2. JPL Customer Service Training
Agenda
Customer Service
– Define and Explore
Problem Customers or
Customer Problems
COJ Customer Service
Policy
JPL Customer Service
Philosophy
- and a few more bits
3. What is Customer Service?
“Customer Service is any contact, whether
active or passive, between a customer and
a company, that causes a negative or
positive perception by a customer.”
John T. Self, Lecturer
The Collins School of Hospitality Management
Cal Poly Pomona
http://www.sideroad.com/cs/column1/html
12/16/2004
4. Why Good Customer Service is Key
Dissatisfied
customers will tell
9-12 other people
Satisfied
customers will tell
4-5 other people.
6. What Factors effect Customer
Satisfaction?
Expectations
Perceptions
– Service
– Staff
– Facility
Experiences
– Previous
– Current
Unknown
7. P.L.I.E.R.S
Good Customer Service
is about Customer Satisfaction.
Use the PLIERS Method**
P - be Personable
L - Listen
I - be Informative
E - be Elastic
R - take Responsibility
S - guarantee Satisfaction
** Developed by Paul Stella,
Library Supervisor
Jacksonville Public Library
8. P is for Personable.
Be Pleasant
Be Amiable
Project a Good Attitude
Be accepting
Use neutral body language
Be Courteous
Use Good Manners
9. L is for Listen
Be Alert
Pay Attention
– Undivided
Be Thoughtful
Give
Consideration
10. I is for Informative
Impart Knowledge
Educate
– Get the facts right
Communicate
– Answer the unspoken questions
– Let people know how things work
“Librarians are many things: information managers, knowledge managers, …. We've been managing
information and providing access to information in all formats for hundreds of years.”
Cybarian Interview, Sandra Singh, 2001
11. E is for Elastic
Be flexible
Red Rules, Blue Rules
Learn to shift gears
without resistance
Be Open Minded
Look for
Alternatives
before
after
12. R is for Responsible
Follow Through, Follow-Up
Take Action to Fix Problems
Make Molehills of Mountains
Maintain your ‘social capital’
- Recommended Reading:
The Seven Habits of Highly Effective People,
by Stephen Covey
13. S is for Satisfaction
Fulfill their needs
Be a source of enjoyment
Provide assurance
Compensate them for loss
Make them want to come back
Ensure that they have good stories to tell
15. How are we like our customers?
Are you testy?
Are you critical of unimportant things?
Are you impatient?
Are you judgmental?
Are you ill-mannered?
Are you condescending?
17. A quick recap -A quick recap -
Got the Tiger by the TailGot the Tiger by the Tail
Why Customers Get
Upset:
Expectations were not
met
Someone was rude
Someone was indifferent
No one was listening
18. A quick recap -A quick recap -
Taming the TigerTaming the Tiger
Customer
Recovery Skills:
Communicate
Apologize
Fix the Problem
Follow-up
Lagniappe
20. JPL Customer Service Training
Agenda
Customer Service
– Define and Explore
Problem Customers or
Customer Problems
COJ Customer Service
Policy
JPL Customer Service
Philosophy
- and a few more bits
22. COJ Customer Service Policy
Highlights of handout
Please sign receipt and
turn in
Read policy
It is your responsibility
to know the policy
http://itdncdev/Departmen
23. JPL Customer Service Philosophy
Apply the COJ Customer
Service Policy
“Customer Service is
Our Only Business”
Our Attitude Directly
Affects the Library’s
Image
Apply the Platinum Rule
– “Give Better Service Than
Expected”
24. JPL Customer Service Philosophy –
continued
Resolve customer
concerns at the lowest
level
– Follow the chain of
command
If it is outside your
scope, refer the matter
Supervisors and
managers have authority
to make exceptions
25. JPL Customer Service Philosophy –
continued
Use the Customer
Service cards
– Compliments
– Complaints
Non-Public Service Staff
are exempt from direct
external customer
contact
Non-public includes: PR,
Tech Services, ILS,
Accounting, Payroll, HR,
Distribution
26. Who are our Customers?
External
Anyone for whom we
provide a service
– Taxpayers and citizens of
Jacksonville
– Tourists/Visitors
– Non-COJ Government
Agencies
Internal
Anyone who works for
JPL for whom we
provide a service
– Our immediate coworkers
– Our Supervisors
– Our Subordinates
COJ staff from other
agencies
-Treat Internal and External Customers
equally
27. A few more bits -
Telephone Etiquette
Pronounce and Enunciate Clearly
Answer Promptly
Before third ring
Learn to balance phone and face-to-face
Use the proper Salutation
Name, Department, “How may I help you?”
