When we talk about the telecom sector there are many jobs and these involve services that aid in the making of a video and the internet and voice communications. In the beginning the telecom circle dealt only with wired or land line communications but with the advancement of the technology there are many other specialized services also. There are many jobs in this sector. There is about 49% of work of the total jobs available in this sector. The work in this field can be divided as working in the maintenance and repair section, or the installation section or the customer service and support or the telecommunication engineers.
The telecom job descriptions depend on the above mentioned sections. When it comes to the maintenance and repair section the job is restricted to the access of the cable lines and the workers here have to ensure that these lines are functioning properly in the system.
The installation forms the major component of the telecom circle. The job descriptions of the installers may involve rearranging dialing and switching equipment. Their job might also involve the repairing and maintenance of the cables and equipments.
When it comes to the customer service and support, it plays a major role in any sector. The employees in this section are responsible for the management of the queries from the customer and assist them in any emergency if occurred. The complaints that are raised by the customers have to noted and passed on to the respective divisions also.
Source: http://ezinearticles.com/
Thứ Hai, 11 tháng 10, 2010
Chủ Nhật, 10 tháng 10, 2010
Inspiring Exceptional Customer Service in Any Economy
Worried about the effects of a depressed economy on this year's ski season? I have one question for you: WWYDIAWO? (What would you do in a white out?) Seriously. If there's one group of people that knows how to get themselves out of gnarly situations, it's skiers and snowboarders. So ask yourself right now, what would you do? Would you just keep skiing or boarding along with nary a care in the world? Or would you pause for a few minutes to take a good hard look around?
Still with me? Let's say the current economic meltdown is your white out. On clear and sunny days you're so busy charging ahead, there's little time to stop, assess the situation and make adjustments or improvements in your business. But right now the bad economy is a swirling cloud that's obstructing your view. It's forcing you to stop charging ahead and have a good hard look around. And one of the things you're seeing, maybe more clearly than ever, is how the people at your resort interact with your customers. You witness, for example, a less-than-brilliant exchange between an employee and a customer. You're shocked and surprised. You think, "Gosh, I thought that guy (or gal) was better than that." And you want to do something about it. Right now.
Luckily, exceptional customer service is one of the few things that don't necessarily require you to spend large amounts of money. The fact is you can greatly improve your resort's level of customer service in any economy. In doing so, you can develop ardent customer advocates who ensure your revenues keep coming in no matter what the economic weather may be.
Build yourself a substantial base
Just as great runs are built an inch of snow pack at a time, smooth, consistent customer service requires a carefully built foundation. It's surprising how many resort leaders believe great customer service is something that is merely applied to the surface of an organization. You make a simple pronouncement, "Smiles everyone!" and marvelous customer service magically appears.
The truth is, for customer service to be authentic it must be strategically implanted in the resort's bones. And that requires planning. Just as you have detailed plans for lift operations, grooming, marketing, accounting and F&B you need a detailed plan for customer service. A plan that describes how stellar customer service will be incorporated into every business area and job function. Whether an individual is in a customer facing position or works behind the scenes serving "internal customers" you should nail down clear and measurable objectives for how that person can and will positively affect the overall service your guests receive.
Every job is a customer service job
Got a plan? Okay, now take a look at your resort's job descriptions. Do they talk about customers? Sure, most probably contain a one-liner that says something like "provide customers with great service" but how many of those job descriptions actually place customers front and center? Most of the job descriptions I've seen in the past 25 years provide detailed explanations of the daily duties that will be required in a job function. But few of them speak directly to the individual's responsibilities when it comes to impacting the customer experience. This is particularly true of "internal customer" or corporate office job positions.
Have you ever seen a mention of customer service in an accounting job description? Yet who would deny that there are few things more annoying than an incorrect bill, an unexplained charge or a hassle when you attempt to have an error corrected? Your General Manager can be the most charming person in the world but if the bill is wrong and it's difficult to get fixed, the gig is up. The point is, guest experiences are influenced as much by employees who work behind the scenes as they are by those who deal with customers face to face. Anyone who has ever been told, "We can't do that" by a service team member can probably trace the reason back to an internal employee with little or no understanding of how his or her actions impact the organization's ability to deliver exceptional customer service. Bottom line? If you want your organization to care about customers, customer service has to be front and center in every job description and every job.
