Standards for working with clients. Hotel service technologies. We increase customer loyalty. Requirements for the appearance of store sellers

Today, attracting new and retaining existing customers is a priority for almost everyone. commercial organization a vital condition for ensuring its existence and functioning.

Moreover successful business becomes precisely with regular (loyal) customers. They are the ones who buy more often and more, stay with the company in difficult times “until the last”, it is the regular customers who recommend the store/establishment/company to their friends, i.e. they are the generators of popular advertising “by word of mouth” and thereby bring new customers .

Therefore for any trade organization or an organization operating in the service sector, it is extremely important to build a system of relationships with consumers that, from the first contact, turns a one-time visitor into a committed client.

There are many types of loyalty and customer retention programs - from discount cards and gifts to opening a cash loan for VIP clients. As a rule, the development and implementation of such programs is the prerogative of marketing specialists. But, relying on such programs, companies often forget that marketing in a company is carried out not only by a marketer or an advertising department, but also. Because buyers rarely separate the product/service from the company and its employees. Most often they are perceived as a single whole. In psychology, there is even such a concept as the “halo effect”: that is, the spread of a superficial (general) first impression of a person to all his further actions and the process of interaction with him (and, accordingly, with the company that he personifies).

This primarily concerns sales/service personnel – those on the front line. Everything is important here: what managers say, how they speak, how they look, how quickly and to what extent they fulfill obligations, whether they themselves like their work or whether they go to it like slaves to a hacienda. And if the client’s first impression of the seller as a whole turned out to be favorable, then in the future all interactions with him, with the company and the product/service that he represents, are assessed positively, and minor flaws are not given much importance or even suitable excuses are found.

If, in the first minutes of contact, a negative general impression of the manager was formed, then subsequently even the positive moments in interaction with him, his company and/or product are either not noticed at all or are underestimated against the backdrop of close attention to the shortcomings, which are inflated to universal proportions. And here, unfortunately, no brilliant marketing tricks or tempting loyalty programs will help. There are even these statistics:

If a customer is very satisfied, then the likelihood that he will make a good order is three times higher than if he is simply satisfied.

Of the 100% of customers who leave for competitors, only 25% leave due to dissatisfaction with the price or quality of the product. The remaining 75% is due to the quality of service.

One satisfied customer tells about five of his friends about his successful purchase. But one dissatisfied person tells about 17 acquaintances about his dissatisfaction.

And it’s especially important to remember this right now, because unlike Soviet times, when everything was in terrible shortage and goods were “torn off hand and foot,” today the buyer has the opportunity to compare and choose: goods, manufacturers, cost, stores and... sellers. Thus, good customer service is the key to the prosperity of any business organization, and in building long-term and strong relationships with customers, sales/service personnel play the role of the first fiddle. And all kinds of promotions and loyalty programs are just a tool that can complement, but not replace professional work frontliners.

As practice shows, staff do not always know how to behave with customers in certain work situations. Therefore, employees are forced to do “the best they can,” relying on their ingenuity. Often such initiative results in lost deals, lost profits, lost customers and bad reputation for the company. This is far from complete a list of typical mistakes made by managers when making telephone calls:

1. Start the conversation by apologizing for the concern.

2. They do not know how to identify the decision maker and present their proposal to secretaries and office managers.

3. Instead of two or three introductory phrases and creating intrigue, warming up the client’s interest, they read out the price list, bring down a barrage of product/service characteristics on the client, thereby overloading him and causing his only desire: to end the conversation as soon as possible.

4. They complicate the speech with professional terms and technical details that are unclear to the interlocutor, understandable only to narrow specialists in this field (“semantic core”, “link”, “usability”, “conversion”, etc.).

5. They end the conversation without clear agreements on subsequent actions and a specific date for the next contact, etc.

Or another list most common errors:

1. They start the conversation with the tired phrase “What can I tell you?”

2. They strive to immediately tell the buyer more about the product and quickly.

3. On the contrary, they silently contemplate the client in the expectation that he will “ask if he is interested in something.”