Use a personal touch
Use the caller’s name
28. A few more bits -
Placing Calls on Hold
Always ask before placing someone on Hold
Provide an option
– “Would you like to hold or shall I call you back?”
Take a name and number
Avoid long holds
Call back Promptly
Thank them for their patience
29. A few more bits -
Transferring a Call
Use “Connect” or “Put you in touch with…”
– Avoid “Transfer”
Ask before transferring
Get a name and number
Give the number to which transferring
Don’t “blind” transfer
– Always tell the party to whom the call is transferred
the details of the call
31. A few more bits -
Voice Mail Etiquette
Be brief and to the point
Give your name and number at least
twice
Check the messages regularly
Tailor your message
– You are in
– You are on vacation these dates
32. A few more bits -
E-Mail Usage and Etiquette
GroupWise is the City’s e-mail software
It is a business communication tool
All messages are the property of the City
All messages are public record
All messages can be subpoenaed
No message is ever completely deleted
- Read more:
http://intracity.coj.net/HowToCommunicate/emrules.html
33. A few more bits -
E-Mail Usage and Etiquette
Used to disseminate official information
Read E-Mail daily
Respond within 24 hours
Answer all pertinent questions the first time
Use it to avoid telephone tag
Learn how to use the automatic response
– “I will be out of the office on ….”
34. A few more bits -
E-Mail Usage and Etiquette
Communication is
– 90% body language
– 8% tone of voice
– 2% content of message
E-mail lacks 98%
of the means of communication
35. A few more bits -
E-Mail Usage and Etiquette
Use the Appropriate Salutation
– First names
– Title and Last names
Use an Appropriate Complimentary Close
Use Proper Signatures
– Employ the Signature function
Include a Public Disclosure Statement
36. A few more bits -
E-Mail Usage and Etiquette
The Body
Be clear and concise
Be brief and to the point
Employ bulleting or numbered lists
Create lots of white space
Use short sentence
Make short paragraphs
37. A few more bits -
E-Mail Content and Style
Things to Consider -
Humor, irony, sarcasm and intended jokes are
often misinterpreted
Be patient when reading E-mail
The “virtual” tone may be unintentionally rude
or aggressive
Be careful not to seem rude
Make no personal or derogatory remarks
– Any e-mail can be forwarded
38. A few more bits -
E-Mail Content and Style
Grammar, Punctuation, Spelling -
Mistakes give a bad impression and are
distracting
Proofread
Use the Spelling check
– “ABC w/ Check Mark” Icon on Toolbar
Check dates
No excessive punctuation!!!!!!!!!!!
39. A few more bits -
E-Mail Content and Style
Abbreviations, Acronyms, Emoticons -
Can save time or help with tone or meaning
Use sparingly
– Recipient may not know what they mean
Examples:
FYI - For Your Information
BTW - By the Way
;-) or - Smile or Joking
40. A few more bits -
E-Mail Usage and Etiquette
Flaming. . . .Flaming. . . . An expression of extreme emotionAn expression of extreme emotion
If an E-mail makes you angry
– Calm down before you respond
– Respond with just the facts
– Consider alternative responses
Face-to-face
Telephone
Keep your voice down
– Typing in ALL CAPS is considered SHOUTING
41. A few more bits -
E-Mail Usage and Etiquette
Attachments -
Do not attach files unnecessarily
Verify that the attachment is attached
If you receive an E-mail that is supposed
to have a attachment, but does not,
advise the sender as soon as possible
(ASAP)
42. A few more bits -
E-Mail Usage and Etiquette
E-Mail Threads –
Maintain the message “thread”
– When replying or sending, include the
previous message(s) as a courtesy to the
recipient of your email
Use the “REPLY” function
Check to option to include the message
43. A few more bits -
E-Mail Usage and Etiquette
Limit the number of recipients
– E-mail is work. Do not send it unless the person
needs to see it.
