“Truth builds trust.”

1. www.humanikaconsulting.com
Improving Service Quality
Workshop
www.htc-consult.com

2. Purpose of Today
“To provide you with an opportunity to explore
ways to improve service quality”

3. Introductions
Please briefly introduce yourself, giving the following
information:
 Name
 Role and Responsibilities
 How would you currently rate overall service quality out of
10?

4. Workshop Overview
 Introduction
 Service Quality in Context
 The Service Quality Framework
 Agreeing the ‘Service Goals’
 Self-assessment against the goals to determine current gaps
 Action Planning
 How to Communicate those goals to the wider team?
 How to address any gaps identified?
 How to internally and externally measure service quality into the
future?

5. Keep Things Simple . . .
“Everything should be made as simple as
possible, but not simpler.”
Albert Einstein

6. Today is really about four questions
with regard to service quality. . .
Where are we
now?
Current Service
Quality
Service
Excellence
Where do we
want to be?
Defining Service
Goals
How will we get
there?
Action
Planning
How will we know we
are getting there?
Measuring Service
Quality

7. Service Quality in Context

8. It’s not only about price...It’s about
Value
Price Vs Value
Understanding the ‘Risk Factor’

9. Why Bother Striving for Service
Excellence?

10. Service and Profit
Excellent service is a profit strategy because it results
in:
 More new customers
 More business with existing customers, fewer lost
customers
 More insulation from price competition - excellent
businesses can charge a premium price
 Fewer mistakes requiring the re-performance of services.

11. What is Service Quality?
Reliability
32%
The ability to perform the promised service
dependably and accurately
Responsiveness
22%
The willingness to help customers and provide
prompt service
Assurance
19%
The knowledge and courtesy of employees
and their ability to convey trust and
confidence
Empathy
16%
The caring, individualized attention provided
to customers
Tangibles
11%
The appearance of physical facilities,
equipment, personnel, and communication
materials

12. All customers are equal...but some
are more equal than others
 The top 20 percent of customers tend to generate the lion’s
share of profits.
 Companies only break even on the spending of the middle
70 percent.
 The bottom 10 percent actually generate a loss.
Source: Deloitte

13. Service Excellence Doesn’t Happen
in Isolation
Engaged Employees
 Employees feel fully
engaged with the
business and are
willing to give their
all in support of
achieving the
companies goals
Quality System
 Effective systems
and procedures are
in place, with
effective training
given to employees
Culture & Climate
 The culture of the
business is
employee and
customer
focused and the
‘climate at work’
is positive
Effective Leadership
Continuous Improvement
Service
Excellence

14. Employee Engagement - Some
Evidence
Gallup Q 12 Survey
The Three Types of Employees
Engaged – employees work with
passion and feel a profound connection
to their company
Not Engaged – employees are essentially
‘Checked Out’. Sleepwalking through their
working day
Actively Disengaged – employees aren’t just
unhappy at work, they’re busy acting out their
unhappiness
29%
55%
16%

15. Some Evidence
CIPD
Employee Engagement Survey
Actively Engaged
Moderately Engaged
Actively Disengaged
35%
57%
8%

16. CIPD Survey
 Only 37% of employees had confidence in their senior
management team
 Only 34% trusted their senior managers
 42% didn’t feel they were kept well informed about
what’s going on in their organization
 30% indicate that their manager rarely or never gives
feedback on their performance
 25% felt completely undervalued
 Only 50% of employees feel that their senior managers
have a clear vision of where the organisation is going

17. The Human Equation
Employees
Engaged
Employees
Employees
Lead
to
Processes
Productivity,
efficiency and
quality
Processes
Results
in
Results
Outcomes
Achieved &
Satisfied
Customers
Results
Engaged employees deliver better results.
Effective leadership engages employees!

18. Exercise
In your pairs/groups, identify how well you currently perform
against the Service Excellence Model.
Take 15 mins.

19. Service Excellence Doesn’t Happen
in Isolation
Engaged Employees
 Employees feel fully
engaged with the
business and are
willing to give their
all in support of
achieving the
companies goals
Quality System
 Effective systems
and procedures are
in place, with
effective training
given to employees
Culture & Climate
 The culture of the
business is
employee and
customer
focused and the
‘climate at work’
is positive
Effective Leadership
Continuous Improvement
Service
Excellence
How do you know?
How do you rate in these areas?

