Today, I saw the tale of two very different guest experiences. I stopped at a local QSR to get some lunch. Driven into the business by pole sign advertisements and the promise of a quick bite to eat, I pulled into the drive-thru.
Cashier: “Welcome to… (Unintelligible) …Would you like to try… (Unintelligible)
GL: No thank you. I would like a Number Two with a Diet Coke.
Cashier: “Please pull up.”
I arrived at the window and promptly the window swung open as the cashier stuck her hand out for my payment. She was speaking into the microphone, presumably about another guest’s order. She returned my change and my drink. Then again, promptly shut the window. Thirty seconds later, the window slid open and the cashier handed me the bag and said, “Have a nice day.”
I got what I paid for. The order included my straw, napkins and the correct food order. The food was hot and well made. I ate and enjoyed the food. The food was exactly what I would have expected.
The next experience I had was about an hour later at the local community college. I was inquiring about signing up for a few classes when I entered the Student Services Building. There was no one at the information desk so I proceeded to stick my head in a couple of offices to see if someone else could help me. I noticed a young lady sitting behind a desk speaking with another woman. I patiently waited for them to finish their talk and once it was over, the lady look up to me.
Lady: “Hello, How can I help you?”
GL: “Yes, I am not sure if I’m in the right place but I need to speak to an advisor”
Lady: “I know how you feel, I’m not sure if I’m in the right place! (We laugh) What
program are you looking into?
GL: “I just want to take a couple of classes”
Lady: “OH well good for you (She smiles), you should go first to office 106a and she Mrs. Davis, then see the admissions desk on the next floor.”
GL: “Excellent, Thank you for your help.”
Lady: “You’re quite welcome, Have a nice day.”
This lady had no idea what I wanted but shared a joke and a smile during a 45 second exchange that left me feeling better than I did before we spoke. She was engaging and friendly. She answered my question but also allowed her personality show through. I enjoyed our little exchange and I am unlikely to see her again, but I feel good about the school and my experience there.
The lady didn’t have to understand she “had” to speak to me, she didn’t look at greeting lost people was part of her job description. She just wanted to help. The cahier, in her defense, was probably so laser focused on speed of service as she possibly ignored an opportunity to create a raving fan of her place of business in the process. While by no means am I trying to equate the job the Lady and the cashier did as one was good and one was bad. I am trying to illustrate how easy it can be to brighten someone’s day AND improve the guest experience. If the cashier had smiled at me at the right time or conveyed her wish that I had a good day while smiling maybe I would have been more likely to visit her establishment when I am deciding on where to eat next.
It is important to connect with your customers and guests with an eye on building relationships. This is why more and more companies are choosing social media like Facebook and Twitter to engage their customer base. Keep the lines of communication open and inform customers of on-going activities. Keep the brand as a “front of mind” opportunity when the guest is deciding where to spend their money. Could it be anymore simpler than how the front line employee interacts with the public? Just something I’ve been kicking around.
Friday, February 26, 2010
Tuesday, February 9, 2010
Employee Engagement
SO Disinterested or disingenuous employees are the biggest hurdles organizations must overcome to deliver a great guest or customer experience. In the life cycle of the service product a company will deliver, the company develops Standard Operating Procedures. These SOP’s are designed to help quantify the nature of service standards and ensure proper execution of the brand promise. Roles are defined between each front line employee and job descriptions are written for managers. Managers develop performance metrics for each employee and through proper coaching and follow up, a superior guest experience is achieved. Then why is the number one reason guests give for brand disloyalty is disinterested employees?
SOPs, brand promises, and vision are important components to a company but it must take comprehensive and extended steps to ensure engagement. Employee engagement, according to Swedish consultancy OPC, “… (is) the means or strategy, by which an organization seeks to build a partnership between the organization and its employees, such that: Employees fully understands and is committed to achieve the organization’s objectives” This sounds like a description of the Earth from space to me: round; mostly blue and white. Let’s take a look at what that may look like to front line employees.
A means or strategy an organization could employ to encourage employee engagement would be to develop a culture where front line employees have more control over workload issues and provide solutions for guest issues. This is called empowerment. Another high level term that may be lost on front line services providers. Do your employees know it is OK to solve a guest issue, without asking permission? Have you spent time investing in them on how to show empathy? Understanding? Do your employees feel empowered in their job? Imagine a time in your operation when every employee has emulated this and what kind of impact could this have on the business.
Building a partnership with your employees is more than having them solve their own problems; it is a true relationship with constant conversation both ways as in a good marriage. If one member of marriage only tells the spouse they love them once every three months, could you see how the other spouse can become disenfranchised? Why do we regulate employee performance reviews on a quarterly basis? To ensure the feedback happens. Why do we only give feedback once a quarter? Laziness, priorities, other projects. More frequent feedback sessions with back and forth discussions have shown to greatly improve a company’s ability to deliver exceptional results.
