| Often statements are made that the customer service | | | | professional future and it is taking necessary steps to |
| standards of various organizations are deteriorating | | | | ensure its growth. It motivates the employees to |
| which is resulting in loss of customer loyalty and | | | | increase their performance levels and improve the |
| ultimately impacting the bottom line of the organization. | | | | service delivery experience for their customers. |
| The basic idea behind ensuring maintenance of | | | | This proves that adding more employees in the |
| effective customer service standards is that the | | | | organizational setup without providing them with proper |
| customers keep on coming back to the organization | | | | tools for growth cannot ensure effective customer |
| whenever they have any requirement of the products | | | | service standards. |
| that the said company is dealing with. There are | | | | Myth No. 2: Increase the pay of the people in the |
| various organizations which tend to realize the | | | | service delivery chain to raise the standards |
| importance of maintaining effective customer service | | | | There are examples wherein employees in certain |
| standards but are not sure as to what all corrective | | | | organizations are one of the highest paid in their |
| measures need to be taken while rectifying the | | | | industry, but the level of customer services standards |
| situation. | | | | that the organization maintains is pathetic. Then there |
| All these organizations end up initiating steps which | | | | are certain organizations which maintain decent salary |
| instead of enhancing the experience often contribute in | | | | payment levels for its employees, but no other |
| further deteriorating the condition. There are some | | | | organization can match their customer service |
| very common mistakes or myths of ensuring effective | | | | standards. |
| customer service standards, which such organization | | | | The catch here is that these organizations which are |
| believe in and put in practice and then hope of reviving | | | | able to provide exceptional customer service |
| their fortunes. | | | | experiences to their external customers are also able |
| Myth No. 1: Add more employees to improve customer | | | | to provide the same kind of experience to their internal |
| service standards | | | | customers. i.e. their Employees. How the employees |
| This is the most common myth that people sitting at | | | | are treated while working in an organization translates |
| the top of various service organizations hierarchy | | | | in their attitude and how they conduct themselves in |
| firmly believe in. They tend to add up the numbers of | | | | their day to day job routine and alternatively in the |
| people in the service delivery chain and formulate | | | | customer service standard that they are able to |
| systems and processes which instead of providing a | | | | maintain. Keeping the employees happy and motivated |
| positive result further complicate the process and | | | | which does not necessarily mean paying them higher |
| service experience for the guests. This thought | | | | salaries is the difference between the kinds of |
| process does not consider the fact that simply adding | | | | experience that they provide to the organizations |
| or increasing the number of employees and creating | | | | external customers. |
| complex systems and processes will not ensure | | | | Training and involving the employees in various facets |
| effective customer service standards until and unless | | | | of organizations development and strategy; apart from |
| these employees are made to undergo | | | | their routine activities makes them take ownership of |
| comprehensive training programs and up gradation of | | | | the business and the service that they provide to their |
| their skill sets. Apart from comprehensive training | | | | customers. There is an increase in the willingness to |
| programs; the employees also need to be given | | | | satisfy the customers especially when there is |
| appropriate authority to solve a customers query or | | | | customer complaint in order to ensure that the |
| problem which might mean ignoring the set systems | | | | customer goes back satisfied and his loyalty is |
| and processes if the need arises. This sort of | | | | retained by the organization. |
| confidence shown in the employees by the | | | | There have been various studies which have been |
| organization will also help in motivating the employees | | | | done on employee behavior and one prominent |
| to perform better in their respective fields. Employees | | | | outcome of these studies has been that the |
| mindset, motivation levels and aptitude levels go a long | | | | organizations which are perceived as bad service |
| way in ensuring effective customer service standards. | | | | providers are not only losing their valuable external |
| Training the employees goes a long way in ensuring | | | | customers but also their internal customers who are |
| the effectiveness of service delivery of the | | | | not willing to be associated with the organization for a |
| organization. Regular training not only helps the | | | | longer duration. Retaining the loyalties of the customers, |
| employees in learning new techniques and tricks of | | | | both internal as well as external is very critical for the |
| their trade but also helps them in realizing that the | | | | future of the organization and also a reflection on how |
| company is concerned about their wellbeing and | | | | effective their customer service standards are. |