4. They are embarrassed to offer the client to make a purchase when he is interested in a specific product, as a result of which buyers go to “think”... to other stores.

5. They do not offer customers to purchase related products in addition to the main purchase, etc.

Obviously, these shortcomings have the most detrimental effect on the amount of profit the company receives.

All the misfortunes of people arise not so much from the fact that they did not do what they need to do, but from the fact that they do what they should not do. © Leo Tolstoy

That is why - in order to avoid banal and regularly repeated mistakes in the work of personnel - many successful companies They don’t expect miracles from salespeople, counting on their “common sense,” “communication skills,” and “behavioral flexibility,” but provide managers in advance.

In essence, corporate standards are the same patterns of behavior for all employees when serving customers, the procedure for action in typical work situations, and ways of responding to non-standard situations; they are also criteria for evaluating completed actions.

P.S. You can also purchase, adapted for any commercial organization (using one or more of the following sales methods: by telephone, “on the road” and/or in trading floor): 107 sheets of detailed step-by-step instructions with examples for different areas of business and explanations. Read more about the Methodology.

The golden rule of service is: treat guests the way you would like to be served. Service quality standards are the criteria necessary to ensure the effectiveness of the quality management system. Service standards refer to the set of procedures and daily operations performed by staff that contribute to maximum customer satisfaction. “Know in order to foresee, foresee in order to manage.”

Collateral commercial success of a hotel enterprise is the ability of its owners to predict any possible desire of a potential client.

Based on this, it is necessary to develop service standards for each enterprise individually, taking into account international and national requirements. Standards must be flexible and reflect the wishes of customers, especially regular ones, and also correspond to the concept of the enterprise. Standards mean not only the correct technology for serving guests, but also the attitude of the staff to their work, i.e. to visitors.

Often the reason for deliberately unsuccessful service lies not in the absence of any expensive equipment and insufficient interior polish, but in “unobtrusive” service, so each hotel must have its own code of regulations regarding:

behavior;
appearance;
technological process;
knowledge foreign language within the profession;
knowledge of the hotel concept and its structure.

IN hotel business First of all, an impression is sold, so it is important that negative emotions are not conveyed to clients, they should feel psychologically comfortable. The standards of hotel corporations are higher than those of so-called independent hotels, so clients who visit establishments of their favorite system are attracted by a certain predictability - the same quality of services provided. Maintaining high level The quality of services is promoted by training programs used in hotel chains around the world, such programs are designed to emphasize the importance of corporate standards and their direct relationship with increased guest satisfaction. The standards of many well-known hotel chains determine that staff should be: sociable, friendly, have a pleasant appearance, and be able to work in a team.

Service standards may vary, much depends on the concept of the hotel - its category and target audience. Here are some examples of the service credo of high-category hotel chains: “ Quality service. First time - every time! "We are ladies and gentlemen - at the service of ladies and gentlemen." In order to train hotel staff from maid to manager, it is necessary to develop for each type of activity professional standards. Their essence lies in the fact that they determine what service should be in each department of the hotel complex. However, there should be no deviations from the standards under any circumstances. Compliance with standards guarantees the stability of quality indicators: there cannot be a “bad or good” shift of waiters, receptionists, maids,” everyone always works exactly like that. Concierge, driver, security guard, administrator or waiter - each of them must know, understand and strictly adhere to professional standards. Imagine what would happen if each maid decided for herself how to make her bed, how to lay out towels and accessories in the bathroom, or was guided by her own life experience when deciding whether to clean the room at all or just take out the trash.

International service standards

1. Fast service:

hotel employees should always be ready to offer assistance to guests;
visitors’ demands must be dealt with immediately, without sending them to another department or to another person;
all requests and complaints are resolved before guests leave the hotel.

2. Order execution accuracy: Guests should be offered accurate and complete information and fulfill every request until final satisfaction.

