| Ask a colleague to define the customer and they will | | | | What's it got to do with them? |
| probably say 'Someone who buys from us.' | | | | Insecurity |
| What about internal customers? Colleagues, other | | | | Another cause of internal conflict is insecurity: |
| departments, branches, suppliers? They are equally as | | | | downsizing, management restructuring, fast-talking |
| important and deserve to have their problems and | | | | business consultants, threat of job loss, short term |
| complaints taken seriously. | | | | contracts, all might trigger a loss of pride in the job and |
| External customers sense if there is a good working | | | | a couldn't care less attitude. Customers become |
| atmosphere, a co-ordinated approach to customer | | | | anxious and take their business elsewhere. |
| service, teamwork and high morale. It gives them | | | | Insecurity manifests itself in a number of behaviours:o |
| confidence to stay with you | | | | Gossip and back-stabbingo Shifting blameo Anger, |
| Passing Blame | | | | depressiono Increase in absences due to stresso |
| Why is it that when customers blame us for | | | | Constant moaning and whingingo Negative thinking |
| something going wrong we are quick to blame others, | | | | In this environment it is likely that customer complaints |
| especially in big organisations? | | | | will increase. It is essential to keep the customer at the |
| 'We passed the order to stores weeks ago; I don't | | | | centre of everything you do, no matter what is going |
| know what they have done with it.' (You know very | | | | on behind the scenes. - without customers you don't |
| well it's still in your in-tray!) | | | | have a job |
| Customers see through these feeble excuses and are | | | | Taking Action |
| not impressed! | | | | Managers need to be very observant. Early |
| Why do this?o Stores are always making mistakes; | | | | identification of problems is the key to a successful |
| attributing one more to them won't make any | | | | solution. |
| differenceo There's a particular person in Stores you | | | | Look out for:o Deadlines not meto Increase in illnesso |
| don't likeo No one will find out whether they are to | | | | Poor quality worko Atmosphereso Arguments |
| blame are noto They have blamed your department | | | | Action:o Ask questions in a confidential mannero |
| often enougho They always beat your staff at the | | | | Reassure, calm fearso Praise, encourageo Don't |
| annual bowling challenge | | | | blame or challengeo Involve peopleo Motivate, reward |
| Two Way Process | | | | Multi-Skilling & Interdepartmental Working |
| Lack of communication between departments is often | | | | Conflict also arises through ignorance. Giving people |
| cited as the reason for poor working relationships. | | | | the opportunity to learn about the work of others and |
| "They never tell us anything" is a frequent cry. | | | | equipping them with new skills, helps dispel fears, boost |
| Communication is a two way process. The most | | | | confidence and motivate. It also takes people out of |
| efficient of systems will not be effective if people don't | | | | their enclosed worlds of Accounts or the Post room |
| read their messages, look at the notice boards, and log | | | | and gives them the bigger picture. |
| on to their computers, check their voice mail or pay | | | | Many complaints arise because staff feel they are |
| attention at meetings. | | | | expected to do a job without any training. Allowing |
| Getting people to sign memos only provides proof of | | | | them to attend courses out of the workplace is very |
| receipt, not of having read them. They need to want | | | | beneficial. It gives them the opportunity to network with |
| to know what's going on. | | | | others, revitalise their ideas and acquire new skills. |
| Low morale and a critical and suspicious environment | | | | Hopefully they'll come back and think, 'It's not such a |
| will prompt employees to see customers as a | | | | bad place after all'. |
| nuisance and not the lifeblood of the business. Every | | | | In any business, we are all customers of each other. |
| employee needs to appreciate that they contribute to | | | | Unless we get the internal customer service right it |
| customer satisfaction even if they are working behind | | | | won't extend naturally to external customers. |
| the scenes, e.g. maintenance, cleaning, refuse collection, | | | | How can you do this?o Have a positive attitude to |
| etc. They deserve to be kept informed! | | | | your own work and that of your colleagueso Help out |
| Company Culture | | | | when necessary |
| Some departments pride themselves on being the | | | | Remember you are all working to a common aim, |
| most efficient, the best organised, the most responsive, | | | | customer satisfaction |
| and expect others to live up their standards and follow | | | | And Finally: Team Building |
| their procedures. This can foster resentment and lead | | | | It isn't necessary to take the workforce paint-balling in |
| to a refusal to co-operate. Frustration and conflict can | | | | Sherwood Forest to 'bond', build trust or foster better |
| cause bad feeling and a desire to sabotage. This often | | | | working relationships. |
| happens when an organisation has no clear vision or | | | | Time away from the desk or shop floor to discuss |
| has not communicated one to the staff. Poor | | | | issues in small groups, social evenings and |
| leadership or managers with their own agendas are | | | | interdepartmental activities can be just as effective. |
| other contributory factors. | | | | Everyone needs to understand their own worth and |
| Working in isolation, split site or satellite offices often | | | | value to the company. |
| result in an autonomous management with a | | | | High self-esteem = reduction in conflict = better |
| workforce who want to do their 'own thing'. | | | | customer relations = more profitable busine |
| This has a negative effect on customer satisfaction. | | | | Copyright © 2006 Jonathan Farrington. |
| Customers become the victims of internal politics. | | | | |