5/20/2014 1 1 Effective Supervisory Practices Session Five: A Higher Standard: Performance, Accountability, and Customer Service 2 Meet your presenters Michelle Poché Flaherty City on a Hill Consulting James R. Lewis City of Pismo Beach, California 3 Our learning objectives: Discuss the fundamentals of evaluating performance Discuss accountability in the workplace Learn how to fairly communicate performance issues Identify the components of quality customer service and what they mean to internal/external customers Recognize customer service shortcomings within your organization and learn how to address them
Transcript
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Effective Supervisory Practices
Session Five:
A Higher Standard: Performance, Accountability, and Customer Service
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Meet your presenters
Michelle Poché FlahertyCity on a Hill Consulting
James R. LewisCity of Pismo Beach, California
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Our learning objectives:�Discuss the fundamentals of evaluating performance
�Discuss accountability in the workplace
�Learn how to fairly communicate performance issues
�Identify the components of quality customer service and what they mean to internal/external customers
�Recognize customer service shortcomings within your organization and learn how to address them
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Evaluating Performance
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Evaluating Employees
Golden Rule of Performance Evaluations:
NO SURPRISES!!
• Year-long process (not a single event)
•Clear expectations
•Open communication
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Evaluating Employees
• Year-long process (not a single event)
• Clear expectations
• Open communication
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Year-long Process
• Regular one-on-one meetings
– Status of work
– Praise
– Expectations/agreements
– Summarize in writing as appropriate
• Immediate feedback
– Catch them doing something right
– Correct mistakes right away (in private)
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Clear Expectations
• Set goals
– Milestones for the coming period of time
– How soon?
– How much?
– How well?
• Professional goals of the employee
• Refine/revise as appropriate
– Document all changes
• Feedback clarifies expectations
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Open Communication
Strike a balance
• If you’re conflict averse:Learn to be objective and speak objectively
– It’s about the work, not the person
• If you’re not conflict averse:Learn to be empathetic and speak empathetically
– It’s about the person, not the work
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The Performance Review Meeting
• Private, uninterrupted
• Adequate time
• Everyone is able to be prepared– Self-evaluations
• Balance: positive and negative
• Listen as well as talk – be interested
• Commit to what you can support
• Assess the past and shape the future
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Accountability in the Workplace
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Continuum of Accountability
Always distinguish between motivation and ability.
• Praise, Recognition, Rewards
• Coaching
• Counseling (and refer to EAP)
• Performance Improvement Plans
• Progressive Discipline
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Performance Improvement Plans
• Identify and document the problem
• Get input
• Develop the plan
• Create the schedule
• Monitor, assess, and give feedback
• Document regularly
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Progressive Discipline
• Goal is to change behavior and/or improve performance, NOT punish.
• Act promptly
• Check in with HR
• Get the facts before taking action
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4 Principles of Disciplinary Action
1. Timeliness (prompt action)
2. Progressive (with increasing penalties)
3. For just cause (7 principles)
4. With due process (right to appeal)
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7 Principles of Just Cause
1. They were aware of the rule and consequences
2. Related to orderly/efficient/safe operation of the business and the employee’s expected performance
3. A timely and thorough investigation was conducted
4. The investigation was fair and objective
5. There exists sufficient proof of the violation
6. The employee is being treated the same as others
7. Discipline appropriate to offense and service record
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Quality Customer Service
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“A customer is the most important person on our premises. He is not an interruption of our work. He is the purpose of it. He is not an outsider in our business. He is a part of it.”
– Mohandas Gandhi, Political Figure
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“The goal as a company is to have customer service that is not just the best but legendary.”
– Sam Walton, Founder of Wal-Mart
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“Customer service is just a day in, day out ongoing, never ending, unremitting, persevering, compassionate, type of activity.”
– Leon Gorman, Chairman, L.L. Bean
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“Get closer than ever to your customers. So close that you tell them what they need well before they realize it themselves.”
– Steve Jobs, Founder of Apple Computer
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Our Stakeholders Have Choices
• Do cities and counties have customers?
YES!
• Do our stakeholders have a choice in where they choose to be?
YES!
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Are all of your agency’s business units treating people like true customers?
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How They View Us…
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Why?