Know when to copy and whom
Respond to one or all
Copy group, supervisor, etc.
Do not forward or distribute E-mail without
permission
If you receive an E-mail in error, do not read it
and advise the sender ASAP
44. Prohibited Uses of COJ E-Mail
Illegal Activities
Threats, Harassment, Slander, Defamation
– Report these to a supervisor
Obscene or Suggestive Messages or Images
– Report these to a supervisor
Unknown Sender
– Use the QuickViewer function
Political Endorsements
45. Prohibited Uses of COJ E-Mail
continued
Commercial Activities
– Operation of a small business
– Solicitations
Chain Letters
ANY activity that compromises the City’s
integrity
integrity:
firm adherence to a code of especially moral or artistic
values
Webster’s online dictionary
46. E-Mail Summary
Remember:
E-mail is a wonderful communication
tool, if used professionally
Read your e-mail every day and respond
promptly
E-mail privacy is an illusion – it is all
public record
47. MAILMAIL –
Postal or Intra-Library
Follow the COJ Policy
Mail procedures and responsibilities
– May vary
– Check at your local unit
Incoming Mail
– Distribute ASAP
– Read upon receipt
– If incorrectly distributed, forward or return ASAP
48. MAILMAIL –
Postal or Intra-Library
Use appropriate stationary for Mail
– JPL business envelopes
– Intra-Library or Intra-City
Always include correspondence
– Inform the recipient
– Include a note
– With date, from, to, message
Mind reading is a burden
49. JPL Customer Service Training
Agenda
Customer Service
– Define and Explore
Problem Customers or
Customer Problems
COJ Customer Service
Policy
JPL Customer Service
Philosophy
- and a few more bits
50. The End
On behalf of the Customer
Service Training Team,
Many thanks to you all for
your attention, your
participation and your
patience.
Please complete the
evaluation forms before
leaving.
Editor's Notes
All instructors should introduce themselves with name/title/where they work/ experience
This training is scheduled for approximately 3.5 hours
The format will be a combination of lecture, discussion and exercise. Please fell free to stop us at any time if you have questions.
We are passing out the following handouts:
“Customer Service is Our Only Business” PPT slides presentation
“Problem Customers or Customer Problems?” PPT slide presentation
City of Jacksonville Customer Service Policy and Receipt Form
Exercises: Customer Service Challenges, Telephone Effectiveness checklist and Language Exercise (these are to take with you), Scripting Exercise, Scenarios and Scenarios – Possible Solutions.
We will spend some time on the discussion of customer service in general and later tell you about the City’s policy and the Library’s philosophy.
Be conscious of one thing. The City’s definition of a CUSTOMER includes EVERYONE. Throughout the discussion of customer service, know that the ideas and practices are to be applied across the board – to the public, the your subordinates, to your supervisors, to every employee of the City, etc..
Again, please interrupt if you are not clear about a concept or a vocabulary word or have a question. We have a schedule to keep. We will move quickly in order to build time into the program for your exercises and discussion. Take notes. The ideas develop throughout the program. Questions posed at one point may be answered later. If you take notes, later you can review to see which questions remain unanswered.
Let’s look at one person’s definition of customer service. I’ll read it aloud and you follow along.
The author of this quotation states that most people cannot define customer service, they just know it when they see it, good or bad. There are a few key words you should underline:
CONTACT. The first key word in Self’s definition is that customer service requires contact – an interaction between a customer and a company. Delivering Memorable & Meaningful Service requires a connection with a customer. Notice that contact may be active or passive. This is in the author’s words a “moment of truth.”
PERCEPTION. The second key word is perception. Customers will evaluate service based on their own set of values. Making a good first impression is crucial – you only get one chance to make a good first impression. Our attitudes and behavior will help determine the impression a customer forms of the library – negative or positive.
Summary: This definition focuses on what customer service is and does not concentrate on the issue of quality. Quality is in the eyes of the beholder. What one person perceives as bad or adequate service may be good for another. We need to know what our customers, think and want and deliver it, if possible. At the moment of contact we have an opportunity to be enthusiastic about providing good customer service and should want to.
