Happy at work delighting your internal customers rene domingo
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Happy at work delighting your internal customers rene domingo Happy at work delighting your internal customers rene domingo Presentation Transcript

  • Delighng
Your
Internal
 Customers
 Prof.
Rene
T.
Domingo
 Asian
Ins3tute
of
Management
 rtd@aim.edu
 www.rtdonline.com

  • “GOING THE EXTRA MILE”
  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower

3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower

3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • EXTERNAL CUSTOMERS  voc  1           INTERNAL CUSTOMER  2       INTERNAL CUSTOMER 3   INTERNAL CUSTOMER  SUPPLIERS 
  • + = +backoffice frontline customer
  • “The lowest bidder wins.” Prof. Rene T. Domingo www.rtdonline.com
  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower
3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • THREE CARPENTERS BORED CARPENTER "Im hammering a nail."INDIFFERENT CARPENTER"Im making a door."HAPPY CARPENTER"Im building a church."
  • BORED NURSE "Im following the doctor’s orders." INDIFFERENT NURSE"Im treating a patient in room 453." HAPPY NURSE "Im saving a precious life."
  • THREE SEMICON ASSEMBLERS BORED WORKER "Im soldering." INDIFFERENT WORKER "Im making a chip." HAPPY WORKER"I make planes fly safely."
  • The Ritz‐Carlton Twenty Basics 1.
The
Credo
is
the
principle
belief
of
our
Company.
It
must
be
known,
owned
and
energized
by
all.

2.
Our
MoMo
is
We
are
ladies
and
gentlemen
serving
ladies
and
gentlemen.
As
service
professionals,
we
treat
our
guests
and
each
other
with
respect
and
dignity.

3.
The
Three
Steps
of
Service
are
the
foundaon
of
Ritz
Carlton
hospitality.
These
steps
must
be
used
in
every
interacon
to
ensure
sasfacon,
retenon
and
loyalty.

4.
The
Employee
Promise
is
the
basis
for
our
Ritz‐Carlton
work
environment.
It
will
be
honored
by
all
employees.

5.
All
employees
will
successfully
complete
annual
Training
Cerficaon
for
the
posion.

6.
Company
objecves
are
communicated
to
all
employees.
It
is
everyones
responsibility
to
support
them.

7.
To
create
pride
and
joy
in
the
workplace,
all
employees
have
the
right
to
be
involved
in
the
planning
of
the
work
that
affects
them.

8.
Each
employee
will
connuously
idenfy
defects
(M.R.
B.I.V.)
throughout
the
hotel.

9.
It
is
the
responsibility
of
each
employee
to
create
a
work
environment
of
teamwork
and
lateral
service
so
that
the
needs
of
our
guests
and
each
other
are
met.

10.
Each
employee
is
empowered.
For
example,
when
a
guest
has
a
problem
or
needs
something
special
you
should
break
away
from
your
regular
dues,
address
and
resolve
the
issue.

11.
Uncompromising
levels
of
cleanliness
are
the
responsibility
of
every
employee.

12.
To
provide
the
finest
personal
service
for
our
guests,
each
employee
is
responsible
for
idenfying
and
recording
individual
guest
preferences.

13.
Never
lose
a
guest.
Instant
guest
pacificaon
is
the
responsibility
of
each
employee.
Whoever
receives
a
complaint
will
own
it,
resolve
it
to
the
guests
sasfacon
and
record
it.

14.
"Smile
‐
We
Are
On
Stage"
Always
maintain
posive
eye
contact.
Use
the
proper
vocabulary
with
our
guests
and
each
other.
(Use
words
like
Good
Morning,
Certainly,
"Ill
be
happy
to"
and
My
Pleasure.)

15.
Be
an
ambassador
of
your
Hotel
in
and
outside
of
the
workplace.
Always
speak
posively.
Communicate
any
concerns
to
the
appropriate
person.

