Improving Efficiency from HR

The rule of thumb to deal with customers is to provide the nature of service expected whenever a particular need arises -any time, all the time. In order to meet those expectations companies invest great amount of resources conveying incorporation of good practices among first-line workers using a feeling of empathy with solicitors; thus leveling up with consumers’ emotions. But it awkwardly happens that few managers are able to supply warm compassion to collaborators that could also face service issues inside the organization. In other words, When was the last time that you promoted good internal service in your department?

There has even been some public interest about the “insight point of view” on TV shows like “Undercover Boss” or “Secret Millionaire” where high-executives get involved with lower structures of production in order to gain understanding of how things are done and which motivations are propitiatory of excellent service. Their interest is to discover the forces behind such deliveries when in fact, there is no secret in employees’ good deeds as long as they are not deviated off their tasks with distractions from their working environment. 

This has been researched since the Hawthorne experiments conducted by Elton Mayo in 1927 and subsequent management theories. In those studies, it was verified the powerful influence of distinct factors on productivity rates. That is to say that you are not going to attain a successful business by only providing machines, system and operators alone if you don’t add to the equation the human factor’s needs. This includes psychological and social features besides basic physiological necessities, thus provisioning concrete and conceptual conditions to effectively adopt objectives, good practices and desired performances in workers’ development.

You cannot change human social behavior’s patterns  by simply commanding instructions through the company’s formal channels of communication or stating specific conducts in operational manuals. It just doesn’t work that way, regardless of as many memos as you can send or labeling profiles in positions’ descriptions. Workers are going to act upon internal and social beliefs before embracing endorsed outlines that have not been internalized first. In order to achieve a predetermined institutional profile in your employees, it is a good idea to examine individual and group standards, finding out how to conveniently shape them and considering all parties involved: the enterprise, workforces and society. 

This works out a formula that increases good results in operations, based on the sole ability of seeing work through workers’ eyes. Empathizing with a possible different perspective of management’s meetings where sometimes logic behind collaborators’ actions constitute a puzzle.  When that happens, we need to dig deeper and discuss realistic solutions to solve originating causes of undesirable conduct.

By implementing internal customer service with an integral scope that includes higher structures, you can detect causes of complaints, discomforts and potential crises; therefore promoting a proactivity also requested from workers as well. You are also being coherent with your public preach of good customer service, becoming an example to be reproduced to your patrons by the internal recipients of such good actions.

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