3. The most excellent wish of the guest:

It is necessary to anticipate the needs of visitors and offer them help before they ask;
Employees should be familiar with guests' special requests in order to automatically expedite their fulfillment.

4. Friendliness and politeness:

with any visitor located within a radius of 2 m from you, you must be the first to start a conversation;
Whenever possible, use titles before the guest's last name (Mr., Sir, Doctor, etc.);
you should establish good eye contact with each visitor, always smile if the guest is within a radius of 8-10 m; We apologize for any inconvenience to the visitor.

5. Attentiveness:

let the guest know that he has been noticed, even if you are busy;
you should be extremely careful.

6. Appearance standards imposed on the uniform, hairstyle and hygiene of employees.
6.1. Dress:

A complete uniform is required - clean, ironed and in good condition;
groups of employees working together must wear the same uniform;
all employees must wear a name badge, which is attached to the left; the icon should be High Quality and read well;
jackets and shirts should be worn buttoned up; only long sleeves are useful in service areas;
the contents of clothing pockets should not distort its shape;
socks only dark colors;
Closed-toe shoes, clean and in good condition.

6.2. Hairstyle and hygiene of employees:

men's hair: clean, neat, pulled back from the face, not touching the back and sides of the shirt collar;
hair for women: no longer than the bottom edge of the collar, otherwise it is collected in a bun or neatly tied at the back;
Employees handling food, drinks or equipment must wear protective headgear;
a beard is not allowed, the mustache must be neatly groomed and not extend beyond the corner of the mouth more than 12.5 mm;
nails: clean (cut for men, medium length for women) and painted only in neutral colors;
men should not wear any bracelets or earrings, only a wedding ring;
for women - no more than two rings, earrings of a discreet style.

7. Confidentiality of information: the confidentiality of any information related to the guest is maintained, including room numbers, length of stay, personal information, etc.

8. Job knowledge: any employee needs to know the hotel, premises, opening hours and general information.

9. Patience:

complaints and comments must be addressed politely, carefully and transferred to management for appropriate action;
You should never argue with a guest or appear defensive.

10. Responsibility: Do you need a sense of responsibility and pride?

when maintaining order in the hotel;
in the event of a guest complaint, other departments or persons cannot be blamed;
You should take responsibility for solving the problem yourself.

11.Number of personnel must be such as to provide efficient and continuous service to guests. At the same time, there are the following recommendations for the number of employees per 10 hotel rooms:

five-star hotels - at least 20 people per 10 rooms;
four-star hotels - at least 12 people per 10 rooms;
three-star hotels - at least 8 people per 10 rooms;
two-star hotels - at least 6 people per 10 rooms.

Qualification requirements for various groups of hotel workers

All hotel staff from the point of view qualification requirements can be divided into three large groups: management staff (hotel administration, department heads, supervisors); staff working with guests (waiters, maids, doormen, receptionists); supporting departments (engineers, technicians, warehouse workers, stewards).

The competence of the personnel of these groups is of great importance for quality management. Hotel management must ensure that its staff have the necessary qualifications, knowledge and skills to perform their jobs to the best of their ability.

General requirements for all personnel:

politeness, friendliness, enthusiasm, interaction with colleagues, relations with guests;
flexibility, adaptability;
taking responsibility, initiative;
personal hygiene;
discipline, punctuality;
knowledge of work, quality of work, attention to detail;
work under load, under stress;
ability to complete tasks to completion;
cost awareness; knowledge of a foreign language.

Organizational structure of a hotel enterprise

The hotel business is characterized not only by a large number of personnel with different skills and competencies, but also by a variety of relationships between its employees (staff and management), as well as structural divisions(by departments). management provides the hotel enterprise with an appropriate basis for planning, organizing, executing and monitoring the work of personnel. And although properly designed organizational structure in itself is not a sufficient condition for the successful operation of a hotel; its absence makes it impossible to organize the effective operation of the entire enterprise, regardless of the level of qualifications and competence of managers and staff.