The fine art of interviewing
In my experience, resorts that have the most success with customer service do a couple of key things during the hiring process that make all the difference in the world. First, the folks in Human Resources involve the supervisors and managers in serious discussions about the job skills and personality traits required to be successful in each position. Second, those in supervisory roles within the organization are provided with training that instructs them in the best way to interview potential employees.
This type of training can, for example, help a supervisor understand the important difference between a skill and a trait. A skill is something that can be learned and may be essential to the job position. A trait is a dimension of the applicant's personality that can affect the success of the resort overall. For example, a senior lift mechanic must possess the ability to repair and maintain a lift's mechanical parts. An unskilled interviewer might stop the questioning once he or she has discerned that an applicant has these skills. But that could be a big mistake. While traits like "caring" "cheerful," and "good communicator" aren't necessarily the first things that spring to mind when you think of a great lift mechanic, those traits become very important when that mechanic encounters a resort guest while en route to repair a broken lift. If the mechanic has the right traits, he or she will have the customer's safety, comfort and enjoyment in mind - whether he's riding past skiers on his snowmobile or is in the engine room repairing a mechanical issue.
Learning to listen to that gut reaction to a job applicant who looks great on paper but somehow isn't quite right for the job can be difficult. That's why training your people to interview well is essential. By training every leader in your organization to focus on the necessary traits, and not just on the tactics and skills required for job positions, you can reduce employee turnover thus saving yourself time and money and directly affect guest experiences.
Now that's what I'm talking about
Providing great service across your organization requires the creation of an ongoing dialog around service in every business area. I recently had a client who, as part of training, sent groomers out on the slopes to ask customers what they thought of how the runs were groomed. The results were amazing. The groomers developed a deep concern for pleasing the guests. They felt accountable to the people who mattered most, the customers. The guests felt pride in having participated in the creation of the smooth, even corduroy on their favorite runs. And they bragged to their friends about the experience. What's more, the practice of interacting with guests also created a platform for the grooming manager to promote an ongoing dialog about customers. "Bryce, why don't you share with the team what you heard on your customer day out yesterday."
Honest communications from the top level of the organization about the current situation, goals and objectives of the company is a critical part of the dialog as well. There is nothing more motivating than feeling as though you have a meaningful role in accomplishing a larger goal, however difficult that goal may be to achieve. Many of my client organizations balk at having the CEO or President share honest information with employees from all levels about where the company stands in tough times. But the payoff for doing so can be extraordinary. Recessions are a true test of leadership. Those leaders who take the opportunity to support and develop their employees in good times and bad not only survive market downturns, they thrive. When you consider even your least-skilled front line employees partners in the war for customers (and not as a "cost of doing business") you create a true customer-focused culture and set the standard for not only your own industry but potentially others as well.
The bottom line? To create a culture of customer service (that foundation we discussed earlier) dialog with and about customers needs to permeate the everyday conversations of everyone from the corner office to the far corner of the parking lot. Once you've got the customer service dialog going, you need to make sure it keeps going.
Keeping the momentum high
In a down economy customers are harder to find. And the ones who do come for a visit need to be treated in a way that keeps them coming back and telling their friends about you. So while it might be tempting to cut your training budget right now, such a move could put an end to the essential customer service dialog you worked so hard to build - and result in nothing less than customer service suicide.
The very act of gathering teams together to learn new skills keeps the dialog going strong and motivates them to do more in their day-to-day work. Working with your resort's leaders to align their teams to the goal of continuously improving service is equally essential.
Ongoing customer service training on every level creates an ongoing customer service dialog. A ubiquitous and ongoing dialog creates exceptional customer service. And exceptional service creates loyal customer advocates, reduces costs and builds efficiency. Bottom line? In a down economy, customer service planning, communications and training are absolutely essential to your bottom line.
