AN INSIDE JOB

TRAINING
 SESSION CONTENT AND APPROX
TIMING

• Session I
 Introduction and Objectives 15 mins
 Welcome and Housekeeping
 Session II
 The Internal customer 60 mins
 Questionnaire
 Video presentation
 Exercise
 Session III
 System and procedures 60 mins
 Video presentation
 Video Discussion
 Exercise
SESSION CONTENT AND APPROX
TIMING (cont’d)
• COFFEE BREAK (10 MINS)
• Session IV
 Communication 45 mins
 Video presentation
 Video discussion
 Exercise
• Session V
 Personal support 30 mins
 Video presentation
 Video discussion
 PERSONABLE model
• Session VI
 Action plan 15 mins
 Video end
 Action Plan
 End of Training
SESSION 1
INTRODUCTION AND OBJECTIVES

 Welcome

 Facilitators and Participants Introduction

 Group expectation

 Setting Ground Rules for the class

 COURSE OBJECTIVES

By the end of this training participants will able to:

 Identify the needs of the internal customer

 Identify ways they can improve administrative system and procedures

 Explain how to improve communication

 Provide additional support to their internal customers

 Devise an action plan that enhances/support their internal customer

care skills
Identify the needs of the internal customer

 Once you have identified who your customers are, you need to assess what they
need from your product or service.

• The needs can be divided into four basic categories:

• The need to be understood
Customers need to feel that the message they are sending is being correctly received and
interpreted

• The need to feel welcome

Customers need to feel that you are happy to see them
 The need to feel important
Customers like to feel important and special
 The need for comfort
Customers need physical and psychological comfort
Example; environment make customer feel like at home .behavior ,knowing their age, class
and income level understanding their expectation and treat them appropriately.
By knowing who your customers are, you are more able to meet their needs.
Identify ways they can improve
administrative system and procedures

 involve your staff in developing your policy and procedures

 think of all the possible things that could happen and work out potential
solutions

 establish a policy and procedures manual

 record your policy and procedures, circulate to staff and train them

 let your customers know they can provide feedback or make a complaint

 clearly advertising your contact detail

 keep a record of all formal complaints.

Explain how to improve communication

 Listen Carefully

 Keep it simple

 Body language (voice, eye contact and etc..)

SESSION 2
THE INTERNAL CUSTOMER

 Internal customers are individuals or teams who receive

products or services from their colleagues like: documents,
information or cover when staff are absent from any work.
 For example: Anyone who purchases/buys your products or services is
customers.

 You are someone else's internal customer.

 For example: you can not work alone we need the help from your colleagues.
Team work help those you work with.

 Other people in your organization are your internal

customers.
 For example: finance, personnel, CITS , your manager and employees are
your internal customers too.
QUESTIONNAIRE

How internal customer friendly are you?

For each statement or question, please tick the box next to the idea you most
closely identify with.

1.What is your opinion of the following?

E. It’s only he front line staff that deal with customers in our organization.
F. We don’t really have customers.
G. Everybody has a customer.

2. What do you think about service in your organization?

J. The quality of service inside the organization is just as important as outside.
K. The way we serve inside the public is the most important issue.
L. Service isn’t really something we think about, it just happens.

3. How do you feel about the following?

O. Other departments can think what they like about this department, I don’t really care.
P. I care about what other departments think about our department, but I have no control over it.
Q. I am responsible for what other departments think about our department.
QUESTIONNAIRE

4.Which do you feel is correct?

B. Rules and procedures must always be followed without question.
C. Rules are necessary but must be flexible.
D. There is no point in setting strict rules.

5.What do you think about people’s behavior?

H. It is directly affected by the treatment they receive.
I. People behave the way they want to, regardless of the treatment they receive
J. Only some people’s behavior is affected by the way they are treated.

6.Which do you think is the correct statement?

N. Customer care is all about smiling at the customer.
O. Customer care is about meeting customer needs.
P. Customer care is only necessary if you work in a shop.

7.What role does communication play in customer service?

T. A minor role.
U. Effective communication is essential to good service. Communication is a part of good customer service.
QUESTIONNAIRE

8.What do you think about your work environment?

 My work environment can affect the quality of service I provide
 My work environment has no effect on the service I provide
 t’s the people I work with that affect the service I provide more than the work environment

9.Does the way you behave with your colleagues have anything to do with the quality
of service you give the external customer?
I. Not really
J. It has some effect
K. It has everything to do with it.

10.Every organization has a lot of meetings. What do you think about the ones you
attend?
P. They are an essential part of communication.
Q. We can communicate just as effectively without meetings.
R. Meetings are only an essential part of communication if they are run effectively.

11.What are managers for?

V. Managers are there to control staff.
W. Managers are there to take decisions.
X. Managers are there to serve the staff and the organization.
QUESTIONNAIRE

12.What do you think about the rules in your organization?