Once we have these programs in play, we need to follow up on them and nurture our relationships through appropriate discussions, goal setting, and celebrations. Survey companies can provide services to measure employee engagement and provide you with valuable insight on how to best leverage the results to more employee engagement. I have seen first hand the effects of failing to engage my employees properly and also the amazing results when I have. I cannot express the importance of engagement; this is something you may have t experience yourself to truly appreciate. All I ask is that you build an engagement strategy for your business. Your guests will appreciate it.
Haywood, Bob (n.d.) “How Do You Define Employee Engagement?” OPC, LTD.
Retrieved from the OPC website on February 9, 2010.
http://www.opcuk.com/downloads/defining_employee_engagement.pdf
SOPs, brand promises, and vision are important components to a company but it must take comprehensive and extended steps to ensure engagement. Employee engagement, according to Swedish consultancy OPC, “… (is) the means or strategy, by which an organization seeks to build a partnership between the organization and its employees, such that: Employees fully understands and is committed to achieve the organization’s objectives” This sounds like a description of the Earth from space to me: round; mostly blue and white. Let’s take a look at what that may look like to front line employees.
A means or strategy an organization could employ to encourage employee engagement would be to develop a culture where front line employees have more control over workload issues and provide solutions for guest issues. This is called empowerment. Another high level term that may be lost on front line services providers. Do your employees know it is OK to solve a guest issue, without asking permission? Have you spent time investing in them on how to show empathy? Understanding? Do your employees feel empowered in their job? Imagine a time in your operation when every employee has emulated this and what kind of impact could this have on the business.
Building a partnership with your employees is more than having them solve their own problems; it is a true relationship with constant conversation both ways as in a good marriage. If one member of marriage only tells the spouse they love them once every three months, could you see how the other spouse can become disenfranchised? Why do we regulate employee performance reviews on a quarterly basis? To ensure the feedback happens. Why do we only give feedback once a quarter? Laziness, priorities, other projects. More frequent feedback sessions with back and forth discussions have shown to greatly improve a company’s ability to deliver exceptional results.
Once we have these programs in play, we need to follow up on them and nurture our relationships through appropriate discussions, goal setting, and celebrations. Survey companies can provide services to measure employee engagement and provide you with valuable insight on how to best leverage the results to more employee engagement. I have seen first hand the effects of failing to engage my employees properly and also the amazing results when I have. I cannot express the importance of engagement; this is something you may have t experience yourself to truly appreciate. All I ask is that you build an engagement strategy for your business. Your guests will appreciate it.
Haywood, Bob (n.d.) “How Do You Define Employee Engagement?” OPC, LTD.
Retrieved from the OPC website on February 9, 2010.
http://www.opcuk.com/downloads/defining_employee_engagement.pdf
Thursday, January 28, 2010
Recently I ate at a restaurant that has begun to experiment with electronic interface on the table. This LCD monitored hub place at the end of the table became the topic of conversation. “What is this for?” “Beam me up Scotty” were just some of the quips to be had. A nice young lady approached the table and synced her watch with the unit and began to explain it.
This is an interactive tool that lets you contact me if you need me and it will provide you an opportunity to fill out a survey on your experience today as well as contact the manager should you need to speak to him”, she explained. This hockey puck is connected to a server in the back of the house that notifies the server with a vibrating LCD wrist watch whenever the table presses the “See Server” button. The same signal is sent to the manager if his button is pushed. The read out on the watch tells whoever is being hailed which table is requesting assistance. Once the person hits the table and resolves whatever maybe the issue. The watch is the “synced” again with the receiver to confirm the issue has been addressed. Pretty slick huh?
Finally the survey came up on the screen about 15 minutes into our dining experience and asked the obligatory questions like “How would you rate your overall satisfaction today?” and How would you rate the quality of your service today?” Once the survey is complete is sent to a monitor in the kitchen for everyone to see the ongoing results of the food and service for the last hour. Talk about real time reporting. Everyday this report is rolled up into a overall report, populated by the previous days and weeks to see how the restaurant is operating on an ongoing basis. Ah Technology.
Don’t get me wrong. I am a tech guy. I love gismos and bright shiny new stuff just as much as the next guy but I worry about the personal aspect of this. In this day and age, the trend in every sector is moving to a technology based solution. Tracking, managing, and reporting are being handled by CRMs, databases, and servers at lightning fast speed and will continue as it is a way to leverage the power of computing and work smarter not harder. When will we have computers or a program address guest issues?
