The document discusses several aspects of establishing a strong service culture within an organization, including the hiring process, training, teamwork, and managing employee emotional labor. It emphasizes that careful hiring to find candidates with the right attitude is crucial, as skills can be taught but attitude is harder to change. Ongoing training is also important to ensure employees are knowledgeable about all aspects of the business and how to deliver excellent customer service. Developing a culture of teamwork is highlighted as well, where employees support each other to resolve any customer issues. The final sections discuss the importance of managing emotional labor for employees through strategies like monitoring work hours and encouraging breaks, as well as implementing a reward system to recognize outstanding customer service.

1. Welcome to
The 2st step of
internal marketing
Establishment of Service Culture
Rina Suprina, M.Hum, M.SiPar
Ivan Prasetya M.Par
[ ]

2. Creating Jobs that
Attract Good People
-------------------------------------

3. Customers look for different attributes
when buying a product; employees look
for different benefits
Creating Jobs that
Attract Good People

4. Advertising should be developed with
prospective employees in mind, building a
positive image of the firm for present and
future employees and customers
Creating Jobs that
Attract Good People

5. Employees choose employers and leave
them the same way that guests select
certain hotels and then decide to switch it
is expensive to lose both guests and
employees
Creating Jobs that
Attract Good People

6. A reduction in turnover can result in
hundreds of thousands of dollars in savings
Creating Jobs that
Attract Good People

7. The Hiring Process
--------------------------------

8. The service product, in part, is the
attitude employees display as they
deliver the service experience
The Hiring Process

9. It is unlikely the service provider can
teach the service attitude that all their
customer-contact employees need.
service organizations must hire for
attitude, train for skills
The Hiring Process

10. Finding employees who are good at
creating a service experience is a vital
goal & major hiring criterion of service
organizations
The Hiring Process

11. Careful selection can have a positive
effect on the employees that are hired
because they feel special
The Hiring Process

12. Employee attitude, appearance, and
willingness to handle the guest’s
requests help form a first impression of
a hotel or a restaurant
The Hiring Process

13. It is often hard to differentiate the tangible part
of the product of competing companies. product
differentiation often derives from the people
who deliver the service
The Hiring Process

14. It is often hard to differentiate the tangible part
of the product of competing companies. product
differentiation often derives from the people
who deliver the service
The Hiring Process

15. A hotel’s marketing program brings
guests to the hotel, the staff must turn
the first-time guest into a repeat
customer
The Hiring Process

16. For these reasons, an effective internal
marketing program demands close
cooperation between marketing and
human resources management
The Hiring Process

17. Hiring and training, traditionally the
responsibility of human resources
management, are key areas in any
internal marketing program
The Hiring Process

18. A marketing-like approach to human
resources management starts with
hiring the right employees
The Hiring Process

19. Teamwork
------------------

20. Employees who are not customer
oriented often try to pass responsibility
for serving customers to others
Teamwork

21. In companies that practice internal
marketing, if one employee makes an
error, other employees try to cover it
before the guest notices
Teamwork

22. Guests do not have to understand the
hotel’s organization and business to
ensure their needs are met
Teamwork

23. In restaurants with a service culture, staff
members cover for each other. employees who
see that a guest needs something will serve the
guest, even though it may not be their table
Teamwork

24. Organizations that lack teamwork
create an uncomfortable environment
for the guest
Teamwork

25. The first employee contacted should
take care of the customer’s request &
pass it along to the appropriate person,
referred to as ownership of the problem
Teamwork

26. Customers should not have to learn the hotel or
restaurant’s organizational chart and shouldn’t
have to redirect arequest for service to another
employee
Teamwork

27. Hiring procedures need to identify
those employees who are team
players.
Teamwork

28. --------------------------
The Importance of
Initial Training

29. The Importance of
Initial Training
Too often, employees know nothing about
the hotel they work for or its products and
other items of interest to guests.

30. The Importance of
Initial Training
If employees are not enthusiastic about the
company they work for and the products
they sell, it will be difficult to create
enthusiastic customers.

31. The Importance of
Initial Training
If we hire right employees and provide good
training, we will be well on the way to having
enthusiastic employees create repeat guests.

32. The Importance of
Initial Training
When we spend a great deal of time & effort
selecting employees, we want to keep them

33. Continuous Training
-------------------------------------

34. Continuous Training
Two principal characteristics have been
identified in companies leading their industry
in customer service: they emphasize cross-
training, and they insist everybody share
certain training experiences

35. Continuous Training
Most hotel training programs for college grads
rotate new employees through all departments
in the hotel. this gives the trainees insight into
the importance of each department and how
they work together to provide service

36. Continuous Training
Embassy Suites Hotels goes a step further,
providing employees an opportunity to
increase their wages based on the number
of positions they master.

37. Continuous Training
Companies must make sure that their
employees are familiar with all the products
the organization sells. a restaurant service
person in a hotel should be able to give
directions to the hotel’s health club

38. Continuous Training
Often, employees do not have knowledge
of products in their own areas because
they have never been given the
opportunity to sample them.

39. Continuous Training
In well-managed restaurants, employees
know the menu and are trained to direct
guests to menu selections that will best
suit their taste. and instructed in how to
sell the choices on the menu

40. Continuous Training
Some firms ask why they should spend
money training employees if they are just
going to leave, which can turn into a self-
fulfilling prophecy.

41. Continuous Training
Employees are not properly trained and thus
are not capable of delivering quality service

42. Continuous Training
Unable to deliver good service, they feel
uncomfortable in their jobs and quit

43. Continuous Training
Unfortunately, this reinforces employer beliefs
that they should not spend money training
employees. not investing in employee training
programs leads to a cycle of high employee
turnover & guest dissatisfaction

44. Managing Emotional Labor
-------------------------------------

45. Just as we try to understand the customer
needs, we need to understand the needs of
our employees. one of these needs is the
ability to manage their emotions
Managing
Emotional
Labor

46. Friendliness, courtesy, empathy, and
responsiveness all require huge amounts of
emotional labor. emotional labor has been
defined as necessary involvement of the
provider’s emotions in the delivery of the service
Managing
Emotional
Labor

47. The display of emotions can strongly
influence the customer’s perception of
service quality. managers must hire
employees who can cope with the stress
caused by dealing with customers
Managing
Emotional
Labor

48. The display of emotions can strongly
influence the customer’s perception of
service quality. managers must hire
employees who can cope with the stress
caused by dealing with customers
Managing
Emotional
Labor

49. Common techniques used to manage
emotional labor include monitoring overtime,
avoiding double shifts, encouraging work
breaks, and support from fellow workers and
managers.
Managing
Emotional
Labor

50. A big cause of emotional stress is long
hours. employees often find it hard to
manage their emotions after working
for ten hours straight
Managing
Emotional
Labor

51. We have all observed or experienced service
people who were rude or uncaring after a long
shift. when employees are overworked
emotionally, service suffers
Managing
Emotional
Labor

52. -------------------------------------
Implementation of a Reward and
Recognition System

53. To sustain a service culture, policies must
create a system that rewards and recognizes
employees & managers that provide good
customer service.
Implementation of a
Reward and Recognition
System

54. An internal marketing program includes
service standards and methods of measuring
how well the organization is meeting these
standards.
Implementation of a
Reward and Recognition
System

55. If you want customer-oriented employees,
seek out ways to catch them serving the
customer and reward and recognize them for
making the effort
Implementation of a
Reward and Recognition
System