Nationally recognized Speaker, Consultant and Executive Coach Cindy Solomon and her organization bring together the best of cutting edge leadership development programs, real life corporate experience and best practices tactics from successful organizations around the world to help organizations create world class leadership and customer experiences.
Source: http://ezinearticles.com/
Still with me? Let's say the current economic meltdown is your white out. On clear and sunny days you're so busy charging ahead, there's little time to stop, assess the situation and make adjustments or improvements in your business. But right now the bad economy is a swirling cloud that's obstructing your view. It's forcing you to stop charging ahead and have a good hard look around. And one of the things you're seeing, maybe more clearly than ever, is how the people at your resort interact with your customers. You witness, for example, a less-than-brilliant exchange between an employee and a customer. You're shocked and surprised. You think, "Gosh, I thought that guy (or gal) was better than that." And you want to do something about it. Right now.
Luckily, exceptional customer service is one of the few things that don't necessarily require you to spend large amounts of money. The fact is you can greatly improve your resort's level of customer service in any economy. In doing so, you can develop ardent customer advocates who ensure your revenues keep coming in no matter what the economic weather may be.
Build yourself a substantial base
Just as great runs are built an inch of snow pack at a time, smooth, consistent customer service requires a carefully built foundation. It's surprising how many resort leaders believe great customer service is something that is merely applied to the surface of an organization. You make a simple pronouncement, "Smiles everyone!" and marvelous customer service magically appears.
The truth is, for customer service to be authentic it must be strategically implanted in the resort's bones. And that requires planning. Just as you have detailed plans for lift operations, grooming, marketing, accounting and F&B you need a detailed plan for customer service. A plan that describes how stellar customer service will be incorporated into every business area and job function. Whether an individual is in a customer facing position or works behind the scenes serving "internal customers" you should nail down clear and measurable objectives for how that person can and will positively affect the overall service your guests receive.
Every job is a customer service job
Got a plan? Okay, now take a look at your resort's job descriptions. Do they talk about customers? Sure, most probably contain a one-liner that says something like "provide customers with great service" but how many of those job descriptions actually place customers front and center? Most of the job descriptions I've seen in the past 25 years provide detailed explanations of the daily duties that will be required in a job function. But few of them speak directly to the individual's responsibilities when it comes to impacting the customer experience. This is particularly true of "internal customer" or corporate office job positions.
Have you ever seen a mention of customer service in an accounting job description? Yet who would deny that there are few things more annoying than an incorrect bill, an unexplained charge or a hassle when you attempt to have an error corrected? Your General Manager can be the most charming person in the world but if the bill is wrong and it's difficult to get fixed, the gig is up. The point is, guest experiences are influenced as much by employees who work behind the scenes as they are by those who deal with customers face to face. Anyone who has ever been told, "We can't do that" by a service team member can probably trace the reason back to an internal employee with little or no understanding of how his or her actions impact the organization's ability to deliver exceptional customer service. Bottom line? If you want your organization to care about customers, customer service has to be front and center in every job description and every job.
The fine art of interviewing
In my experience, resorts that have the most success with customer service do a couple of key things during the hiring process that make all the difference in the world. First, the folks in Human Resources involve the supervisors and managers in serious discussions about the job skills and personality traits required to be successful in each position. Second, those in supervisory roles within the organization are provided with training that instructs them in the best way to interview potential employees.
This type of training can, for example, help a supervisor understand the important difference between a skill and a trait. A skill is something that can be learned and may be essential to the job position. A trait is a dimension of the applicant's personality that can affect the success of the resort overall. For example, a senior lift mechanic must possess the ability to repair and maintain a lift's mechanical parts. An unskilled interviewer might stop the questioning once he or she has discerned that an applicant has these skills. But that could be a big mistake. While traits like "caring" "cheerful," and "good communicator" aren't necessarily the first things that spring to mind when you think of a great lift mechanic, those traits become very important when that mechanic encounters a resort guest while en route to repair a broken lift. If the mechanic has the right traits, he or she will have the customer's safety, comfort and enjoyment in mind - whether he's riding past skiers on his snowmobile or is in the engine room repairing a mechanical issue.