16.
Escort
guests
rather
than
poinng
out
direcons
to
another
area
of
the
Hotel.

17.
Use
Ritz‐Carlton
telephone
eequeMe.
Answer
within
three
rings
and
with
a
"smile".
Use
the
guests
name
when
possible.
When
necessary,
ask
the
caller,
"May
I
place
you
on
hold?"
Do
not
screen
calls.
Eliminate
call
tranfers
whenever
possible.
Adhere
to
voice
mail
standards.

18.
Take
pride
in
and
care
of
your
personal
appearance.
Everyone
is
responsible
to
convey
a
professional
image
by
adhereing
to
Ritz‐Carlton
clothing
and
grooming
standards.

19.
Think
safety
first.
Each
employee
is
responsible
for
creang
a
safe,
secure
and
accident
free
environment
for
all
guests
and
each
other.
Be
aware
of
all
fire
and
safety
emergency
procedures
and
report
any
security
risks
immediately.

20.
Protecng
the
assets
fo
a
Ritz‐Carlton
hotel
is
the
responsibility
of
every
employee.
Conserve
energy,
properly
maintain
our
hotels
and
protect
the
environment.


  • JIDOKA
–
“Smart
Automaon”
line stop with“andon cord”
  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower
3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • “80% of quality problems are caused bymanagement, and 20% by workers. ” W.
Edwards
Deming
 1900‐1993

  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower
3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • UNDERSTAFFED
WEEKENDS
“Paents
with
some
serious
medical
condions
are
more
likely
to
die
in
the
hospital
if
they
are
admiMed
on
a
weekend
than
if
they
are
admiMed
on
a
weekday.”
 “Mortality
among
Paents
AdmiMed
to
Hospitals
on
Weekends
as
 Compared
with
Weekdays”,
Bell
et
all,
NEJM
Aug.
30,
2001

  • In
all
sectors
of
paent
care
delivery,
nurses
complain
about
the
amount
and
complexity
of
paperwork
that
has
resulted
from
a
multude
of
acons
by
regulatory
bodies
and
the
reimbursement
industry.
Nurses
find
they
are
spending
more
me
with
paper
than
with
paents.
This
dissasfies
nurses
who
want
to
have
interacon
with
paents
and
families
and
may
contribute
to
nurses
leaving
direct
care
posions,
parcularly
in
acute
care
seengs.
 November
2006
Publicaon
No.
25‐12505,
Center
for
Health
Stascs,
Health
 Professions
Resource
Center,
Texas
Center
for
Nursing
Workforce
Studies,
 Statewide
Health
Coordinang
Council

  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower
3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • Ingram Micro has an 800 number for employees tocall the CEO directly (he’s the only one who willanswer).
  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower
3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • 
 
 

 
 
 
 
 
 

 
 
 
 
 
 

  • Breakthrough HR policies by Fortune’s 100 Best Companies to Work for in America give employees an average of 43 hours of training yearly1.  Southwest Airlines (#4) 80 hours/year2.  Deloitte and Touche (#8) 70 hours/year
  • Breakthrough HR policies by Fortune’s 100 Best Companies to Work for in America give generous “soft benefits”1.  Qualcomm (#47) - unlimited accumulation of unused vacation leaves2.  31% of 100 Best Companies have on-site child care3.  Vlassis (#37) - on-site hairstylist and manicurist4.  Finova (#12) - free massages at the office
  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower
3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • a more “spiritual” company (Tom’s of Maine)1.  plants and fountains in office and factories2.  use of round tables in meetings3.  board meetings on the floor4.  outdoor meetings in nature parks5.  complimentary fruit baskets in manufacturing plant6.  decorating with employee-made paintings and other art work7.  non-business training – yoga and meditation
  • 7
Deadly
Sins
of
Internal
Customer
Service
1.  no
internal
customer
culture
2.  failure
to
empower

3.  blaming
culture
4.  overworking,
understaffing
5.  no
direct
access
to
management
6.  only
hard
benefits
7.  failure
to
sasfy
the
spirit

  • Delighng
Your
Internal
 Customers
 Prof.
Rene
T.
Domingo
 Asian
Ins3tute
of
Management
 rtd@aim.edu
 www.rtdonline.com