How does managements service philosophy affect the culture of an organization?
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This course provides the essential skills and knowledge that you as a supervisor will need to understand and communicate effectively with employees and customers from a wide variety of backgrounds. At its conclusion, you will be able to: • Describe the nature of a supervisor’s position and its role in building a positive work environment. • Identify and apply skills for communicating effectively with individuals and groups. • Explain the implications of a culturally diverse society and workforce. • Explain why a strong customer service culture is crucial to organizational success. • Explain the role of the supervisor in creating a customer-centric organization. Most importantly, you will be able to apply this knowledge immediately to be an effective, efficient supervisor and deal with employees, other managers and customers appropriately and effectively. If you want to become or are currently working as a supervisor, this course is made for you. You do not need to have management or supervisory. If you have a high school diploma or its equivalent and a few years of work experience, you are qualified for this course. There are no prerequisites for this course, and you do not need any special software. View Syllabus
Skills You'll LearnBuilding a customer service culture, Active Listening, Communication, Holding effective meetings, Understanding diverse others Reviews
DD Jun 1, 2022 This course has been valuable to my knowledge base. Thank you for the opportunity to attend. I have learned valuable lessons and teachings per the sections instructed here. Thank you. GG Jan 20, 2021 Great course to offer on coursera with flexible terms of study and adequate materials to equip students to pass their assignments, earn a certificate and build on their career. From the lesson Becoming Customer-Centric In this module you will learn and apply skills that supervisors can use to build an organization that is dedicated to meeting customer needs, and why supervisors play a key role in the process of becoming customer-centric. Click the RESOURCES link in the left-hand toolbar for lecture notes in PDF format. Taught By
Employee Experience Est. Read Time: 3 min.
Most organizations have customer service philosophies. Examples include “Put yourself in your customers’ shoes” and “Put your customers’ needs first.” A customer service philosophy is defined as a group of shared principles that guide every customer interaction. Often, they are linked to the organizational mission, vision, and values. Customer service philosophies include references to honesty, respect, empathy, and making customers a priority. In thinking about external customer service philosophies, it raises a question. Shouldn’t organizations also have an employee (aka internal customer) service philosophy? While there are a few employee service policies out there, it’s really rare. The employee service philosophy heard most often is “employees first, customers second” that has been embraced by organizations like Virgin, HCL Technologies, and Alibaba Group. The rationale for creating an employee service philosophy is simple. Employees are responsible for delivering the customer service philosophy, which in turn drives the business. It’s important to note that an employee service philosophy isn’t the same as the employee experience. While they are related, employee service is focused on the interaction and support of employees. The employee experience is the total employee journey with the organization, which would include non-interactions such as workspace design and policy development. Here are four things to keep in mind when considering and creating an employee service philosophy: 1. Be prepared to discuss the results of a good (and not-so-good) employee service philosophyDeveloping an employee service philosophy isn’t for show. Poor employee service can lead to disengagement, lower productivity, absenteeism, and workplace incidents/accidents. All of these things have a negative impact on the organization. A positive employee service can improve sales, market share, and profitability. And of course, don’t forget about better customer service. 2. Align service philosophiesSpeaking of customer service, organizations align external customer service with their marketing brand. The same should apply here. Employee service should be aligned with the company’s employment brand, which of course is aligned with the marketing brand. One of the ways that organizations attract talent is through raving fans, meaning “I love the product, so I want to work there.” If internal and external customer service philosophies aren’t aligned, it will create a disconnect that can lead to turnover and loss of revenue. 3. Incorporate employee service into the employee experienceIt’s not enough just to talk about employee service, companies need to show it. That’s why candidates should be asked relevant questions about their employee service experience during interviews. Employee service should be included in orientation and onboarding. All learning and development events should show the connection between service and knowledge, skills, and abilities. And, performance management should evaluate employees on their ability to deliver positive employee service. 4. Hold everyone accountable for delivering positive employee serviceThis adds to the conversation in number three (above) about the employee experience. Employee service isn’t exclusive to the manager and employee relationship. Employee service should be seen with every interaction – peers, managers, etc. It’s equally important to define what employee service looks like for remote workers. Also, like a customer service philosophy, an employee service philosophy would be embraced at every level of the organization. While HR departments often “own” or are responsible for customer service training, for an employee service philosophy to be successful, it needs to be more than simply a program. It needs to be part of the business. That being said, it’s possible HR would be responsible for leading the creation and buy-in for an employee service philosophy. In addition to the benefits already mentioned, developing and implementing an employee service philosophy can maintain or improve workplace civility. This also has a direct positive impact on the bottom-line. Once it’s established, promoting an employee service philosophy, like promoting a customer service promise, can create good will and attract the best talent. Once you have an employee experience philosophy, put it into action with HR case management software. Learn how this technology supports a great employee service experience in our whitepaper, Understanding HR Case Management.
