SYSTEMATICALLY DEVELOPING EMPLOYEES IN CUSTOMER CONTACT
Measurements of customer satisfaction and customer experience not only reveal deficits at customer interfaces, but also provide a picture of the requirement profiles of employees.
Overarching or individual development needs can be derived from the results of the measurement. With supplementary requirement, suitability and assessment profiles, the foundations are thus laid for systematic employee development.
Personnel development measures focus not only on employee training and development, but also include organizational development measures through the targeted initiation of learning, development, and change processes. Ultimately, this involves the further qualification of specialists and managers in areas with customer contact.
In the areas of employee development and organizational development, three characteristics can be distinguished, which are generally considered interlocked:
- Development of individual persons: These can be employees, specialists, or managers. General topics are the expansion of professional or social competence, qualification for better task fulfillment, or the assumption of other tasks. Typical individual topics are, for example, entrepreneurial thinking, achieving defined quality goals, quality awareness, customer orientation, self-motivation, empathy, and the like.
- Team development: The general topics here are, for example, cooperation in the team, customer-oriented division of work, know-how transfer, implementation of measured performance in customer contact, and the like.
- Organizational development: Here, the focus is on structures and processes. Together with employees and managers, the weak points identified by the analysis are analyzed, and concrete improvement measures are developed.
concertare has a wide range of experience in how such programs can be implemented efficiently and economically.
In many cases, costly training and coaching can be avoided or reduced to a minimum through regular, test-based procedures with dedicated reporting. Most weaknesses identified in customer contact are based on criteria that, through simple or repeated awareness, enable the respective employee or team to optimize their behavior.