Learning to listen to that gut reaction to a job applicant who looks great on paper but somehow isn't quite right for the job can be difficult. That's why training your people to interview well is essential. By training every leader in your organization to focus on the necessary traits, and not just on the tactics and skills required for job positions, you can reduce employee turnover thus saving yourself time and money and directly affect guest experiences.
Now that's what I'm talking about
Providing great service across your organization requires the creation of an ongoing dialog around service in every business area. I recently had a client who, as part of training, sent groomers out on the slopes to ask customers what they thought of how the runs were groomed. The results were amazing. The groomers developed a deep concern for pleasing the guests. They felt accountable to the people who mattered most, the customers. The guests felt pride in having participated in the creation of the smooth, even corduroy on their favorite runs. And they bragged to their friends about the experience. What's more, the practice of interacting with guests also created a platform for the grooming manager to promote an ongoing dialog about customers. "Bryce, why don't you share with the team what you heard on your customer day out yesterday."
Honest communications from the top level of the organization about the current situation, goals and objectives of the company is a critical part of the dialog as well. There is nothing more motivating than feeling as though you have a meaningful role in accomplishing a larger goal, however difficult that goal may be to achieve. Many of my client organizations balk at having the CEO or President share honest information with employees from all levels about where the company stands in tough times. But the payoff for doing so can be extraordinary. Recessions are a true test of leadership. Those leaders who take the opportunity to support and develop their employees in good times and bad not only survive market downturns, they thrive. When you consider even your least-skilled front line employees partners in the war for customers (and not as a "cost of doing business") you create a true customer-focused culture and set the standard for not only your own industry but potentially others as well.
The bottom line? To create a culture of customer service (that foundation we discussed earlier) dialog with and about customers needs to permeate the everyday conversations of everyone from the corner office to the far corner of the parking lot. Once you've got the customer service dialog going, you need to make sure it keeps going.
Keeping the momentum high
In a down economy customers are harder to find. And the ones who do come for a visit need to be treated in a way that keeps them coming back and telling their friends about you. So while it might be tempting to cut your training budget right now, such a move could put an end to the essential customer service dialog you worked so hard to build - and result in nothing less than customer service suicide.
The very act of gathering teams together to learn new skills keeps the dialog going strong and motivates them to do more in their day-to-day work. Working with your resort's leaders to align their teams to the goal of continuously improving service is equally essential.
Ongoing customer service training on every level creates an ongoing customer service dialog. A ubiquitous and ongoing dialog creates exceptional customer service. And exceptional service creates loyal customer advocates, reduces costs and builds efficiency. Bottom line? In a down economy, customer service planning, communications and training are absolutely essential to your bottom line.
Nationally recognized Speaker, Consultant and Executive Coach Cindy Solomon and her organization bring together the best of cutting edge leadership development programs, real life corporate experience and best practices tactics from successful organizations around the world to help organizations create world class leadership and customer experiences.
Source: http://ezinearticles.com/
Thứ Bảy, 9 tháng 10, 2010
Anatomy of a Customer Sales Service Job Description
Customer sales and service jobs are important positions within any organization. They must be filled with the best qualified individual(s) in order to give outstanding customer care. The customer service job description creates an understanding that the duties of this employee are well thought out and articulated to create a hierarchy or organizational matrix to which other jobs will connect.
Companies will classify jobs and duties that an employee will perform and be compensated. Based on the rules and characterizations of the job description, the company manager and employee truly understand the duties associated with the position.
There are many ways to write a job description so that candidates can associate specific skills and experiences for the purpose of creating a potential match. Once the concepts of creating job descriptions are understood, it is possible to create a resume version that aligns specific abilities and knowledge to the job description being advertised.
Job descriptions are typically focused to capture the essence of the job position, duties and responsibilities for a potential match to occur, but allow for some interpretation by potential candidates. The fundamental breakdown of a job description can follow a consistent flow, style and format.
Let's examine two sample job descriptions for a Computer Support Representative:
Computer Service Representative (1)
* Supports computer users with installation of hardware/software and networking components to meet personal computer needs.
