Ban Summer Vacations!

May 14, 2008

SPEAKING OF SERVICE - by Jeff Kasper

I thought that headline would get you to look. Many organizations “staff up” for the summer, as key people go on vacation. These new hires are thrust out of a minimal training program (they’re just here for the summer anyways, why spend a lot of time and money training?) if any at all and left to fend for themselves. You’re customers don’t a take a vacation – hopefully - and, neither should your service standards.

Think of how surprised you would be if you went to your favorite theme park, on your vacation, and they couldn’t answer your questions or rides were closed because the “normal” employees were on vacation?

I’m always amazed when I hear tales of how things change when the vacation season arrives; phones may or may not be answered, information may be sent out in a few days, E-mail might or might not be checked store hours may actually be changed. I am amazed to learn how managers and supervisors seem to be resigned to the fact that their customers will be subjected to sub-standard experiences. Vacations may not be to blame for inconsistencies in service.

Now, I understand that it may be difficult to completely train a summer replacement employee as you would a permanent one. However, it is your responsibility to make sure they understand the basics of your business and your commitment to your customers.

If you don’t have one already, create a job aid with as much information as you can squeeze into it. It doesn’t have to be fancy, just chocked-full of information. Phone numbers, responsibilities, who does what, where things are, and the like. Try to keep it to one page, so your employees don’t have to look through a book to get the information.

The next thing to do is to create a “crisis plan” that everyone can articulate. You may notice that I didn’t say, “a plan that everyone knows about.” You need to ensure that everyone knows what their role is and exactly what part they will play. I know one business that actually updates the plan on a daily basis with names and extension numbers. How will questions be answered? Who will cover the phones? Who will assist customers? Who will be your “Chief Problem Solver” when you’re not around? This information needs to cover all times that you are open to the public, not just 10AM – 3PM.

Finally, manage your customer’s expectations. If you’re taking longer to assist them or fulfill requests, admit it. Apologize for any delays – don’t make excuses. If you’re in a retail environment, acknowledge your customers as soon as possible. Don’t leave them wondering if you want their business, or they may wander to another business.

Jeff Kasper is the president & chief innovation officer of ServiceQuality.US, a customer loyalty, measurement, training and consulting firm, based in Concord, CA. Questions and comments can be sent to jk@servicequality.us or visit ©2008 Customer Loyalty Builders, Inc.