We often feature customer service here and the importance of getting it right – never more so than dealing with a customer complaint. Or even preventing a problem turning into a complaint… so I thought I’d share this with you…

Background

A land line went down here the other day and I was having real hassle getting through to the telecomm provider to report it.

• The recorded service I got through to (using a cable line) said it couldn’t run the test on the faulty line as it was busy… and suggested I call back…
• The form on the website accepted all the details I inputted then wouldn’t process…
• When I finally got through to a human being, English wasn’t her first language and she insisted on trying the web route again on my behalf – only to discover it wouldn’t register the fault…

I was eventually transferred to someone in the UK who manually logged the necessary information and started the process of sorting it out. From then on, I must admit in all fairness, it all happened pretty quickly.

Meanwhile, the interesting bit

Half an hour into this malarkey I was really getting hacked off, so I tweeted about it on Twitter, naming the company. Within about a further 20 minutes I had a direct tweet from its Care team inviting me to email them the info and they’d get on the case!

I did email them and thanked them for spotting my dilemma and offering to help. I also suggested they get the ‘powers that be’ at their (blue chip) company to phone in with problems/ use the website to try and solve them and see how they get on see how they like the experience.

Even when I received a follow up call the next day to check that everything was okay I still felt that they were playing catch up from a customer service viewpoint:

The competent human interaction should be there right from the first contact.

Now a question for You

What happens when a customer phones your company with a complaint?

PS: You Plc coming soon – Customer service happened to be more topical for me right now

With recruitment issues way at the back of many companies’ minds in the current economy, this may seem like weird timing to raise the issue of the potential ‘risk’ involved in employing young women:

Will she decide to go off and have babies?
If she’s already a mother, what happens when one of her children is sick?

Some years ago I needed to recruit people (admittedly on a temporary basis) for a telephone marketing research project. It was my first in that role for the company and I decided to opt for 10 part timers rather than 5 full timers (there were good reasons for this – contact me direct to know more) and I was going to be a ‘model’ employer : The best 5 males and the best 5 females would be taken on, trained and have a two-week trial period.

It was a tough one that entailed a) identifying and b) conducting a 45-minute telephone interview with plant directors/managers in specific industries across 3 European countries. The first stage was with English speaking participants though the team had the language capabilities to cover all 3 countries for the roll out.

As it turned out, none of the males ‘made the grade’ whereas all 5 females (including an artistic ‘resting’ film director and a down-to-earth mum of three who had never worked in an office before) were retained and went full time on the project, were introduced to the client and really ‘got into’ their part in the aims of the research. They bonded well as a team with the ‘mum’ naturally herding and taking on additional responsibilities, and each went on to work on further projects as and when their skills were required and they were available.

That didn’t mean that I never took on some smashing blokes to work on later projects, rather that my focus should have been on the best 10, regardless of gender, in the first place.

The point to this?

People will move on; their priorities will change, as will their circumstances. Employers can’t predict when and why. We can only willingly take the opportunity to work with the best as and when it presents itself to us, for as long as it lasts.

I want to give credit to a post I saw earlier today that started off this particular stream of thought: Is it too risky to employ young women? and suggest a mosey over there would be worthwhile – you’ll see input from different and interesting angles and viewpoints…

Enjoy!

Next up: I think it’s time to look at You Plc (unless something extremely topical alters my tack… )

When the manufacturer long upheld as a shining example of Gemba kaizen and the use of PDCA, quality management and all things ‘lean’ gets it wrong, it does so in the unrelenting glare of the global media!

Toyota car recall hits US, Europe and China pulls no punches and shows the far reaching ramifications not only to Toyota but, by implication, the impact on its workforces and their communities in several countries around the world.

In contrast, when small businesses get it wrong, ‘it’ can often be contained, kept under the radar and fixed with minimal brand damage.

The good thing about the Toyota situation that we can and should all take on board is:

There’s not the slightest element of “Not our fault” or heads in the sand from the company. It’s “Let’s get this sorted out.”

Putting ourselves in the customer/client position: What kind of company would we be inclined to stay with?