try this quick quiz...
- Do you believe that your staff are working to 100% capacity?
- What is stopping your staff from performing to maximum efficiency?
- If you could change something about the organisation today, what one thing could make the greatest impact on your business?
- What value would you put on developing your staff? (Consider this question in terms of the benefit to the organisation.)
- How often is customer dissatisfaction a communication or person-to-person issue?
- How easy is it to stop a potential problem between staff and clients by teaching a few basic people skills, so that staff members learn to understand and respond with productive strategies?
- To what extent do you see your staff, as opposed to the buildings and facilities, as a significant factor in "making" your organisation what it is?
- How much does re-recruitment, high staff turn over, high rates of absenteeism and industrial action cost in financial terms as well as in terms of the reputation of the hotel? How often do these issues arise over preventable problems stemming from misunderstandings and miscommunication, especially in a multi-cultural environment?
- What is the cost of crisis management in comparison to the value and stability of conflict prevention training? How does tension and conflict affect staff morale, and to what extent does this affect the guests?
- What would you pay if you could increase the performance of your work team by 5%? If you could improve staff effectiveness and efficiency by even 5%, how much would that impact on the company as a whole?