* Diagnoses and troubleshoots problems with individual or multiple computer systems in order to maintain proper functioning; resolves issues including contacting and assisting vendors.
* Conducts diagnostic reviews and produces error reports as requested by customers in order to identify and correct any problems.
* Assists with computer studies, projects, and implementation of policies throughout area of assignment.
* Assists in the design and development of standardized operational management reports in order to identify issues or monitor computers.
* Researches, analyzes, and provides hardware/software quotations, ordering information, and other purchasing information to users to assist in purchasing necessary equipment.
Computer Service Representative (2)
Purpose
To provide technical and functional support by phone, in writing or in person to XXX end users on technical problems to include installation, problem resolution, end-user training.
Responsibilities
Serve as a technical resource and the main point of contact for technical or functional issues with supported systems to include computer and printer hardware, operating systems, and preferred applications.
Troubleshoot, research, and resolve technical and functional issues using all available resources and following internal procedures. - Utilize call management system to track and escalate technical or functional issues according to procedures.
Computer Service Representative (1) is a basic listing of responsibilities and duties in a bulleted format. This format gives basic information on what this job entails, but provides specific duties that spell out exactly what the company expects.
Computer Service Representative (2) gives more information in a structured format. Outlining a job purpose role sets high level expectations before detailing specific duties to perform. It also gives more definition to the duties to be performed, tools to be used and types of problems the candidate will expect if they accept the position.
When viewing job descriptions for customer sales and service, it is imperative to fully understand the position being defined and create a resume and cover letter to align your skills and experience to fit the job being applied for.
Source: http://ezinearticles.com/
Companies will classify jobs and duties that an employee will perform and be compensated. Based on the rules and characterizations of the job description, the company manager and employee truly understand the duties associated with the position.
There are many ways to write a job description so that candidates can associate specific skills and experiences for the purpose of creating a potential match. Once the concepts of creating job descriptions are understood, it is possible to create a resume version that aligns specific abilities and knowledge to the job description being advertised.
Job descriptions are typically focused to capture the essence of the job position, duties and responsibilities for a potential match to occur, but allow for some interpretation by potential candidates. The fundamental breakdown of a job description can follow a consistent flow, style and format.
Let's examine two sample job descriptions for a Computer Support Representative:
Computer Service Representative (1)
* Supports computer users with installation of hardware/software and networking components to meet personal computer needs.
* Diagnoses and troubleshoots problems with individual or multiple computer systems in order to maintain proper functioning; resolves issues including contacting and assisting vendors.
* Conducts diagnostic reviews and produces error reports as requested by customers in order to identify and correct any problems.
* Assists with computer studies, projects, and implementation of policies throughout area of assignment.
* Assists in the design and development of standardized operational management reports in order to identify issues or monitor computers.
* Researches, analyzes, and provides hardware/software quotations, ordering information, and other purchasing information to users to assist in purchasing necessary equipment.
Computer Service Representative (2)
Purpose
To provide technical and functional support by phone, in writing or in person to XXX end users on technical problems to include installation, problem resolution, end-user training.
Responsibilities
Serve as a technical resource and the main point of contact for technical or functional issues with supported systems to include computer and printer hardware, operating systems, and preferred applications.
Troubleshoot, research, and resolve technical and functional issues using all available resources and following internal procedures. - Utilize call management system to track and escalate technical or functional issues according to procedures.
Computer Service Representative (1) is a basic listing of responsibilities and duties in a bulleted format. This format gives basic information on what this job entails, but provides specific duties that spell out exactly what the company expects.
Computer Service Representative (2) gives more information in a structured format. Outlining a job purpose role sets high level expectations before detailing specific duties to perform. It also gives more definition to the duties to be performed, tools to be used and types of problems the candidate will expect if they accept the position.
When viewing job descriptions for customer sales and service, it is imperative to fully understand the position being defined and create a resume and cover letter to align your skills and experience to fit the job being applied for.
Source: http://ezinearticles.com/
Thứ Sáu, 8 tháng 10, 2010
Thứ Năm, 7 tháng 10, 2010
Thứ Tư, 6 tháng 10, 2010
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