The introduction of merit pay to Customer Service

The introduction of merit pay to Customer Service There is, perhaps, six conversations Critics? I have had that have shaped my career. One was a manager of one of the division of federal Express.I had just finished a successful national program for training the sales force, so my credibility and confidence increases. Then, I heard, but a simple request difficult. We know how to measure the productivity of sales? He said. ? But there is something you can develop the productivity of customer service? Reflexively, I thought, why bother? Even if you can do, the representatives of hatred.   But I held my tongue, the sensation was a rare opportunity to revise some of my gut reaction was informed by assumptions.My years of seminars throughout the country to bring together people from sales and service in the same session. Evaluations have heard told me that opponents were mutually exclusive systems.Sales value types tend to see themselves as swashbucklers, thieves, high cable rates, which do hunger and thirst for adventure and risk taking. Grow in the contingent payment, the prospect of receiving large commissions and bonuses when you make big sales.Service people tend to be more at risk. They often have a clerical mentality, which praises the precision, while penalizing errors. I felt in my heart that if we suggest that their pay should be variable, based on achievement, d rebel.This course is more than my share. I made the cross-selling programs for many years in service departments, the experience was informed that my book best-seller, selling capacity to the seller. I thought you could design a program for selling the service of people, but many are reluctant, even after having achieved success and financial rewards through it.They told me in a very simple form, which simply is not it? I do not want to be sellers, and it was. Noting the strength of the line, senior management, in those days, declined to press for the implementation, despite the fact that large gains table.What remain, however, has changed since it was this question? Four fundamental things: (1) We know much more about performance measurement of customer service. (2) job enlargement, reduction, CRM, and greater professionalism in the field have contributed to an expectation of increased accountability and corporate social responsibility. (3) Global competition, particularly for knowledge workers in countries like India, China and other countries, is beginning to exert pressure on domestic workers to find ways to increase their contributions, even if only to maintain jobs on land. (4) operating costs and is more aware than ever of the benefits before.Customer Service AchievementIf three commandments were written in the past, not in a position of corporate social responsibility was reduced to (1) good sound, ( 2) defuse angry customers, and (3) Don? avoid mistakes in entering or retrieving data or reciting policies.Now company, the partners are discouraged from focusing primarily on themselves customer service, or proposals that go through because the job. They? You may need to refocus your results: customer satisfaction and customer loyalty.They? Demonstrated once again that through new training programs and discrete, real-time performance measures, how to evaluate the impact? Back to the satisfaction of a customer transaction? s decision to buy again from your organizations.To borrow a phrase from Peter F. Drucker, suddenly the client process is administered by results.If can objectively monitor, measure, manage and play up the results of the client, no? s no reason for refusing to pay more to people who can produce them.Future article explores some of the fundamental changes that have occurred and discuss the pragmatics of introducing a pay-for-performance plan in the context of customer service. Dr. Gary S. Goodman, Copyright 2005   President, Customersatisfaction.comDr. Gary S. Goodman is a keynote speaker, management consultant and seminar leader and best-selling author of 12 books, including the monitoring, measurement and management of Customer Service. Gary? The programs are offered by UCLA Extension and numerous universities, trade associations and other organizations in the United States and abroad. When ISN? N. consultation, Gary can be found in Glendale, Califoia, where he has his home. He can be reached by calling (818) 243-7338 or gary@customersatisfaction.com.