Challenge Your Processes

When it comes to customer service, applying efficiencies and technology to processes can be a dangerously slippery slope. Of course, I completely support the use of technology to be more efficient! The issue lies in the potential to focus solely on internal operations, and not enough on the customer experience. It happens every day, and it irritates and alientates customers.

Your job is to make sure you are always connected with the wants, needs and emotions of your customers. Put yourselves in their shoes. Talk to them about their likes and dislikes. CHANGE what needs to be changed to improve customer service, while creating processes that make your employee's jobs easier and more enjoyable.

Want some examples?

BAD BUT TRUE!

At a corporate-operated Verizon store, a greeter/receptionist asks how they can help you. Then they make you enter your name, phone number and what type of service you need into a touch screen system - only to assign you to a service queue! This process is clearly to make things easier for Verizon - not for their customers.

I like Dillards merchandise, and even their service. But their checkout processes are bizarrely antiquated. For every item you purchase, the clerk manually sticks a little yellow bar code on the price tag. Then they have to scan the price tag and the inventory sticker. It's insanely slow, and it doesn't benefit me - just Dillards' bean counters.

GOOD AND ALSO TRUE

As a new customer at Safeway, I was asked whether I had one of their discount cards. I did not, and really didn't want to take the time to fill out the form at the register to get one. No problem. They gave me a card, along with a form with the card number filled in, and asked me to complete it and drop it off the next time I came into the store. I got my valuable discounts right away, yet was able to fill out the form at my convenience.

My Subaru dealership allows customers to make scheduled service appointments by phone or online. On site, they maintain a perfectly lovely waiting room, complete with Starbucks coffee and high definition flat screen TV's. Yet they are so customer-focused, they also provide chauffeur service to home, office or shopping - or even a free rental vehicle for the day. Obviously, these amenities are an added expense to the dealership, but they recognize that they are important to retaining customer loyalty.

Constantly CHALLENGE YOUR PROCESSES. What worked yesterday may not work any more, because of changing customer expectations. Don't let technology itself drive your processes; it should always be an enabler (in a good way). Be sure your service procedures are really for to serve the customer - not only for ease of your operations. If you're really smart, you can accomplish both.

Beyond the Resume

If you’ve been looking for a job lately, you are painfully aware there is lots of competition because of high unemployment rates. Does your resume and cover letter have enough impact to grab the attention of a hiring manager? What else can you consider doing that will improve your chances of standing out from the crowd?

First and foremost, be sure you customize your resume and cover letter to the job posting. This doesn’t mean that you should fabricate any information (EVER!). Customization may just be as simple as re-arranging paragraphs to put your most pertinent experience and accomplishments first, and to remove or de-emphasize content with no relevance to the position you are pursuing. Your cover letter should ALWAYS be targeted on your specific interest in a particular company and job, and how well your skills and experience match their requirements.

There are important considerations and opportunities beyond the resume:

YOUR INTERNET PRESENCE: Prospective employers will Google you to see what comes up. They will also search for a profile on LinkedIn. Be sure you are represented as well as possible via your online presence. For more information, read my earlier blog on this subject: http://habaconsulting.blogspot.com/2010/01/are-you-purposefully-positioning-your.html

SUPPLEMENTAL PROMOTIONAL “BLING”: Your LinkedIn profile could feature a PowerPoint presentation highlighting your experience, incorporating some photos of you, your work, and/or your interests. People remember pictures better than the printed word, so enhancing the image you want to present by using visual imagery could set you apart. There are some pretty sophisticated programs available online – Animoto, ClipGenerator, and Stupeflix for example – that allow you to create videos with text and music, for free. The only one I have used so far is Animoto, with which I created a short promo for Haropulos Bailey Consulting:  http://animoto.com/play/hrAGsSoBjuWXlBR3D6Nq8Q

Recently, a friend of mine used video very creatively to announce his career move. With his permission, I’m including the link as another example of professional self-promotion: http://www.youtube.com/watch_popup?v=C4WZ96GHuK8

A word of caution… The type of supplemental material that would be appropriate will depend on the nature of the position you are pursuing. It would be easy to overdo it if you are a CPA looking for a position as an auditor. On the other hand, if you are in sales or marketing, a creative video might be just the thing to highlight your skills!

Keeping it simple is still a good policy. Your resume, cover letter, and solid recommendations are imperatives required for any job application. Use good judgment and run your plan and your materials by a mentor you trust if you want to try venturing Beyond the Resume.

Where Is The Love?

