0 1
Five years ago, shortly after the opening of this branch, complaints followed, including many internal complaints. The pressure of preparing for opening quickly turned into the pressure of branch operation.
In order to understand the situation, the person in charge of the network asked all the staff to write a proposition composition, "My Views on the Present Situation of Network Service".
The composition was handed in soon. After careful reading, I found that the teams blamed each other, both inside and outside the counter. Obviously, the newly formed teamwork is very problematic.
"If employees are unhappy, how can there be happy customers?" Everyone can say this sentence;
But to really make employees happy, we need methods and more actions.
02
One month before Thanksgiving, the outlets started the staff activity of "Love around, be grateful for happiness".
Make the names of all employees into lottery cards, each employee draws the names of other colleagues, and then in the next month, provide each other with as much help as possible, including work and life.
The interesting thing about this activity is that the help is anonymous. Only the person who offers help knows who he wants to help, but the person who is helped doesn't.
In the next month, many interesting things happened: those who come to work hungry will find a breakfast on the table; If there is too much work, there will be other colleagues to help ... There are more and more surprises and feelings among colleagues, and everyone is guessing: So who, did he get my name?
The answer was revealed at the Thanksgiving morning meeting.
Everyone prepared a card and a gift to thank the guessed helper.
Some people guessed right, which was unexpected and some people were surprised, but everyone had a feeling that more than one person was helping themselves.
Everyone was moved, shed tears and hugged each other.
After the activity, the employees asked: Can this activity not end? This activity should continue!
At the same time, outlets began to increase employee care, such as providing love afternoon tea, a piece of bread or cake, a cup of tea and the cost of 5-6 yuan for each employee after work at 5 pm every day, which greatly improved employee satisfaction.
Within a month, a warm team appeared.
03
The next step is to formulate service standards, and the employees of the outlets will work together to make a new version of the service standards.
For example, all kinds of drinks are usually provided only in the VIP room, but the "new standard" places a drink rack in the lobby to provide 4-5 different drinks, including tea, juice and coffee. According to different seasons, sour plum soup, chrysanthemum tea, etc. Will be prepared, requiring every customer who enters the store to have a cup;
The lobby not only provides candy, but also provides snacks for business customers at noon;
The usual bank outlets only provide reading glasses at a single gas filling station, while the new service standard provides three pairs of reading glasses with different degrees at each counter, and also puts paper fetching and antibacterial hand sanitizer;
Employees have designed various business operation cards themselves, printed them uniformly and put them in the counter and online banking area, which is convenient for customers to handle business and can be taken away;
……
Even if it is the result of collective efforts, once the new version of the standard is issued, it will still be controversial and it is impossible to implement it in one step.
The lobby manager will complain: how can I have time to provide drinks to every customer? Let him choose?
The management believes that the increase in the variety of consumables virtually increases the service cost. ...
I'm curious too. Won't snacks be robbed in public areas? How can we ensure that lunch breaks are used by customers in need?
In fact, the business volume of commercial banks is relatively small. After repeated training and supervision by the lobby manager, the beverage counter was placed in the customer waiting area, which really ensured that every ordinary customer had a drink;
For outlets with small business volume, you can put the snack box in the public area during lunch break, which is convenient for customers to take it by themselves. For outlets with large business volume, the snack box is kept by the lobby manager. At noon, when you meet a customer who handles business, the standard words are:
Hello, I'm very sorry. At noon 12, our tellers take shifts every 20 minutes or so. Let me have a look at your business type, XX. Let me check the documents for you first to make sure they are complete. At the same time, we also provide some snacks and various teas for the waiting customers. Do you think you need me to prepare one for you?
At the same time, the business reminder cards designed by employees themselves really help you to reduce a lot of repeated reminders, and also reduce the phone calls of many customers.
In order to improve the service, we often sum up the service experience together, do small service cases and conduct repeated training. Let us feel the wisdom of service:
In practice, they formed the service concept of "Three Ones, Three Hearts":
A smile, a greeting, a glass of water;
Focus on customer needs, smile from the heart, and keep the communication true.
If every post does its own thing according to the standard, the whole service process will be smooth.
04
In just half a year, when I went to thousands of outlets for inspection, the inspectors frequently praised the service of outlets after sampling the videos. Their exact words were "A dark horse appeared here".
This outlet became a "thousand outlets" in this year and won the "Top 100 Creation Excellence Award" in the second year. Compared with the harsh selection of thousands and hundreds, this speed is nobody.
However, it is more difficult to cultivate a service culture than to select thousands of top 100 companies.
This bank holds a service competition every year to promote people's attention to service and improve employees' service skills. Competition is an important way to cultivate service culture.
In the first year, the "service talent" competition
"Smiling talent" is selected within the outlets.
Organize a "knowledge expert" competition within the whole bank.
We also selected "innovators" through the service innovation plan.
In the second year, the 100-day service competition "Little by little to achieve dreams, service to create brilliance".
By answering questions in a limited time and changing both sides in real time, the service marketing and service knowledge are greatly improved, and finally the champion is produced.
The key to this contest lies in the question bank. How to make it neither too difficult nor too easy to make everyone feel competitive is very painstaking.
In the third year, the "Better Service with Knowledge" Service Knowledge Discipline Development Competition.
Mobilize the wisdom of employees and teams, invite everyone to do service knowledge project development, and finally produce a series of quite good service knowledge manuals such as "300 Questions about Hall Business Knowledge".
The fourth year, the service etiquette competition.
Including service standard display, service scene demonstration and service knowledge contest.
The title of the competition is becoming more and more vivid, from the original title to the wrong title in the scene. They shoot their own service videos, carefully design service problems and complete the later video editing.
I'm impressed,
"This is all the work done by training consulting companies. Whether it's contest planning, question bank preparation, video shooting, activity organization, everything is very expensive. How much money have you saved for the industry in recent years? "
Service standards alone are not enough to make services warm.
People with temperature are not enough to keep the service unchanged.
Only with the service standard of temperature and continuous cultivation of service culture can we create temperature service.
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