Can you imagine a time when as a guest at the restaurant I just spoke of, had an issue. Since the operation had become automated, the company decided to reduce the number of staff on: fewer employees and fewer managers. Starting to feel the pressure of being everywhere at once, the manager asks for a program to be written to help clarify the guest issue at the table to speed up the guest interaction time. “If I knew what the problem was I could have a solution before I made the table”. Quicker, smarter, and more efficient, right? So the interactive coaster on your table asks, “What is the nature of your issue?” or “How may we be of service?” The guest selects on of the say ten or so most common complaint issues and sends to the manager. The manager approaches and already has an idea of the issue and because he is pressed for time, quickly attempts to resolve the issue without expressing empathy or compassion to the guest for the substandard service or product. Do you think this could happen? Will this improve service, thus loyalty to a brand through a technology portal?
The big push in service today is for automation. There are many fine companies out there that are offering technology solutions to major hospitality providers and are doing quite well. The argument is if the public as a whole is becoming more technologically-savvy than so should lines of communication with their favorite brands and service providers. Open up the lines of communication with your guests and build a relationship stronger than that of just a customer. Improve the accessibility of information to the guest before they make their decision about where to eat and where to stay. It’s called leasing the greatest sign in the world: “Top of Mind” recognition. I agree that marketing is important and that all of these previous arguments are valid and have a place in today’s business landscape, I just don’t want it at the most critical point in a business relationship: The conflict.
When I have an issue, I would like to speak to somebody who cares if I have an issue and is genuinely concerned with resolving it. I do not want a program or an iPhone app to make things run smoothly. I don’t want to tell a computer to tell someone else that I have an issue. I want a human being to care enough about my business to check on me personally. Building face to face, real relationships is far more important and lasting than the latest tool to “help” my experience. I will drive past 10 places of business to go to a place where I have a relationship with a service provider and spend my money their regardless of price.
I am sure there is a GPS that can find that place for me.
This is an interactive tool that lets you contact me if you need me and it will provide you an opportunity to fill out a survey on your experience today as well as contact the manager should you need to speak to him”, she explained. This hockey puck is connected to a server in the back of the house that notifies the server with a vibrating LCD wrist watch whenever the table presses the “See Server” button. The same signal is sent to the manager if his button is pushed. The read out on the watch tells whoever is being hailed which table is requesting assistance. Once the person hits the table and resolves whatever maybe the issue. The watch is the “synced” again with the receiver to confirm the issue has been addressed. Pretty slick huh?
Finally the survey came up on the screen about 15 minutes into our dining experience and asked the obligatory questions like “How would you rate your overall satisfaction today?” and How would you rate the quality of your service today?” Once the survey is complete is sent to a monitor in the kitchen for everyone to see the ongoing results of the food and service for the last hour. Talk about real time reporting. Everyday this report is rolled up into a overall report, populated by the previous days and weeks to see how the restaurant is operating on an ongoing basis. Ah Technology.
Don’t get me wrong. I am a tech guy. I love gismos and bright shiny new stuff just as much as the next guy but I worry about the personal aspect of this. In this day and age, the trend in every sector is moving to a technology based solution. Tracking, managing, and reporting are being handled by CRMs, databases, and servers at lightning fast speed and will continue as it is a way to leverage the power of computing and work smarter not harder. When will we have computers or a program address guest issues?
Can you imagine a time when as a guest at the restaurant I just spoke of, had an issue. Since the operation had become automated, the company decided to reduce the number of staff on: fewer employees and fewer managers. Starting to feel the pressure of being everywhere at once, the manager asks for a program to be written to help clarify the guest issue at the table to speed up the guest interaction time. “If I knew what the problem was I could have a solution before I made the table”. Quicker, smarter, and more efficient, right? So the interactive coaster on your table asks, “What is the nature of your issue?” or “How may we be of service?” The guest selects on of the say ten or so most common complaint issues and sends to the manager. The manager approaches and already has an idea of the issue and because he is pressed for time, quickly attempts to resolve the issue without expressing empathy or compassion to the guest for the substandard service or product. Do you think this could happen? Will this improve service, thus loyalty to a brand through a technology portal?
The big push in service today is for automation. There are many fine companies out there that are offering technology solutions to major hospitality providers and are doing quite well. The argument is if the public as a whole is becoming more technologically-savvy than so should lines of communication with their favorite brands and service providers. Open up the lines of communication with your guests and build a relationship stronger than that of just a customer. Improve the accessibility of information to the guest before they make their decision about where to eat and where to stay. It’s called leasing the greatest sign in the world: “Top of Mind” recognition. I agree that marketing is important and that all of these previous arguments are valid and have a place in today’s business landscape, I just don’t want it at the most critical point in a business relationship: The conflict.