Like I said earlier, you only get one chance to make a good first impression. Impressions are lasting, just like footprints in the sand.
Let’s take a good look at why good customer service is important. (Read statistics re: customers)
Customer satisfaction is whatever the customer perceives it to be. Satisfaction leads to customer loyalty and repeat business. This is true in any area of business. Studies have shown that only 2 out of 25 customers will take the time to voice a complaint to staff. The rest “fire” us by not coming back.
Because a the library is tax funded, we need the support and trust of the public. Stephen Covey’s book, The Seven Habits of Highly Effective People discusses ‘social capital’ or trust. Trust implies the holding of office or position. In this sense, as library personnel and city employees, we have a public trust to maintain. This is our ‘social capital.’ Good customer service is a high profile way to maintain it.
Good Customer Service is like magic (show Steve Wishnack’s refrigerator magnet).
Making
A
Good
Impression
Counts
Businesses work diligently not to break even, but to make a profit. For the library every contact with a customer counts – by telephone, e-mail, in person or by through snail mail. Think of it as having the value of a ‘deposit’ into your customer relationship account (like a bank account). Maintaining a high level of service keeps the account appreciating in value. To fix a mistake we have to make a ‘withdrawal’ from that account. Imagine if we rarely or never made deposits – what happens to customer satisfaction when our account is ‘overdrawn’ with that customer?
Let’s think about the factors which effect customer satisfaction. Read the factors next to each bullet with me:
Expectations. Expectations are subjective and vary among customers. Some expectations are reasonable while others may be unrealistic. Is it reasonable to expect that the restrooms be clean, or that a book available in the catalog lie on the shelf? Surveys show that customers expect to get help from the person they speak to first (titles don’t matter). Can we meet this expectation?
Perceptions. Some customers develop perceptions of library staff – that we’ve memorized the exact location of every item in the library, we’re all nerdy, etc. Of course they may see us in a positive way, too! Lastly, customers have expectations of the building – a neat, clean appearance, organized, good signage, A/C in summer & Heat in winter (not the opposite), secure and safe.
Experiences. Previous customer service experiences (good, poor) – What happened before? Were we responsible for that? (not necessarily). Experience is a powerful teacher. We may have a difficult time changing a customer’s level of satisfaction based on previous or current experiences. Remember: every contact counts when we can affect positive change in expectations in perceptions, expectations.
Unknown. Some things are not within the scope of our control or knowledge. As service providers we are usually dealing with the unknown – did the customer have a bad day? Is he/she in a hurry?
There is a saying that the customer is always right. Perhaps a better way to rephrase it is that the customer is always the boss. For that reason we should always strive to follow the ABC’s of Customer Relations: Attitude, Behavior, Connections (interaction). Sometimes what we need to do is smile first. (Sam Walton – 10 foot rule – when a customer is within 10 feet of you, smile).
Good Customer Service means Satisfied Customers. Remember Satisfied Customers are an investment that builds ‘social capital’ or public good will.
We have developed an acronym, PLIERS, as an effective short cut to developing and analyzing your customer service attitude and style. Just as a carpenter or a sculptor needs proper tools, PLIERS is a simple tool for us as customer service professionals to practice and review our customer service skills.
We will briefly discuss each value or characteristic of PLIERS. Later in another segment of this training, we will revisit these points from a different perspective and discuss them again. As we turn to the next slide, please read each tool of the PLIERS method and the corresponding bullets underneath.
For other instructors only: (This method was developed by Paul Stella, who is a Library Supervisor with JPL. His goal was to bring together the salient points to remember about providing good customer service in a way that was concise and easy to recall. His method is practical, useful and positive. His metaphor, PLIERS, reminds us that to be good at a craft we need tools. PLIERS is a tool, USE it).
PERSONABLE:
Be Pleasant - We express our attitudes before we even open our mouths. It takes 21 muscles in the face to frown, 7 to smile. A smile is a positive facial expression – it creates an instant connection, usually disarms and it can be done in any language. A smile indicates a brightening of the eyes, upward curving of the mouth, release of serotonin which is a natural antidepressant.