B. The rules have been made with the customer in mind.
C. We don’t need rules.
D. We need more rules to increase the efficiency of our organization.

13.What do you think about your organization and its goals?

G. Each department in the organization has its own goals.
H. All departments in our organization work to the same goal.
I. We don’t need goals – everyone just has to do their own job well.

14.What do you think of your colleagues?

L. I depend on my colleagues to help me do my job properly.
M. If I spent time helping my colleagues I wouldn’t be able to do my job properly.
N. I prefer to work independently. That way, my work is accurate.

15.Why do customers come back to your organization?

Q. It’s the product/service we sell that makes the customer come back.
R. The quality of customer service we provide determines whether the customer will come back.
S. The customer will probably come back anyway because we are unique/ we are on a par with the
competition. They stick with what they know.
 Self-analysis Score Sheet
Score sheet A B C
1 1 0
1 1 0 2
2 2 0 1
3 0 1 2
4 0 2 1
5 2 0 1
6 1 2 0
7 0 2 1
8 2 0 1
9 0 1 2
10 1 0 2
11 0 1 2
12 2 0 1
13 1 2 0
14 2 0 1
15 1 2 0
Answer Sheet Result

A score of 24–30
 Means that the self-study course will act as a reinforcement for the skills you
practice already. Why not consider how to pass on those skills to others?

10–23 is a reasonable score.

 You still have some way to go before you really understand the importance of the
internal customer. The self-study course will help you improve your score.

A score of 0–9 leaves room for improvement.

 Maybe the idea of internal customers is new to you. This self-study course will help
you realize their importance. It would be worth testing yourself again after you have
completed the course to see how much your knowledge and attitude have improved.
VIDEO PRESENTATION
EXERCISE
Please draw up two lists, the first of your internal customers, and the second of
those for whom you are an internal customer.
Which of these relationships cause the most problems? why?

My internal customers Problem and reasons

Those for whom I am an Problem and reasons

internal customer
SESSION 3
ADMINISTRATIVE SYSTEM AND
PROCEDURES

 Administrative systems and procedures should be designed to

satisfy customer’s needs.

 A poorly designed system/badly planed results in poor service.

 Procedures are not excuses to hide /cover behind if there’s a

problem.

 Rules and procedures must be implemented carefully and

diplomatically.

 We are all responsible for suggesting and implementing

improvements in administrative systems and procedures.
VIDEO PRESENTATION
BRAINSTORMING
 What errors do you found in system and procedures throughout this show?
DISCUSSION
Errors due to systems and procedures include…

 The receptionist lost her temper with the external customer:

 Even if we know that we are right, we should never lose our temper/anger with
anyone. It is immature /small/young and unprofessional.

 The system was poorly designed:

 Completing a form and then transferring the information to the computer meant that
the same work was being done twice.

 The working conditions were poor:

 Because of the hot atmosphere, Rosie left her workplace for same fresh air. When
she returned, her computer screen had been cleared and leading her to make a
mistake.

 Procedures should be used with discretion and judgment:

 Rules and regulations are well and good for everyday situations. But there are always
the unusual situation that demand a solution outside the designed system. It is not
good say. she has not checked in and it all after six o'clock PM, so you can release it.
you know the administrative system.
Errors due to administrative systems
and procedures include……
 Excellent external service is only possible if excellent
internal service is delivered.
 Everyone inside the business must meet their job requirements, if the paying customer
is to be satisfied.

 Administrative system and procedures are not there to

hide behind:
 The computer says something different, it is no good to say to a customer with a
problem. The computer merely says what someone's told it to say. As inspector Dapper
put’s it, who is the system supposed to serve? Mr. Jitters? The Hotel? you? Itself? or
the customer?

● Employees didn’t report that the service delivery system

was faulty/damaged.
 As long as it’s done constructively/usefully, complaining or reporting should be
welcomed by management as opportunities improves service. But they’ve go to listen as
well.
COFFEE BREAK
SESSION 4
COMMUNICATION IS VITAL

 Staff should be encouraged to give their opinion.

 For example: If you are facing any problem in your office regarding your computer, printer, telephone fax, or with your
manager or colleagues you must positive to give your opinion at an appropriate time.

 Time must be made available for this.

 For example: for your weekly meeting, monthly meeting, spent time to control and dealing with issues that have arisen.

 Also make your time available to communicate or to discuss with your manager ,colleagues also with others around you.

 There are a number of communication tools that can be used.