20. The Service Quality Framework

21. The Route to Excellence
The Route to Service Excellence
ExperienceExpectations Evaluation
What are your
customers’
common and
specific
expectations?
How do you define
them?
Physical
Products
People
Procedures
How does the
experience you
offer rate against
the quality
continuum?
Are you exceeding
your customers’
expectations?
How do you know?

22. Where are we
now?
Current Service
Quality

23. Exercise
In your pairs/groups, identify what you believe are the key
service quality issues to be addressed.
Use the framework to guide your discussions.
Take 20 mins.

24. Achieving Consistency (S)
The Route to Service Excellence
ExperienceExpectations Evaluation
What are your
customers’
common and
specific
expectations?
How do you define
them?
Physical
Products
People
Procedures
How does the
experience you
offer rate against
the quality
continuum?
Are you exceeding
your customers’
expectations?
How do you know?

25. Where do we
want to be?
Defining Service
Goals

26. Service Goals Concept –
‘Standards’ versus ‘Goals’
Sample
Service
Goals
The exterior and surroundings of the establishment are always well maintained,
create a positive first impression and are safe and secure for customers. Smoking
areas are regularly tidied.
The appearance and hygiene of employees is always good and they consistently
wear name badges.
The presentation and quality of facilities within the establishment is always of a high
standard.
Toilets are well maintained and presented at all times and offer a pleasant,
comfortable and hygienic environment.
All customers receive a prompt acknowledgement upon entering and a warm
welcome is given with appropriate eye contact and a smile.
Orders are always taken in a pleasant and professional manner. Up-selling skills
are used in a non-intrusive manner.
What are your thoughts on adopting this approach?

27. Encourage your employees to put their
personal signature on the job as they work
to achieve the service goals
Get them to think about things they can
do for your customers to make them feel
special – things which leave a memory
and makes them want to come back

28. Exercise - How do you rate
currently against the goals?
Date -
How do we Rate?
Our Service Goals
Poor Acceptable Good Excellent Exceptional
Scoring 0 1 2 3 4
1. The exterior and surroundings of the establishment was well
maintained, created a positive first impression and was safe and
secure for customers. Smoking areas were regularly tidied.
2. The appearance and hygiene of employees was good and they
consistently wore name badges.
3. The presentation and quality of facilities within the establishment
was of a high standard.
4. Toilets were well maintained and presented at all times and offered
a pleasant, comfortable and hygienic environment.
5. All customers received a prompt acknowledgement upon entering
and a warm welcome was given with appropriate eye contact and a
smile.
6. Orders were taken in a pleasant and professional manner. Up-
selling skills were used in a non-intrusive manner.

29. How will we get
there?
Action
Planning

30. Action Planning
Key Considerations
 Who is going to take ownership for the initiative?
 What commitments are you ‘collectively’ prepared to make
towards improving service quality?
 Who will develop/finalise the service goals? By when?
 How will you communicate those goals to the wider team?
 How will you address any gaps identified?
 How you will internally and externally measure service quality into
the future?

31. How will we know we
are getting there?
Measuring Service
Quality

32. Internal & External Measurement
Internal
 Self-assessment by managers an employees
External
 Link to Mystery Guest

33. Mystery Guest template - Extract
Date -
How do we Rate?
Our Service Goals
Poor Acceptable Good Excellent Exceptional
Scoring 0 1 2 3 4
1. The exterior and surroundings of the establishment was well
maintained, created a positive first impression and was safe and
secure for customers. Smoking areas were regularly tidied.
2. The appearance and hygiene of employees was good and they
consistently wore name badges.
3. The presentation and quality of facilities within the establishment
was of a high standard.
4. Toilets were well maintained and presented at all times and offered
a pleasant, comfortable and hygienic environment.
5. All customers received a prompt acknowledgement upon entering
and a warm welcome was given with appropriate eye contact and a
smile.
6. Orders were taken in a pleasant and professional manner. Up-
selling skills were used in a non-intrusive manner.

34. Use the four questions to guide you
as you move forward. . .
Where are we
now?
Current Service
Quality
Service
Excellence
Where do we
want to be?
Defining Service
Goals
How will we get
there?
Action
Planning
How will we know we
are getting there?
Measuring Service
Quality

35. Thank You