What is more important, deadlines or quality of work? - kinenbicounter.info Specialties
Are the performance standards agreed and written down? Expectations need explaining and agreeing for all aspects of the employee's responsibility and create the biggest challenges and problems, are those areas concerned with a ' failure' to which owns that responsibility, for example health and safety, or quality. customer needs and expectations, providing services to agreed timescales and quality K7 how to set and meet timescales and quality standards with internal. We set out a new vision and direction for the Care Quality Commission (CQC) .. To meet the requirements of the regulation, a provider has to: place that describe the actions required and timescales for action to be taken.
Consider the problem as an opportunity to learn new things, because as you deal with the problem, you will learn a lot and gain a lot of new experiences. It helps you to grow up as a strong person and have strong will power. When problems of the same kind are repetitive, it is good not to deal with it the way it was dealt with before, but to take advice from others and use a different procedure to deal with it, so that it does not repeat in the future.
Put yourself in the situation and mindset of the customer and set aside the feeling that you were not responsible for the problem. Focus on the client and their situation. Listen to them actively as they want you to listen to them.
Ask them why they are upset and what the problem is and how it happened. Do not jump into conclusions instantly, but listen to them completely and wait for them to finish. Do not interrupt either Watch their body language Repeat to them what you have heard to confirm you have heard it right Be empathetic and show them that you have understood why they are upset.
Provide them with choices of solutions if possible. Take actions and follow-up on the problem also making them aware of the steps that will be taken to resolve and how it will be resolved. Once resolved, contact the customer to say that the problem that was being dealt with has now been resolved. This will make the customer happy and show that you genuinely care. It also helps to efficiently and effectively monitor the status of the complaint.
This is used to also improve the working of the organisation. The purpose and value of a complaints procedure are: Provides a formal route to address concerns and any problems Ensures that complaints are considered fairly, dealt with at once within the agreed timescales Helps resolve complaints constructively without damaging relationships Helps with confidentiality Helps with an appropriate response Promotes good employment practices Encourages harmony at work place Helps reduce bullying, harassment and victimisation at work Improves customer retention and gives a good reputation to the organisation Helps the organisation decide on appropriate actions regarding the complaint Helps the organisation identify its areas of weakness thereby helping with improvement and development 6.
There are many indicators that can be used to monitor internal customer satisfaction and the quality of internal customer service provided by the organisation. This can be done by: Receiving feedback from staff and taking surveys from them from time to time Checking on the time it has taken to respond to enquiries Gathering information about how they found out about this organisation and what made them want to work with the organisation Monitoring sales and other accounts Statistics of customers staying with the organisation and leaving the organisation The number of complaints received and the number of complaints resolved The awards received or nominated for in a particular year or period of time Performance against a standard target for improvement Checking how services and products were delivered Check for any requests in service improvements Monitoring service delivery Monitoring customer perception of the organisation The purpose and value of monitoring internal customer satisfaction are: It helps with improving customer service skills within the organisation Will help the organisation improve its working standards and service delivery Internal customers have a feeling of security and will know that the organisation cares for them The customers feel valued Improves performance of the organisation Improves the profit for the organisation Internal customers when cared, will care for the organisation and bring in more external customers The organisation learns a lot through internal surveys and feedback Customers know that their thoughts are listened to 6.
It is an essential part in any business or organisation. Feedback helps with making future plans and progress in business. Some techniques for collecting and evaluating feedback are: Suggestion box — This box can be kept at reception or near the entrance in an organisation and customers can drop in suggestions anonymously into the box about any issues, enquiries or improvements necessary.
These can be collected on a regular basis and discussed in meetings to decide on the best possible results. Our organisation has a suggestions box at the entrance of the building Comments book — This is not something everyone will like to use, but still can be left in a corner at reception for customers to write in comments and suggestions.
In our organisation we have comments book for building maintenance issues Feedback or evaluation sheets — These sheets can be sent out to customers or kept available on the intranet, so that customers from various departments can answer questions in that form or write down suggestions based on their experience with the service, performance of the organisation and the way they feel or are treated by the organisation in every aspect Questionnaires — These can be again sent out by email or by post or on phone, or face-to-face or made available on the Intranet.
Customers can choose to anonymously answer these questions just giving information about the department or directorate they work for. Our organisation does this every year through a link on the intranet. It is a process through which customers can voice their thoughts.
Focus groups and participative evaluation processes can also be used to monitor customer satisfaction. There are also various activities to help improve communication and relationships between the internal customers and between the customers and the organisation. Good modern managers strive to balance these two areas according to the situations in which performance needs managing.
What is quality management? | APM
This involves judging each different situation on merit and deciding a course of action and management style that is right for the situation.
For instance, we need to be caring and compassionate if, for example, an employee needs help and encouragement to get through difficulties or challenges. On the other hand we need to focus on accountability responsibility where, for example, matters of health and safety or essential processes or policies are concerned.
Being able to assess situations and adapt our management response is vital to managing people. If we manage people well, we manage performance well too. It's important to recognise a fundamental fact: There is actually no such thing as a person who is in themselves a 'poor performer'.
Where people fail to perform in any respect it is generally because of poor management or a flawed organisation. Understanding this - that everyone is potentially a great performer - is a key to being a great manager of people and performance. Sumantra Ghoshalthe humanist management writer and academic, who believed that management should be above all else a force for good, got it right when he said: We are moving beyond strategy to purpose; beyond structure to process, and beyond systems to people Asshole management is not inevitable.
It's not about systems or processes or rules or computer systems. Ask people what they need. These are the responsibilities of the manager - not the employee. Don't assume everything is understood and perfectly within people's capabilities.
- Introduction to Quality management
- Performance Management
- Customer Experience Standards and Service Level Agreements
Instead, take time to explain, check and ask until everyone concerned is happy and sure of what needs doing, why, and how. Expectations need explaining and agreeing for all aspects of the employee's responsibility and performance - from the most basic standards, to the most open-ended freedoms - yes even freedom is an 'expectation' that must be explained, understood and agreed.
Different aspects of performance, and different tasks and responsibilities, of course need treating in different ways, as do people according to their different levels of experience, knowledge, capability, capacity and confidence.
Deliver, Monitor and Evaluate Customer Service to Internal Customers: Part II
Usually the aspects of performance that place the biggest demands on managers, and create the biggest challenges and problems, are those areas concerned with a 'failure' to perform to a certain standard or target or other requirement. Performance above standard rarely creates a management headache. It makes sense therefore to look first at managing performance at the level of basic standards and responsibilities. And just a quick note about performance appraisals and where they fit into performane management: Attending to below-standard performance needs to be handled at the time - do not wait to spring it on people several months later at the dreaded performance appraisal.
Make sure you never allow a situation to develop where one of your people could turn round to you and say, "I wish you'd told me at the time - if I'd known about it then I'd have sorted it out Most people need feedback at least once a week. A few can get by with feedback once a month, but even for seriously capable high-level strategic people this is a starvation diet. Be mindful - performance management more than just a once a year process - it's a continuous activity.
Basic responsibilities and standards Certain expectations of performance are mandatory standards that are or should be effectively written into employment contracts, or at least referred to in appropriate operational procedures.
Such expectations and standards form part of the 'psychological contract' that exists between employer and employee. You must know what these things are, and you must have a clear commitment from your people that these are 'given's, because we've all got better things to do than fart around sorting out stuff that one might expect to come across in the primary school playground, but not at grown-up work.
In other words, management is challenging enough without having to spend time on things that form part of people's basic contract and published standards for doing the job.
By implication, this aspect of performance should manage itself. So, what if performance needs managing in this area?