Organization of hotel services and management of labor resources of a hotel enterprise

Hotel service is a complex and multi-stage process, starting from the moment the client realizes his need for a service and ending with his departure from the hotel. It is very important to understand the composition, content, interrelation of elements, as well as the degree of participation of certain departments and hotel employees at each stage of this process.
Planning personnel requirements consists of several stages: cash assessment labor resources, assessment of future needs, development of a program to meet these needs. It is necessary to determine how many people will be required to perform a particular operation and evaluate the quality of labor.
Personnel selection involves creating reserves of potential candidates for all available positions in hotels and selecting the most suitable people for these positions.

Differences between a concierge and a butler

You might think that these two services duplicate each other, but this is not entirely true. They have different work hours - the concierge does not work in the evening or at night. In Western hotels there are 20 butlers for 230 rooms, while in Russian hotels of the same top category there are 5 concierges for the same number of rooms. The concierge is focused on solving “external” issues (tickets, excursions, restaurants). Butlers deal with internal matters.

A.Yu. Mazaeva,

European Chamber expert on hotel certification

Standard "Service for guests by reception service"

Greet guests cordially and with a smile.
You must only talk to the guest while standing.
If you know the guests' names, address them in a way that lets them know you remember their names.
Know how to establish personal contact with each guest, accompany each guest's appearance with a smile.
Give all clients the same attention because they are all equal.
Let your guest know they are noticed, even if you are very busy. Guests should not be kept waiting. We should always remember that for us there is no more important person than a guest.
Always offer help to guests and don't wait for them to ask you for it.
Before moving on to serving the next guest, you need to ask the previous guest if he needs anything else.
All special requests of regular guests must be taken into account and carried out automatically.
We apologize to the client for any inconvenience.
Be attentive to the needs and wishes of the guest, make decisions based on his interests.
When a guest makes a request: listen carefully; absorb all the information; if something is not clear, ask again; provide the necessary help.
If a guest makes a request that obviously seems impossible, under no circumstances should you refuse.
Personally fulfill the guest’s request, try not to send him to another department or to another employee. If the guest's request is beyond your competence, invite a competent employee or accompany the guest to him.
Any request of the guest must be fulfilled as quickly as possible, and the guest must be quickly and clearly informed about its implementation.
Guest requests are fulfilled in such a way that the guest is satisfied with the result.
Provide guests with accurate and complete information. Employees are required to know the hotel, facilities, service hours and general information about the hotel.
Always have ready information: about car rental, taxi ordering; dry cleaning, laundry; excursions; conference room services; shops, markets, shopping centers and etc.
Professionally recommend various hotel services to guests.
When saying goodbye to a guest, you should definitely smile at him, wish him all the best and thank him for the visit, this must be done sincerely. Each guest should have the impression that he is always welcome at the hotel and on his next visit he should definitely stay here, where his opinion and mood are valued.
Always remember: the guest is always right, the guest should always be satisfied; the guest is the most important person in the hotel, regardless of whether he is present in person, in writing or by telephone; the guest is a living person with his own prejudices and the right to make mistakes; the guest is an integral part of the business and not an outsider.
Hotel employees are strictly prohibited from: showing the guest whether you like him or not; reading moral lectures to the guest; asking the guest about his personal life; listening to the guests’ conversations; discussing personal or work-related problems with guests, issues of politics and religion; arguing with colleagues in the presence of guests; show your disapproval to a drunk client.
Always speak only positively about the hotel's activities. No negative comments, always emphasize the advantages of your hotel over its competitors.
Become a member of a single team - help, support and share experience with your colleagues.
Maintain silence in the guest services area.

Standard "Telephone conversations".