Be Amiable - Friendly. Explain rather than enforce policies and procedures; “Sir, the reason we don’t allow food in the library is…” “Mr. Jones the reason we cannot allow customers to remain after hours is…”
Project a Good Attitude - Remember that Attitude is Everything. Maya Angelou says “If you don’t like something, change it. If you can’t change it, change your attitude. Don’t complain!” Modify your approach and watch your body language! Let customers know they aren’t the problem. One body position that we are all conscious of is crossing our arms across our chests. This is a normal position for many people, but may be perceived as a defensive or cynical posture.
Neutral body language implies sitting or standing or holding your body in a manner that will not suggest something negative to the customer. Neutral does not mean indifferent, which is construed as negative. 68% of customers are turned off by an attitude of indifference on the part of the public service provider. (from Exceptional Customer Service by Lisa Ford, David McNair & Bill Perry, p. 6) It is often not what you do, but how you do it that affects the customer’s perception.
Be Courteous – Trying to make good connections and build the trust of the customer. Practice makes perfect – not really. Nobody’s perfect. Practice does make permanent. Develop good habits of customer service performance so that they become second-nature: good attitude, smiling, thank you’s. Practice results in better skills that will translate into better service and increase customer satisfaction.
LISTEN:
Be Alert – People want you to connect with them. They want to be acknowledged. Be aware of your surroundings at the public desk by making eye contact with those in line.
Pay Attention - Listening and hearing can be different processes. Think of listening as an active process. Think of hearing as a passive process. Be alert, or aware, and then think.
Be Thoughtful & Give Consideration – Stephen Covey: It’s the little things that make a big difference. Keep your answers simple and straightforward: “Maybe I haven’t made this clear, let me explain…” “I need you to do this..” Improving customer relationships is a process of thinking and then doing. By listening to what the customer needs or wants, asking clarifying questions, rephrasing and taking prompt action, we increase our possibility of customer satisfaction.
INFORMATIVE:
Ask yourself if you have ever experienced not knowing how to do something or where to go or when to arrive. Of course we all have. Now, ask yourself what your attitude would be if someone could help you but didn’t. Or, maybe they just don’t care…
Impart Knowledge – this is one major goal of our customer service: to educate customers. For example, when a customer calls the wrong department, that is a teachable moment to remind them to call somewhere else in the future: “Mr. Jones, may I put you on hold while I connect you with the circulation department. They will be able to assist you with your question.”
Educate – get the facts straight! Do not intentionally hide information from customers. Make sure you know where the information comes from. Ask for help from your supervisor or an experienced colleague if you’re unsure.
Communicate - FIRST answer the question, then ask the pertinent question that will help you lead the person to greater discovery. Explain how things work. Remember to explain policies and procedures simply and without making the customer to be the problem.
Look at the quotation at the bottom of the slide. (Read). All library personnel are information providers. Information can be dates, facts, procedures, etc. When we help our customers make sense of it, we display empathy and competence.
Be Flexible: Please note the statement “red rules, blue rules.” There will be times when staff will flex the rules in order to satisfy a customer. Here we want to point out the difference between the two types:
RED RULES are policies and regulations that are unbreakable and unbendable, such as maintaining customer confidentiality, safety issues, etc.
BLUE RULES can be broken if circumstances demand flexibility – such as canceling fines for a customer in order to respond to a possible error due to a computer system breakdown.
Learn to shift gears:It is important to recognize when rules cannot be bent or broken, and when they can. Until you are knowledgeable about library policy and procedure, ALWAYS check with a supervisor. Supervisors have authority to override rules.
Sometimes this means being Open-Minded to different things, including changing our own attitudes and behaviors about polices and procedures. Looking for alternatives and suggesting these (perhaps to your supervisor) makes you a problem-solver. We want to avoid the perception of becoming the Library Police.
RESPONSIBLE:
Follow Through, Follow-Up: Responsibility begins with self. You may not be able to control a situation, but you can control your attitudes and actions. When you promise to follow-up on a situation, be sure that you follow through and do it.
Take Action to Fix Problems: Be proactive whenever possible. Be alert and anticipate problems early. Be responsive and be willing to help promptly. (Lenscrafters – glasses in one hour).
Make Molehills of Mountains: We want to do this rather than wait for the opposite to happen.
