1. CUSTOMER SERVICE WEEK
Internal Customer Service…Does it matter?
Presented by Rick Case, PMP PE
SCADA/EMS MANAGER

2. AGENDA
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UBUNTU – INTRODUCING A SERVICE PHILOSOPHY
WHAT IS INTERNAL CUSTOMER SERVICE
SIGNIFICANCE
EFFECTS
BENEFITS
IMPLEMENTATION
PROVIDING EXCELLENT CUSTOMER SERVICE
TIPS
…Serving our Community

3. Linking our Core Values to Customer Satisfaction
A
S
P
I
R
E
…Serving our Community
Customer
Service

4. UBUNTU`
…introducing a service philosophy
Linking the individuals’ success
to
JPS’ success
…Serving our Community

5. UBUNTU
…Serving our Community

6. UBUNTU
…Serving our Community

7. I am what I am because of
who we all are
When I do well, it spreads out
When I help you do well, it benefits
all of JPS
…Serving our Community

8. WHAT IS INTERNAL CUSTOMER SERVICE?
• While external customers are outside of the organization, and ultimately pays our
salaries, internal customers exist within the organization.
• An internal customer can be a co-worker, another department within the business
or a supplier. Internal customers are the people and parties that allow people to
complete their jobs so that an organization can reach its overall goals.
• Internal customer service requires the organization to recognize the importance of
all of those individuals, and to provide opportunities to allow its members to
communicate with each other at all levels and in all departments.
• Internal customer service focuses on doing things to improve the working
environment for employees on a daily basis. Finally, internal customer service
enables an organization to show appreciation to its associates.
…Serving our Community

9. SIGNIFICANCE
• Internal customer service plays a role as important as external customer service.
When departments and the individuals who work within them spend little time
outside of their immediate tasks, they may lose sight of the overall goals of the
company and view other departments as competition.
• In an article featured in the Entrepreneur Magazine in May 2012, about internal
customer service, Scott Miller and Kirk Miller and Associates Inc. explain that
employees may view the needs of others as distractions from their "real" job
instead of viewing those needs as necessary to the overall goals.
…Serving our Community

10. EFFECTS
• Internal customer service requires communication and cooperation, both of which
rely on the dedication of the organization as a whole and individual members of
the organization.
• However, the end result enables the organization to run more smoothly,
especially when departments are working cohesively instead of competitively.
…Serving our Community

11. BENEFITS
• Internal customer service allows an organization to agree on processes and
procedures and develop clear goals. Communication among different
departments can also highlight processes that are redundant or
counterproductive.
• When all aspects of an organization or business work well together, the company
will be able to maximize profits and minimize losses. In addition to this, an
organization can boost the productivity and morale of its members.
• Internal customer service also boosts employee loyalty to the organization, and
this may reduce employee turnover.
• Effective internal customer service will spill over to improve external customer
service.
…Serving our Community

12. IMPLEMENTATION
• Organizations that wish to strengthen internal customer service can do so through
company activities such as joint picnics, parties or creative gatherings. These
activities should include members from all departments within the organization to
promote communication.
• Cross-training can promote inter-department cooperation and understanding.
• Leachim Semaj, a consultant and coach who helps organizations improve
communication and strengthen customer service, encourages individuals to
remember the "day-to-day niceties" such as saying "Please" or "Thank you" or “I
appreciate your support” as a way to build internal customer service.
…Serving our Community

13. PROVIDING EXCELLENT INTERNAL CUSTOMER SERVICE
1. Clear expectations
2. Customer Responsibilities.
3. Service Provider
Responsibilities
4. Negotiated Priorities.
…Serving our Community

14. PROVIDING EXCELLENT INTERNAL CUSTOMER SERVICE
Clear expectations.
1. An internal provider of service is responsible for setting clear guidelines about what internal
customers can reasonably expect. Some organizations implement Service Level Agreements
(SLAs) defining what internal customers can expect from internal service providers. Even without
formal SLAs, internal customer service can be exceptional IF the internal service provider has
clarified to internal customers what expectations are reasonable.
2. Customer also must communicate expectations regarding timeline and quality in advance of
request. Last minute requests are typically due to poor planning on the part of the internal
customer.
3. Expecting the internal provider to 'hijack' priorities to meet unreasonable needs is
inappropriate, and should be dealt with on a case-by-case basis, with involvement by upper
management. At no time should this become the norm, or the internal customer will become
'trained' to expect the unrealistic.
…Serving our Community