Forgive me as I wax nostalgic about the old days working for a corporation. I remember a time (back in the 80’s) when corporate executives behaved as though they cared about the people who worked for them. It was a time when bosses invited people to their homes for back-yard cookouts, and when spouses were invited to holiday parties. After five, co-workers would share a few laughs and a beer before hopping on their commuter trains. I loved my job and the people with whom I worked. I loved my company, and felt like that love was returned via nurturing by management, opportunities for advancement, and the occasional employment-enhancing perk.

Are those days gone for most corporate professionals? Where is the love?

Challenging economic times, legitimate scrutiny by wary shareholders, executive management types who have an immature approach to leadership, and people fearful of losing their jobs have all affected the corporate job climate. Times change, and some belt-tightening and audit requirements are certainly needed. But shouldn’t that make corporate leaders more creative about establishing an environment that encourages workers to be loyal to their employers?

In too many cases employees feel trapped in unpleasant situations, because they are “lucky to have a job”. Management under pressure can be threatening and/or uncommunicative, at a time when anxious workers most need reassurance and support. Layoffs have cut deeply and have affected not just the lazy and incompetent, but good, productive, hardworking people. The resulting environment is totally demoralizing to the survivors.

Hard times present an opportunity to forge new bonds of loyalty within a team. This is a time when straightforward, honest communication is sorely needed; when victories (however small) should be applauded and celebrated. It is a time when small kindnesses will be remembered and rewarded with strengthened relationships. Management needs to step up and set the stage for the future. What should be done?

• Conduct a climate survey to determine how employees are feeling today. (Use an outside company.) Don’t assume you know where their heads are, because they’re scared and most will tell you what they think you want to hear.
• Explain how the current economy is affecting business and how that is changing corporate goals and adding new pressure. Your employees are not stupid. Don’t keep them in the dark.
• Communicate regularly. Tell your team how often they will get an update from you, and stick to your communication plan religiously.
• As layoffs occur, announce them and immediately publish changes to organization charts. Chaos is inevitable if roles and responsibilities are murky, or if new reporting structures are left uncommunicated.
• Encourage productivity and accomplishments (however small).
• Managers, get off your ivory towers and relate to your employees. It’s hard for them to see you jet off to speak at a conference in Berlin when their budget has been cut by 20%. Help them understand your goals and priorities (and you’d better make sure they align with other things you’ve told them).
• Consider communicating with your employees via a Twitter account. “Just completed presentation to the Board of Dir’s. Got approval for our new project. Full speed ahead!”

If you want your team to stay productive and loyal, you need to add a little love back into their environment. It’s good business.

Time for a Mid-Year Review

It’s already July. Half of the calendar year is gone. You know what that means, don’t you? It's time to assess what you have accomplished at work so far this year, and how you are going to make the most of the next six months. Although the year is only half gone, the time has come to start making plans for 2011 goals and budgets, so you'd better be sure you have 2010 solidly in hand.

Don’t let another month go by before doing the following:

REVIEW SPENDING & REMAINING BUDGET: Figure out whether your expenses are falling into line in comparison to your budget. Determine whether the pace of your spending will keep you on track through to the end of the year. Did you budget major expenses that you do not have a solid plan to spend? Have you earmarked your capital expenditures for action? If your goals changed in a way that affects spending, figure out whether you need to “give back” any approved funds. Remember, although being grossly under budget may come as a nice surprise to someone in your finance department, it reeks of bad planning – just like being over budget. Make whatever adjustments are necessary to put you in line at the end of the year. If approved mandates have pushed you over budget, make adjustments in other categories if possible, or be sure that all the right people are aware of the impact of the coming discrepancy.

ASSESS PROGRESS AGAINST PERFORMANCE GOALS: You committed to achieving specific things this year. Have you kept your eye on the ball? Are you accomplishing the things you must accomplish, or spending too much time on things you find more appealing? Be realistic when analyzing how well you are doing toward meeting your goals. Document proof of what you have achieved. If you need to realign your daily efforts with your goals – do so now, because October/November will be too late. Post your goals somewhere you can’t help but see them every day. If you’re stuck in the mud – find help from a mentor or a supportive colleague.

PROVIDE FEEDBACK TO EMPLOYEES: Your team members deserve structured feedback more than the once a year they get a formal review. Schedule opportunities to touch base with all your direct reports during the middle of the year (assuming you are still several months away from their performance review). Your goal should be to give honest feedback, coaching, advice, and/or direction that allow them to make any necessary adjustments BEFORE their formal review. No one should be blindsided about issues at the end of the year when decisions are being made about performance ratings/rankings and pay increases based on merit.

SEEK FEEDBACK FROM YOUR BOSS: Touch base with your supervisor to be sure his/her expectations are still in line with your plan and goals. This is the time to know if you need to change gears or refocus your energy and efforts.

Dive into the rest of this year armed with a renewed sense of planning. Don’t let the second half of 2010 get away from you!