Maintain your ‘social capital’: Stephen Covey’s book, The Seven Habits of Highly Effective People discusses ‘social capital’ or trust as we mentioned previously. Credibility is based upon your believability, your trustworthiness. Businesses realize that customers value reliability as their first and most desired trait. Libraries can also provide “Peace of Mind” to their customers through trustworthy and competent service. (Allstate – You’re in Good Hands).
Are they customers or patrons? In restaurants they’re called “guests.” hospitals call them “patients.” In libraries they are traditionally called patrons. There is a definite difference, however, between the meaning of the words patron and customer. A customer is defined as someone who buys things or has a certain trait. A patron is also defined as a person to shops somewhere. However, the larger definition is a supporter or benefactor. Because a the library is tax funded we are responsible for maintaining public trust.
SATISFACTION:
Understand customer needs, wants and values. We will not always be able to solve a problem to the customer’s satisfaction, but we can do as much as possible. Many times, people respond to our efforts. If the problem has no satisfying resolutions for the customer, then let the customer be satisfied with your efforts.
Be Friendly! Smile! Spread healthy, positive attitudes.
Provide Assurance – “Peace of Mind” Knowledge, Trust, Confidence and Competence.
Compensate for loss here doesn’t mean a monetary reward. Remember that it’s the little things that make a big difference (remember the Italian Pizza Parlor story?). For example, sometimes fines for overdue books can be cleared or a refund issued. Give the customer something to make up for their loss. Do little things that make the customer feel special and consequently will make them a loyal customer.
Why People Stop Coming Back:
1% died3% moved5% Formed some new business relationship9% Competition
14% Dissatisfaction68% Attitude of the Supplier
It has been said that the most valuable customers are those who come back. Why?
The value of loyal customers:
Likely to use more library services.
Cultivating those relationships.
Best source of advertising – library advocates.
Are we really any different than the customers we serve? Not really. Here are just a few examples. Do you know anyone who really enjoys waiting? Do we like it when the ATM isn’t working and we’re in a hurry? Or how about when we pay for something at the drive-thru window and later find our order was wrong?
Our dissatisfaction is usually directed at people, products or processes. Sometimes the people aren’t friendly, the product doesn’t meet our wants, needs or expectations or the process is too cumbersome or difficult.
Working together, let’s brainstorm for and list a couple of the worst customer service experiences that we have encountered as customers.
List our experiences. Using these 4 reasons why customers get upset:
1. Didn’t get what expected.
2. Rude behavior.
3. Indifferent attitude.
4. No one listened well.
Apply these reasons to your experiences. We will take about 15 minutes to do this.
All human beings have foundational personal needs:
Safe & SecureLikedAcceptedUnderstoodConnected
RespectedAppreciatedAcknowledgedListened toTrusted
When one or more of these needs goes unmet, our attitudes and behaviors are affected. These may lead to lasting impressions and determine our actions and the actions of those we interact with.
When customers get upset sometimes its like having a tiger by the tail! The current and the next slide sum up with a few simple points all that has been discussed.
Most dissatisfaction comes in 4 main areas (read each above).
Indifference is the big killer. It results from having a poor attitude. Change your attitude!
Here are some customer service recovery skills for “taming the tiger.” (Read each).
Follow-Up: Here are some phrases to try when you follow up with a customer:
“Are you aware of…” our Genealogy department?
“If you’re interested in… let me suggest…”
“I’m glad you found everything you need today”
“It was a pleasure serving you today, please come back”
Specific areas of concern or interest are better than general phrases, e.g. “Is there anything else?”
Lagniappe is a small gift given to a customer by a merchant at the time of purchase, for example the 13th doughnut in a “bakers” dozen. More broadly, it is something given gratuitously - UNEARNED and WITHOUT RECOMPENSE - or as good measure. We don’t need to wait until the customer needs to be tamed in order to give something extra of ourselves. Surprise the customer in pleasant ways that are simple and sensible.
Example: Italian restaurant waitress brings customer salad and pizza at the same time. The customer expects to get the salad first so the pizza won’t get cold. What are some ways of surprising the customer that are both simple and sensible? Waitress takes the pizza back in a to-go box for later. Has the cook bake another pizza for right now.
5 minute break.
