As an Analyst in the Customer Service industry, I'm often struck by how many people seem to approach Customer Service Quality as if it were no different from Quality in the Manufacturing Industry.
In the Manufacturing world, quality is a function of inputs. The nature of the materials used, and the processes applied to them determine the quality of the finished product. If I want to ensure a high quality product, I can do so by ensuring high quality inputs (top quality raw materials and rigourous processes). In theory, I have all but 100% control over the inputs, and thereby, 100% control over the outputs.
In the world of Customer Service, the most significant input is a variable. The Customer is the main input of customer service, and I know very little about that input until I come into contact with it. I don't even know if the Customer is male or female.
The second most significant input is also a variable. That input is the Customer Service Professional. As part of a Customer service group, the CSR has a unique style, a unique set of skills and talents, and a unique set of biases and blind spots. The process that works for another person may not work for the CSR.
We can't approach Customer Service with rigour. Rather, our approach must be principled and dynamic. The CSR must understand what they want to achieve, but they have to have sufficient freedom of movement to use their strengths and to compensate for their weaknesses in achieving it.
2 comments:
David, with your permission, I would love to include the below quote from your blog when addressing the issue of Quality in Customer Service with my peers and direct reports.
You've hit the nail right on the head.
"We can't approach Customer Service with rigour. Rather, our approach must be principled and dynamic. The CSR must understand what they want to achieve, but they have to have sufficient freedom of movement to use their strengths and to compensate for their weaknesses in achieving it."
David Badilotti
Be my guest!
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