This document outlines the objectives and content of a customer service NVQ workshop on motivation and continuous improvement. The workshop aims to help participants understand what motivates themselves and their team members, and how motivation impacts customer service delivery. It covers various motivation theories including Maslow's hierarchy of needs and Herzberg's two-factor theory. The workshop also discusses what can demotivate individuals and teams, and how to overcome demotivators. Participants consider ways to improve customer service through better self-awareness, team communication, and understanding how change impacts people. Exercises are used to identify personal and team demotivators and ways to address them.
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.
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.
9. 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
10.
11. 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).
12. 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 ?
13. 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
14. 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
15. Types of change
• Enforced change – we don’t choose it at the
time
• Willing change – we choose to make the
change
19. 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
20. 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
21. 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
22. Teams need to be resilient too
• Positive
• Focused
• Flexible
• Organised
• Proactive
• Building and combining on strengths of all
members
23. 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.
25. 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
26. 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 ……
29. 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 ?
30. 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
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
