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Customer Service: Hold the Pickles

Customer Service: Hold the Pickles. Vanessa Uribe El Dorado County Law Library. ABOUT ME. Rural Upbringing Have worked in school and public libraries Currently work in a rural public law library. Why now? Why this again. Workplace Stress (“new normal”= more with less)

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Customer Service: Hold the Pickles

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  1. Customer Service: Hold the Pickles • Vanessa Uribe • El Dorado County Law Library

  2. ABOUT ME • Rural Upbringing • Have worked in school and public libraries • Currently work in a rural public law library

  3. Why now? Why this again......... • Workplace Stress (“new normal”= more with less) • Great Experiences = Job Security • Importance of teaching

  4. ZINGERMAN’S DELICATESSEN • Ann Arbor, Michigan

  5. More about my training.......

  6. Library Customer Service Training

  7. IMPORTANT ZINGERMANS DIFFERENCES • Customer Service is an Integral Part of the Mission/Vision/Values of the Organization • Customer Service is a Bottom Line Result

  8. BUILDING A CULTURE OF GREAT CUSTOMER SERVICE • TEACH IT • DEFINE IT • LIVE IT • MEASURE IT • REWARD IT

  9. From Rework, by J. Fried and D. Hansson

  10. 1. Teach it! • Discussion: • Is customer service a skill you are born with; can it be taught? • Why is it important to teach something? • Engage people in open-ended questions • Why is it important? • Why is it so hard to find?

  11. 2. DEFINE IT • Question: • What does great customer service look like at your organization?

  12. Defining it........continued • Two Parts: • The Positive: The steps to providing great service • The Negative: The steps to handling customer complaints

  13. Defining Great Customer Service: Three Steps • Figure out what the guest wants • Get it for them • Go the “Extra Mile”

  14. Defining it........continued • Step 1: Figure out what the guest wants • Open-ended questions, restate request, be an active listener • 10/4 rule • Engage them

  15. Defining it........continued • Step 2: Get it for them • Accurately • Politely • Enthusiastically

  16. Defining it........continued • Step 3: Go the “Extra Mile” • What is an Extra mile? • Definition: Doing something for our customers that they did not ask us for

  17. Examples of Extra Miles....... • Offer to search another library’s catalog for item not found in ours • Offer to carry books out to car for customer with hands full • Show customer some of the features of website • Demonstrate a catalog search • Compliment customer on book selection • Offer a book recommendation • Show customer a feature on website/database

  18. Five Steps to Effectively Handling Customer Complaints • 1. Acknowledge the complaint • 2. Sincerely Apologize • 3. Take action to make things right • 4. Thank the guest • 5. Document the complaint

  19. A Note on Fairness: Fairness is on another planet

  20. 3. “LIVE IT” “We need to distinguish between the values and visions to which we give lip service and those that are truly the basis for our actions” - Sam Keen, Hymns to an Unknown God

  21. Barriers to Customer Service Study

  22. 4. “MEASURE IT” • Systems role in customer service • In order to gauge how well systems are operating, you have to measure their effectiveness • Example forms: • “Code Red” • “Code Green”

  23. 5. “REWARD IT!” • Professional Advancement • Sell the Service • Group Rewards

  24. PROMISING PRACTICES…… Libraries Other Industries • Peer Recognition Programs • Vouchers for library video rentals or items from book sale • Library manager does the job of staff member for an hour • Monetary rewards (“ZingBuck”) • Regular company communications • Customer service practices tied into promotions

  25. OVERCOMING CHALLENGES IN RURAL LIBRARIES • Customer service training can be a tool to help overcome challenges in rural libraries • Manage stressful interactions with patrons • Identify systemic problems with library • Identify positive attributes of library • Ongoing focus and dialog about customer service eliminates the need for tedious trainings • Makes a better workplace and attracts like-minded potential employees

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