When I have an issue, I would like to speak to somebody who cares if I have an issue and is genuinely concerned with resolving it. I do not want a program or an iPhone app to make things run smoothly. I don’t want to tell a computer to tell someone else that I have an issue. I want a human being to care enough about my business to check on me personally. Building face to face, real relationships is far more important and lasting than the latest tool to “help” my experience. I will drive past 10 places of business to go to a place where I have a relationship with a service provider and spend my money their regardless of price.
I am sure there is a GPS that can find that place for me.
Tuesday, January 26, 2010
Guest Loyalist here,
It has occured to me that even though the guest is priority #1 for any business that the larger the organization, the possiblity of the guest getting lost in the beurocracy grows.
Business owners and managers become so focused on leveraging systems and organizational structure to really listen to the guest's concerns.
How does your organization do with listening to the needs of the guest?
It has occured to me that even though the guest is priority #1 for any business that the larger the organization, the possiblity of the guest getting lost in the beurocracy grows.
Business owners and managers become so focused on leveraging systems and organizational structure to really listen to the guest's concerns.
How does your organization do with listening to the needs of the guest?
Friday, January 15, 2010
Guest Loyalist
This blog is meant to address some short comings in the guest experience I have witnessed as well as the constant struggle companies are in to define, teach, and empower the employees to provide resolutions.
In my experience every company worth their weight will have some sort of program for addressing guest concerns. It’s usually some acronym that identifies the adjectives of guest resolution and the timeline in which to execute the points in a manner befitting the organization, S.T.A.R.S., L.A.S.T. and the like. These axioms of the guest service world are designed to help a front line employee correctly address a guest issue or for a company to hang its flag from. I enjoy hearing each but each has the same intention; Treating the customer/guest with a genuine concern and correct the issue while displaying proper manners.
That’s all I as a guest really wants. When I have a poor guest experience, I want someone to care about it that isn’t the manager. I want the service provider (whomever that maybe) to care that I am dissatisfied. I want them to care not because as a way of avoiding of a possible uncomfortable conversation they may have to endure after I have left or because they may have lost a tip but because they believe they did not do their best and they are contrite about it. It is common in our culture to shutter away and cathartically rationalize poor performance or mistakes as ‘just a bad day’ or ‘They came in pissed’. I just don’t think this is a very healthy attitude and continues to hinder true progress of a company.
Understanding the mindset of the individual and providing an opportunity to make mistakes without penalty maybe the only way to change this dynamic. Considering this, why aren’t there more acronyms and development tools for frontline managers to exhibit and employ to encourage real sympathy for an unsatisfied guest? It seems that the ability to shift the responsibility from our own responsibility is our entire fault. When we pass the buck in a hierarchal system and fail to accept our own responsibility in a team setting we create the eventual front line employee into a autobot, incapable of expressing sympathy and empathy as the constant waves of berating form their supervisors have eroded any ability to comprehend the obvious.
It is the organizational structure and the culture of the organization that supports the lateral movement of information and accountability that will encourage a genuine care a front line employee should exhibit towards an effected party.
Sounds easy right?
In my experience every company worth their weight will have some sort of program for addressing guest concerns. It’s usually some acronym that identifies the adjectives of guest resolution and the timeline in which to execute the points in a manner befitting the organization, S.T.A.R.S., L.A.S.T. and the like. These axioms of the guest service world are designed to help a front line employee correctly address a guest issue or for a company to hang its flag from. I enjoy hearing each but each has the same intention; Treating the customer/guest with a genuine concern and correct the issue while displaying proper manners.
That’s all I as a guest really wants. When I have a poor guest experience, I want someone to care about it that isn’t the manager. I want the service provider (whomever that maybe) to care that I am dissatisfied. I want them to care not because as a way of avoiding of a possible uncomfortable conversation they may have to endure after I have left or because they may have lost a tip but because they believe they did not do their best and they are contrite about it. It is common in our culture to shutter away and cathartically rationalize poor performance or mistakes as ‘just a bad day’ or ‘They came in pissed’. I just don’t think this is a very healthy attitude and continues to hinder true progress of a company.
Understanding the mindset of the individual and providing an opportunity to make mistakes without penalty maybe the only way to change this dynamic. Considering this, why aren’t there more acronyms and development tools for frontline managers to exhibit and employ to encourage real sympathy for an unsatisfied guest? It seems that the ability to shift the responsibility from our own responsibility is our entire fault. When we pass the buck in a hierarchal system and fail to accept our own responsibility in a team setting we create the eventual front line employee into a autobot, incapable of expressing sympathy and empathy as the constant waves of berating form their supervisors have eroded any ability to comprehend the obvious.
It is the organizational structure and the culture of the organization that supports the lateral movement of information and accountability that will encourage a genuine care a front line employee should exhibit towards an effected party.
Sounds easy right?
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