You May Also Be Interested In:Yes, You Can Measure Employee Experience. Here’s How.Companies want to offer their customers an excellent experience. Part of doing that is offering employees an excellent experience. There are two reasons for this. In many industries, job candidates are also customers. An example is the person who loves dining at a restaurant and decides to apply for a bartender job there. The last thing organizations want to happen is to lose both a candidate and a customer at the same time. The second reason is that employees are responsible for delivering the customer experience. The way they do that is by having their own excellent experience. Read More How 2020 Upended the Employee Experience Model As We Knew ItIn a 2019 survey, Deloitte found that 84% of business and HR leaders viewed improving the employee experience (EX) as important—and 28% considered it urgent. In the pre-pandemic world, with low unemployment and rising turnover rates, providing a positive EX was an essential talent attraction and retention tool. Then COVID-19 hit. Read More Do Your HR Processes Impact the Employee Experience? Learn Why They ShouldThe term “employee experience” is new and buzz-worthy, but the concept behind it is not. At the core of the employee experience come two critical building blocks: policy and process. Neither are sexy or groundbreaking. In fact, even the most astute and engaged HR professionals react to this statement with either a grimace, knowing how hard it is to make them exciting, or with a dismissive wave of the hand to say, “Obviously, the process impacts employee experience —everyone knows that!” Read More About Sharlyn LaubySharlyn Lauby is the HR Bartender and president of ITM Group Inc., a Florida based training and human resources consulting firm focused on helping companies retain and engage talent. Sharlyn sees human resources as a strategic partner - the marketing department for a company’s internal clients rather as administrative. During her 20+ years in the profession, she has earned a reputation for bringing business solutions to reality. Prior to starting ITM Group, Sharlyn was vice president of human resources for Right Management Consultants, one of the world’s largest organizational consulting firms. She has designed and implemented highly successful programs for employee retention, internal and external customer satisfaction, and leadership development. Publications such as Reuters, The New York Times, ABC News, TODAY, Readers Digest, Men’s Health and The Wall Street Journal have sought out her expertise on topics related to human resources and workplace issues.
How does management affect organizational culture?Organizational culture is shaped by many factors, leadership chief among them. The values, vision and goals of your company come from the top down. Management's actions can encourage a quality culture that keeps employees happy, attracts new talent and builds a quality job environment.
What is service culture how can it affect the service delivery of an organization?The basic definition for service culture is an environment where employees are obsessed with providing superior customer service to clients. This means going above and beyond the call of duty to ensure the people paying for your goods and services are delighted.
How is management affected by cultural values?Cultural Values guides one's objectives and actions on a personal level. In personal values, it affects managers ' perceptions of personal and organizational success, relationship with people, decisions, approach to problems and problem-solving.
What factors impact the culture of an organization?Factors which can influence organisational culture include: the organisation's structure, the system and processes by which work is carried out, the behaviour and attitudes of employees, the organisation's values and traditions, and the management and leadership styles adopted.
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