uow Workshop 3 for its learning

26 Apr 2016

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uow Workshop 3 for its learning

  1. Customer Service NVQ NVQ Workshop 3 Motivation and continuous improvement 26th April 2016 University of Westminster Bev Gilder and Diane Eaton
  2. Session objectives….. • To understand what motivates us and the members of our team. • To see how understanding motivation can helps us deal with our customers better. • Recognise what can demotivate us and how to overcome those demotivators. • Consider how we can improve our delivery of customer service by ourselves and by our team. • Consider how we communicate can affect our customers.
  3. Exercise …. ………why are you doing your job ?
  4. Maslow’s Hierarchy of Needs
  5. Maslow’s Hierarchy of Needs • People are motivated to act in order to meet or satisfy a need. • Understanding your motivation is part of self awareness • Understanding others helps build teams and understand each other • Maslow believed that all humans have a drive to reach their full potential, which he called self-actualisation. • It is hierarchical.
  6. Maslow’s Hierarchy of Needs Physiological Self- actualisation Hunger Thirst Sleep Warmth Safety Security Protection Shelter Social Affiliation Belonging Acceptance Socialising Friendship Love Self- esteem Power Status Respect Appreciation Recognition Achievement Attainment Competence Personal Development Creativity Self-fulfilment
  7. Herzberg’s Two Factor Theory • Company policy and administration • Supervision • Working relationships • Status and security • Achievement • Recognition • The work itself • Responsibility • Advancement and growth Hygiene Factors Motivators
  8. Extrinsic / Intrinsic motivation • Extrinsic motivators arise from outside the individual. We are motivated to perform to receive an award or avoid punishment • Intrinsic motivators are from within the individual. We are motivated to perform because we find it personally rewarding / satisfying
  9. Demotivation – What is it? • What demotivates you / your team? • Identify 10 demotivators for you and your team. Rank them 1 -10 (1 being most important).
  10. Why people resist change • Loss of control • Personal uncertainty • Concern about competence • More work / less work • Past resentments • Real perceived threats • Past experiences of change • Lack of information or skill • Not understanding why ?
  11. Why are we cautious about change ?...... Because we know people (ourselves and others) can react badly and it cause disruption and upset and often the future feels uncertain
  12. Why we resist change • Fear of the unknown • Perceived loss of power • Fear of looking incompetent • Not seeing what's in it for me • Naturally a low risk taker • Past experiences
  13. Types of change • Enforced change – we don’t choose it at the time • Willing change – we choose to make the change
  14. The Transition Curve
  15. The transition curve - the emotional response People have four main areas of need: • They must understand the changes • They must be given the opportunity to learn new skills • Communication is very important • They need to be supported and encouraged to deal with problems • They need empathy and understanding
  16. Ways we often show resistance • Disagree with the plan • Criticise the change and or the plan • Fail to actually do the changes • Argue amongst ourselves • Shut down and withdraw from past behaviours
  17. Some responses to change at work • Entrenched – “if I sit tight this may never happen” • Overwhelmed – anxious and feel powerless • Posers – confident but may not be self aware or able. • Learners – prepared to give it a go, still feel stretched, resilient
  18. Teams need to be resilient too • Positive • Focused • Flexible • Organised • Proactive • Building and combining on strengths of all members
  19. Common Sense Motivation • ENCOURAGE initiative and responsibility • INFORM people about the job as a whole. Keep them in the picture • Explain why the task is being done. • INVOLVE people in decisions relating to their work PRAISE work well done and show that you have confidence in people. • SET STANDARDS of quality and quantity • LISTEN to each other • DEMONSTRATE EMPATHY for each other and the customers.
  20. TQM – Customer service
  21. Activity • Take your top 3 demotivators identified and think of what you can do to overcome them. • Are these linked to …. Processes Systems People and tasks
  22. In addition….consider are there other aspects of how you do things which could be improved…. • How do you know this ? • How could it be better, faster or cheaper while improving your service ? • Can you influence it ? • Who can ? • How could this be achieved ? • Next steps ……
  23. Force Field Analysis
  24. Exercise – next steps • Identify the people affected by the proposed change ( the stake holders) • Consider what could make the change succeed • Consider what would make the change difficult • Work out how you are going to do next ?
  25. Next workshop • 26th May 2016 • Rules, regulations and processes • …and their effect on existing customer service delivery and customer service improvements

Notes de l'éditeur

  1. You may have to introduce change that you do not agree with. COMMUNICATION essential to explain rationale for change. CONSULT where possible Employees have to deal with new relationships, new peer groups, new responsibilities – will need support