15. PROVIDING EXCELLENT INTERNAL CUSTOMER SERVICE
Customer Responsibilities.
1. To meet expectations, internal provider of service is responsible for clarifying what is needed
from the internal customer, and also clarifying service provider processes and timelines
necessary to meet quality requirements of customers. The phrase "Help me help you" from the
movie "Jerry Maguire" applies here.
2. In order to provide the best customer service, internal providers need the cooperation of
customers in allowing enough lead time and providing information and materials necessary to
fulfil customer request. This is a communication responsibility of the internal service provider to
let the customer know 'what I need from you in order to meet your request is ....'
3. It's essential to have an understanding with customers about realistic timelines and quality
expectations. Internal providers who find they're constantly working on customer 'emergencies'
must clarify to customers the strain this causes to provider. Constant emergencies diminish
provider's ability to give good service to all internal customers, and create a stressful working
environment (not to mention interdepartmental animosity).
…Serving our Community

16. PROVIDING EXCELLENT INTERNAL CUSTOMER SERVICE
Service Provider Responsibilities.
1. Most internal customer service problems are a result of the 'silo' mentality where people and
departments work in isolation, consider only their own priorities, and think others are sitting
around twiddling their thumbs with nothing to do until an internal customer screams "Jump!" in a
last minute panic. This is sure to guarantee lower levels of quality, resentment from provider, and
a reputation for lack of professionalism on part of customer.
2. Customers must take responsibility for understanding how their request fits into overall workflow
of organization and internal service provider's workflow.
3. Internal service providers are responsible for explaining their workflow, so the customer will
understand he or she isn't the only priority.
…Serving our Community

17. PROVIDING EXCELLENT INTERNAL CUSTOMER SERVICE
Negotiated Priorities.
1. While most customer priorities are 'urgent - must have right away' this is counterproductive to any
process. A clear communication between internal customers and service providers is essential.
2. With internal customer service, most customers believe the provider should intuitively understand
priorities because they all work for the same organization. This is false!
3. A discussion about priorities must be part of the expectation-setting talk.
…Serving our Community

18. Do you know how you contribute to
serving our external customers?
Do your Team Members know how
well they serve their internal
customers?
What are your internal relationships
like?
…Serving our Community

19. Individual
Success
Internal
Customer
Service
Team Work
External
Customer
Satisfaction
…Serving our Community

20. TIPS FOR INTERNAL CUSTOMER SERVICE PROVIDERS
1. Always know your customers' expectations, and be a part of their expectation setting. If they have false
or unrealistic expectations, explain your workflow, priorities, processes and timelines in providing top quality
service for them.
2. To help your customers utilize your services better, explain how they can be 'good customers.' Be
explicit about what you need from them in order to meet their needs. Define timelines and quality levels. Let
them know what they can expect from you. As an internal provider, tactfully tell the customers how they fit into
your workload, and listen to their delivery needs. Negotiate delivery dates and quality levels.
3. Always keep customers informed on project progress. Nobody likes to be blindsided by delays or last
minute requests for additional information.
4. Get out of your 'silo'. Take a break with co-workers from another part of your organization. Talk to them
during lunch about what's happening in their department. We all work so hard we can become myopic, lack
perspective and be ignorant about how other functions operate.
5. Open your vision to the big picture. When talking to co-workers from other departments, develop an
understanding of how the whole organization works. How does your contribution fit into the big picture? What do
other departments need from you to meet their goals? Think outside your function and department, and think
holistically.
…Serving our Community

21. TIPS FOR INTERNAL CUSTOMERS
1. Discuss your expectations with your service provider. Make sure your expectations regarding
timelines and quality levels are realistic. Ask your internal service provider what you must provide so they
can meet your needs. Ask what their process is, and understand what is involved in delivering your
request on time, and meeting your quality standards.
2. Use effective time management practices. Once you understand your service provider's
process, develop your time line for delivering the request. Certainly 'emergencies' happen, and service
providers can be pressured to meet tight deadlines. However, customers who consistently expect
providers to 'bend the rules' to meet emergency deadlines strain their service providers and disrupt
everyone's priorities. Customers who operate in 'emergency' mode have a negative impact on the
workflow as a whole, and cheat others who have planned more realistically.
3. Provide all information needed to fill your request. In your original request, include sufficient
information to allow the provider to adequately estimate the time and resources needed. Be prepared to
provide additional information requested by the provider.
4. Always be professional. Honour the provider's priorities, workflow, and processes. Do not expect
'exceptions' to the rule, especially if poor planning has created your urgency. If your work were delayed
due to another customer's 'crisis', how would it impact your goals?
…Serving our Community

22. The JPS Customer Service Culture
• It starts with us…you and me
• Linking our individual success to that of our JPS Community
• Serving each other with the aim of serving our external customers
…Serving our Community

23. The Future of Customer Service in JPS…is now!
• “You are only as good as your
customers say you are.., the customer
doesn’t see your insides, they see your
service..” Adam Stewart, CEO Sandals
Group
…Serving our Community

24. UBUNTU`
Your success is my success.., I am who I
am because of who we all are
…Serving our Community