The World Economic Forum in its 2018 “The Future of Jobs Report” predicts that service orientation will be one of the competencies demanding proactive development within the accelerating transformation of the labor market by 2022. Service orientation is defined as the ability and desire to anticipate, recognize and meet others’ needs, sometimes even before those needs are articulated. Service oriented people focus on providing satisfaction and making themselves available to others.
Within the same spirit, customer service orientation is defined as set of basic individual predispositions and an inclination to provide service, to be courteous and helpful in dealing with customers and associates. A customer service orientation can be a competitive differentiator, esp. for organizations where sales and marketing are more important than the product specifics. In brands whose products are easily replicated by others (e.g. milk, socks), customer service orientation can be the “wrapper” around the product that justifies the purchase.
What kind of organizational context encourages customer service orientation? What kind of skills do employees need to develop in order to be more customer service oriented? The social capital theory argues that three qualities are important: a. open communication; b. a trusting culture and c. a shared vision.
In this webinar we will focus on how to answer the above two questions and how to develop the above mentioned qualities. It is obvious that their development is more of a mindset than a process as service orientation demands by the employee to take responsibility in providing support, act in the best interest of the client and nurture long term relations. In a word, it demands the employee to have a genuine interest to serve the customer, to cooperate with other members of the organization in order to respond to customer needs quickly and share the same vision of excellency in service.
We will use a number of powerful experiential and evaluation tools to: