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Added for You - Five Things Your Employees Are Afraid to Tell You
First let us specifically define customer service. It is the performance of a duty or responsibility due to a customer as a result of selling them a product or service.We must distinguish between customer sales and service versus customer service. Whereas customer sales and service is largely co
“There are Slackers We Wish You’d Get Rid Of”
Everyone knows X doesn’t pull his/her weight, is late, calls in sick, dumps work on others, is negative or is just incompetent. You may be the last to know but your staff wants (expects you) to do something quickly and decisively.
Profit
Most companies contemplating Six Sigma implementation have most of the costs worked out beforehand. This follows the assumption that taking additional work means involving more people. You either hire people on fee base or recruit them on your payroll at a cost. Well, then there is the cost of implemen
Though you may know what to do, most people would rather be directed. When giving instructions:
1. Start by summarizing the project in a sentence or two
2. Be specific as to what things should look like when completed
3. Give the due date and how often you want updates
4. Instruct the employee on what to do if something goes wrong
5. Express your confidence that they will do a good job and get their buy-in.
Profit risks: Poor Quality, late delivery, and higher level people will be forced to clean-up. There is wasted time correcting errors or miscommunication.
“When You Give Us Detailed Praise, We Understand it, Remember it and Work Harder For You”
Rather than saying “Great job” or nothing at all, try “I really appreciate the amount of thought and effort you put into this project, thank you.”
Profit risks: People who do not feel appreciated are hard to retain, do not give good customer service, and feel less invested in the organization’s success.
“We Know Our Jobs Better Than You Do”
Once you can accept that there are skills you do not have. you can focus on what will make real money.
Profit risks: You aren’t letting the best person for the job do the work thereby compromising the product and service.
“You Do Too Much”
Most people are capable of more than you think they are but if you insist on micro managing or doing tasks yourself, you will never find out just how much.
Profit risks: Micro managers never have time to look at the big picture and are constantly putting out fires. Good workers get bored, insulted or leave. You are too valuable to be completing tasks a $10 an hour person could be doing very well.
“There are Slackers We Wish You’d Get Rid Of”
Everyone knows X doesn’t pull his/her weight, is late, calls in sick, dumps work on others, is negative or is just incompetent. You may be the last to know but your staff wants (expects you) to do something quickly and decisively.
Profit
Atlanta Employment Agencies are professional recruiting agencies, which are approached both by clients, such as big business firms, organizations and the candidates in search of job.Employment agencies, which are highly professional in approach and selection of candidates for different job openi
Profit risks: Poor Quality, late delivery, and higher level people will be forced to clean-up. There is wasted time correcting errors or miscommunication.
“When You Give Us Detailed Praise, We Understand it, Remember it and Work Harder For You”
Rather than saying “Great job” or nothing at all, try “I really appreciate the amount of thought and effort you put into this project, thank you.”
Profit risks: People who do not feel appreciated are hard to retain, do not give good customer service, and feel less invested in the organization’s success.
“We Know Our Jobs Better Than You Do”
Once you can accept that there are skills you do not have. you can focus on what will make real money.
Profit risks: You aren’t letting the best person for the job do the work thereby compromising the product and service.
“You Do Too Much”
Most people are capable of more than you think they are but if you insist on micro managing or doing tasks yourself, you will never find out just how much.
Profit risks: Micro managers never have time to look at the big picture and are constantly putting out fires. Good workers get bored, insulted or leave. You are too valuable to be completing tasks a $10 an hour person could be doing very well.
“There are Slackers We Wish You’d Get Rid Of”
Everyone knows X doesn’t pull his/her weight, is late, calls in sick, dumps work on others, is negative or is just incompetent. You may be the last to know but your staff wants (expects you) to do something quickly and decisively.
Profit
When a group of Human Resources professionals and a group of employees were asked the question, “What would increase productivity” the number one answer for both groups was ‘productivity would increase if working relationships were better.’What is often lacking in work relationships is respect.
Profit risks: People who do not feel appreciated are hard to retain, do not give good customer service, and feel less invested in the organization’s success.
“We Know Our Jobs Better Than You Do”
Once you can accept that there are skills you do not have. you can focus on what will make real money.
Profit risks: You aren’t letting the best person for the job do the work thereby compromising the product and service.
“You Do Too Much”
Most people are capable of more than you think they are but if you insist on micro managing or doing tasks yourself, you will never find out just how much.
Profit risks: Micro managers never have time to look at the big picture and are constantly putting out fires. Good workers get bored, insulted or leave. You are too valuable to be completing tasks a $10 an hour person could be doing very well.
“There are Slackers We Wish You’d Get Rid Of”
Everyone knows X doesn’t pull his/her weight, is late, calls in sick, dumps work on others, is negative or is just incompetent. You may be the last to know but your staff wants (expects you) to do something quickly and decisively.
Profit
The salespeople and company sales force are those who actually generate your income dollars. Sure, it's important to have a good product, support which can respond fast, pretty design and make people write about your company in magazines, but still the most important part is to get the resulted leads c
“You Do Too Much”
Most people are capable of more than you think they are but if you insist on micro managing or doing tasks yourself, you will never find out just how much.
Profit risks: Micro managers never have time to look at the big picture and are constantly putting out fires. Good workers get bored, insulted or leave. You are too valuable to be completing tasks a $10 an hour person could be doing very well.
“There are Slackers We Wish You’d Get Rid Of”
Everyone knows X doesn’t pull his/her weight, is late, calls in sick, dumps work on others, is negative or is just incompetent. You may be the last to know but your staff wants (expects you) to do something quickly and decisively.
Profit
Once there was a time in business when you could experience a change and then return to a period of relative stability. Nowadays, changes occur constantly - one on top of another. We need to acknowledge change and realize that change is a continuous journey - a way of life rather than a one-time even
“There are Slackers We Wish You’d Get Rid Of”
Everyone knows X doesn’t pull his/her weight, is late, calls in sick, dumps work on others, is negative or is just incompetent. You may be the last to know but your staff wants (expects you) to do something quickly and decisively.
Profit risks: Poor Performers cost you money. They drag down morale and become the focus of gossip. Employees want you to do something before they pick up the low productivity habits and negative attitude of their coworker. Walk around, see what is happening, and ask questions. Have a confidant. Be slow to hire and quick to fire.
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