• Political polarization
• Great Recession misconceptions and impacts
• Government dysfunction at many levels
• Social and New Media
• High profile corruption in local government
• Lack of confidence in government institutions
• Lowered perception and expectations
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Quality Customer Service Goes A Long Way Towards Building Trust
1. Who Are Your Customers?
2. What Are Their Expectations? (Perception is Reality)
3. How Can You Meet or Exceed Expectations?
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Internal and External Customers
• Internal Customers– Employees
– Elected Officials
– Volunteers
– Vendors/Contractors
– Culture
– Satisfaction
– Efficiency of work
– Cost
• External Customers– Citizens
– Developers
– Business Owners
– Tourists
– Event/Class Participants
– Revenues
– Community Perception/Media
– Political Stability/Ability
– Goals and Projects
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Citizen Expectations
• Good value for taxes and fees paid
• Public facilities that work
• Prompt, efficient, effective, and courteous service
• Easy access to services using technology and social media
• Transparency
• Clear communication
• We are there when they need us
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How Can Our Customers Choose Elsewhere? Competition…
• Citizens can choose where they live…
• Tourists can choose where they vacation…
• Businesses can choose where they locate or relocate…
• Developers can choose where they invest…
• Voters can choose who leads their community…
• Employees can choose where they work…
• Managers can choose how services will be provided…
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Pay attention to the details…
Pay attention to the little things…
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Customer Service Starts With…
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Providing exceptional customer service isn’t rocket science!
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Accessibility
– Be available
– Be visible
– Information is easy to understand and obtain
– Utilize technology and the Internet
– Locations
– Hours of service
– ADA considerations
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Professional Work Environment
• Appearance
• Facilities
• Signage
• Equipment
• Training
• Culture
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Courtesy
• Utilize common courtesy and the Golden Rule
• Be honest and truthful
• Lay out clear expectations and ability to serve
• Identify yourself and others who can help
• Be compassionate
• Keep people informed
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Culture
• Employee attitudes
• Training and development
• Recognition programs
• Employee development
• Open organizations
• Encourage entrepreneurship
• Mission and Values
• Fun
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Team Appearance
• First impressions
• Dress and uniforms
• Grooming
• Expressions and tone
• Pride
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Interpersonal Communications and Engagement
• Communicate clearly, correctly and politely
• Expressions and body language
• Collaborate
• Meaningful citizen engagement
• Listen
• Empathize
• Learn
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Credibility and Competence
• Hiring standards and policies set the standard
• Compensation and benefits
• Education and training opportunities
• Familiarity with agency and operations
• Don’t guess or mislead
• Give straight and honest answers
• Get expertise when it is needed
• Under-promise and over-deliver!
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Use of Technology
• Website
• Social Media
• Agency apps
• Use of signage and monitors at facilities
• Smart phones and tablet devices
• GPS and location services
• Caution: What should the speed of government be? How and who should respond?
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City of Pismo Beach Website
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OwnershipTwo Thoughts:
• Own problems and escort them to resolution
• As staff we are the agents of the “board of directors” and we serve the shareholders
• If the agency were a company and you were the owner, how would you treat others or do things differently?
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Professionalism and Service: Questions…
• Do I communicate pride in my work and my government?
• Do I understand my agency’s mission and priorities and can I articulate them to others?
• Do I have the expertise and tools to perform my work to the level expected? If not, what is needed?
• Does my team share a commitment to public service?
• Is the culture of the workplace fun, challenging, and service-oriented? If not, how can the culture be changed?
• Am I following through on commitments?
• Am I doing my best work?
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Dealing With Tough Customers
• Listen and attempt to understand their concern/need
• Restate the issue
• Own the situation
• Remain calm and courteous
• Explain what you can and can’t do
• Be clear and direct
• Attempt to offer options and solutions
• Close the loop
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So how are you doing?Measuring Success
• Open dialogue between employees and managers
• Satisfaction surveys
• Mystery shoppers
• Customer/relationship management software
• Regular reviews of results, programs and culture
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Strive for continuous improvement…
• We can always do better and reach out further
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Own it! What are YOU doing?• Remember, everyone is a customer
• Make it a goal to exceed expectations
• Every interaction is an opportunity to grow a supporter/fan
• Practice good listening and body language
• Make each encounter positive, even when difficult
• Foster pride in your work area
• Create a professional, clean, and orderly work environment