When the class returns, we will present the next segment, show one recap slide and take the next break.
We have completed the first two segments. We will take a break and return to continue with the Jacksonville City Policy and the Library Philosophy, as well as a few remarks about telephone, email and mail procedures and etiquette.
10 minute break
You have a copy of the newly revised COJ Customer Service Policy in your binders. We will go over a few things in the City of JAX’ policy that we want to emphasize, but it is your responsibility to read it thoroughly on your own. You are responsible for knowing the policy.
Any Questions?
Please sign the form showing that you have received the policy and turn it in at the end of this sessions. This form will be placed in your Personnel File.
Customer Comment Cards (pass around). These should be available at all units for customers to fill out if pleased or displeased with service or services.
We also have Circulation Satisfaction Cards that are collected one day a month. There are also Reference Satisfaction Cards, and there may be others. These are used to collect customer service scores for different quality measurement requirements of the City of Jacksonville. In other words, the marks on these cards are counted and used. The scores are reported to the City every month and are factored into the Bonus Requirements for the Library.
All of this was discussed by Nancy Fridell in yesterday’s training. What you need to understand is that Customer Satisfaction is measured system wide and has a tangible effect on all of us. If scores are not meeting their targets, this effects the staff monetarily. When scores do not meet their targets, ways to improve them are instituted. We have standards to meet.
Public Service staff are those staff members dealing directly with the public. People who work at the Circulation and Reference desks are our core Public Service staff.
Non-Public Service staff: These staff members do not have direct contact with the public, or external customers, with a few exceptions. It is important for you to know that the telephone numbers of Non-Public Service staff are not to be given to the public. Once in your positions, please note on telephone directory lists which numbers are public and which are not. On the Main and Branch Library phone lists the asterisks indicate which numbers are acceptable to give to the public. The phone lists are available on JPL Neighborhood, which is the staff website. The address is http://jplstaff.coj.net.
As a COJ employee, anyone for who we provide a service is a customer. NOT just taxpayers.
The JPL definition of a customer is anyone who uses library materials or services. Or who uses the library in any way, including a wrong number. Your service is to be as helpful for a wrong number as for a student seeking help with a school project.
Customers are all individuals with different needs and expectations of what the library is and the services that we provide.
Everyone should provide the same level of excellent service to his/her internal customers. Ultimately, when the internal customers are satisfied, our external customers benefit.
Set the tone for all staff. Be on time for your desk shifts. Think in terms of cause and effect. If you are late, this effects an internal customer. For example, you arrive late to circulation, then your coworkers gets of to a late lunch and doesn’t get the full hour. Meet your deadlines. Others depend upon you. Avoid gossip and gossips. They drag your spirit down. Critiques that lead to better methods are helpful. Idle gossip is not.
Morale is everything. If you are working with people who have bad attitudes or do not pull their weight, this effects how the work is done, or not done. The unit suffers. The work place becomes unpleasant. Morale suffers. In the end, poor internal customer service affects external customers.
We should all be on the same page and willing to work together as a team.
Just like a face-to-face encounter, every telephone call is an opportunity to retain a customer or gain a new one; to make a lasting impression about the Library, its staff, its services, its critical role in Jacksonville culture. Just as with walk-ins, telephone work is frontline customer service – to provide information, to solve a problem, to answer questions, I.e., reference, services, procedures, policies, logistics.
Have you ever gotten a telephone message in which the caller left the pertinent information – name and number – in an unclear, fast manner and only one time?
Try opening the message with your identity and number. Speak clearly and slowly when needed. For example, “Hello, this is Joan Blaylock, with the Genealogy Dept. of the Main Library. My number is 630-2409. I am calling about…. Please give me a call at your convenience. Again, this is Joan Blaylock. B-l-a-y-l-o-c-k. My number is 630-2409. That’s 6-3-0-2-4-0-9. Thank you.”
Vacation message instructions will be discussed in the Microcomputers module of this training.
GroupWise will be explained and discussed in the Microcomputers module.
[note for Jane Ambler – “vacation rule”]
Emoticons are combinations of keyboard characters that indicate emotion when viewed sideways. When you send an e-mail the recipient can’t see your body language or hear your tone of voice, emoticons help to convey your emotions.