 For example: Mail, Telephones, meetings, face to face discussions are all tools to communicate and deliver a message.
 Good communication often involves a belt and braces/support approach.
 For example: Communication is the most important key in your organization. You need to know how to communicate with
others? because sometimes the language has different meanings in different contexts. The belt and braces approach is
used to prevent or to avoid misunderstanding or misinterpreting between you and your customer.
Communication methods include
 Shift duty book: were recommended for use by inspector dapper. these would
be used to record important information what would develop effective shifts. they
could also be used for transferring information from one department to another,
or even one location to another.
 Memos and email: another excellent way of communicating information. they
are especially useful when there are many people involved .as any number of copies
can be circulate around the organization. they should carry a little, and be as
concise/short as possible.
 Questionnaires: are a superb/wonderful way of eliciting/bring out feedback
from different groups of people. if they are designed well. they can be quick to fill in
and the results that they generate/create/produce can be invaluable. there's a
strong link here back to session 3 when it was advised that faults and shortcoming
should be make known to the right people as quickly as possible.
 Notice Boards: These good way of making announcements about a variety of
subjects. they are useful when the information is for general issue and when there
are a lot of people working in the same location. like a website, though, they can
quickly become out of date so someone needs to be tasked with keeping the
information on them pertinent/relevant and timely.
Some Communication methods include
 Meetings: Are most useful when a number of people need to make their views
known. As long as they stay on track/fallow, they are the quickest way of getting
many views on different situations, and deciding which is the best way forward. They
should have an objective, a chairperson and an agenda circulated in advance. There
should be clear start and finish times which are adhered to, and an action note or
minutes circulated afterwards.
 Informal communication: reminds the group that by far the most common
type of communication consist of people talking to one another. often the problem is
not the lack of a formal communication channel. it is simply that people keep quite
when they should speak up.
 For example;
 Anwar: then why didn’t you say so? Hamid: who would I say it to/Mohammad here? it
would be like talking to the wall.
 Anwar: and Mohammad, have you ever complained about the lack of air in the office?
 Mohammad: well, it's not my place to complain, is it?
VIDEO PRESENTATION
BRAINSTORMING

 How many communication channels do you use in your

office/organization?
EXERCISE
 Divide the delegates /participants into groups.

 Ask them to spend 15 mins listing to different communication channels in use in their
organization and agreeing the strengths and weakness of each.

 Write in the flipchart.

 Please point out that strengths of each channel will offer compensate /balance for
the weakness of another.

 For example though a phone call is immediate and personal, it does not provide a
permanent record of what was discussed. A fallow-up memo or email, even though it is
impersonal, provides written confirmation.

 Tell the group that for this reason, they should remember that good communication
often involves a belt and braces approach.
EXERCISE

Communication Strengths weaknesses

channels

Answer Answer Answer

SESSION 5
PERSONAL SUPPORT IS ESSENTIAL
 Don’t criticize people in public.
 Be approachable/friendly.
 Be available and well presented.
 Management/organization/supervision is there to support staff, helps is they needed.
 Remember the PERSONABLE MODEL/Charming model.

PERSONABLE STAND FOR;

P=Politeness At All Times
E=Enthusiasm
R=Respect People’s Feelings
S=Show Appreciation
O=Offer Help And Support
N=Never criticize In Public
A=Ask For people’s Opinion
B=Body Languages Counts
L=Let People Talk
E=Excel At What You Do
KEY BEHAVIOURAL TRAITS
• Politeness at all time;
 The old saying about courtesy/good manners/politeness costs nothing is very true. be
polite to others, and they’ll be polite to you.

• Enthusiasm;
 If there’s one quality that creates a positive working environment, then this has got
to be it.

• Respect people’s feelings;

 We’re all different, with different personalities and backgrounds. there's very little
that’s right or wrong. remember people have personal preferences and options.

• Show appreciation;
If someone has helped you out, then thank them for it. even better, do so in front of
other people.
KEY BEHAVIOURAL TRAITS

• Offer help and support;

• If someone is struggling/stressed with a task, what better way to develop a team
sprit then to share the workload. It will be repaid a hundred times over.

• Never criticize in public;

 This is one of the few wrongs. It's invariable/habitual wrong to criticize someone in
front of another person. Even if the criticism is justified, all that happens is that
both people resent you. DON'T DO IT.

• Ask for people’s opinions;

 People like to feel valued! And one way of achieving this is to ask for their point of
view. you don’t have to adopt it. or take the course of action which they suggest, buts
they will feel that their opinion counts. this is especially useful in meetings.
KEY BEHAVIOURAL TRAITS
• Body language count:
 The smile that doesn't reach the eyes from the video is an example of
body languages delivering the wrong message. Look people in their eye,
show that you’re listening, and make sure your facial expression is positive.

• Let’s people talk;

 We all like to be listened to, and we all dislike being interrupted. if you
want to maximize the potential of you and your team, you've got to listen
to other people-there are some good ideas out there. None of us is
stronger that all of us.

• Excel at what you do;


Look for excellence do you best to achieve . .
VIDEO PRESENTATION
SESSION 6
ACTION PLAN
VIDEO PRESENTATION
 Now record the steps you will take to improve your internal customer care
skills

For example: communication, listing carefully prioritizing the needs of

customer etc……
THANK YOU VERY MUCH FOR YOUR
PARTICIPATION.