All outgoing calls must be answered no later than the third ring.
Greeting: “Good afternoon (morning, evening)! Hotel "X". Christina. How can I help you?".
The answer to an incoming internal call should be: “Good afternoon (morning, evening)! Reception service (security service, business center, etc.). Christina. How can I help you?"
A hotel employee should always talk on the phone with a smile.
The employee's voice should be pleasant, his speech should be clear and intelligible.
A hotel employee must have all the necessary information about the services provided and hotel equipment.
Listen carefully to the guest's requests.
A guest should never be rushed during a telephone conversation.
Repeat the guest's request to avoid misunderstandings.
The guest's name should be mentioned at every opportunity (if the call is from a guest).
The caller should not be put on hold without his or her consent.
If a call requires forwarding, remember that you can only forward a call once, so make sure you forward it correctly. Before you transfer the call, be sure to notify the guest of your intention.
Never ask a guest to call back.
Free your guest from having to repeat what he has already said. Briefly outline the essence of the issue to the employee to whom the call is forwarded.
Never transfer a call to another department or to a guest's extension until they answer.
If no one answers this extension, the hotel employee should invite the guest to leave a message.
If the subscriber insists on a new connection, the hotel employee must return to the line every 20 seconds.
Do not leave a call on hold for more than two minutes.
Standby music should be classical.
When you return to the line, thank the guest for waiting.
A hotel employee should not connect a subscriber to a room without knowing his name.
Express your regret if a guest's wish or request cannot be fulfilled.
When you need to answer another call or have an urgent distraction, ask the guest if he can wait and wait for an answer.
Do not use the words “no”, “impossible” and their derivatives.
When ending the conversation, the employee should thank the client for the call. Make it clear that all the promises you make will be kept.
You can hang up the phone only after the other person has already done so.

Guest Complaints Standard.

When receiving a complaint from a guest, the Front Desk Officer should act as follows.

Determine the level of authority required to address and resolve the issue.
Once you find yourself face to face with a guest and his complaint, take a break from your current work and focus all your attention on the guest.
Listen carefully to the guest's complaints, do not interrupt, give him the opportunity to speak.
Listening to what the guest says, show him respect, make it clear that you share his feelings (put yourself in his place).
Thank the guest for their trust in you. Explain why you appreciate the complaint. For example, you could say, “Thank you for pointing out the mistake,” or “Thank you, your complaint will help us improve our experience and make you proud to be our customer.”
Be sure to apologize regardless of whether the mistake was made by you, someone on staff, or management. Don't try to explain who is to blame.
Do not make excuses or accuse the guest of dishonesty until it has been proven that he is lying.
Show genuine interest and genuine concern about the situation.
Never try to prove a guest that he is wrong. Never argue, do not object to the guest and avoid manifestations of aggression.
When dealing with dissatisfied guests, do not explain or refer to established management procedures and general policy hotels.
Never blame employees of other departments or specific individuals. Take personal responsibility for solving the problem.
It is necessary to remove a guest who violently expresses his dissatisfaction from the guest area.
Promise to take immediate action.
Find a solution to the problem and agree on your solution with the guest.
First, offer the guest the most acceptable, from your point of view, solution to the problem, and then alternative ones. Give the guest the opportunity to choose the most suitable option.
Suggest joint actions, for example, you could say: “What do you think we can do together for you?”
Gather all the necessary information. Find out what the guest expects. Make notes and don't hide notes from him.
Agree on the time needed to resolve the problem.
Do not take any action unless you are authorized to do so.
Be sure to deliver what you promise and only promise what you can deliver.
Try to resolve the problem before the guest leaves the hotel.
If you are unable to solve the problem yourself, contact your manager immediately and provide him with a solution to the problem.
If the guest wants to express his comments or comments in writing, invite him to fill out a book of wishes and comments. Try to obtain the name and address (fax, telephone and office address) of the dissatisfied guest. In this case, the management will be able to offer him a personal apology.
Keep the guest informed of the current status of the issue.
Make sure the guest is happy with the solution to the problem. Once again express your gratitude to him for his complaint: send a letter of gratitude (better if on behalf of the head of the enterprise).
When receiving a complaint from a guest, always leave information about this in the “Shift Handover Log”, and also report all claims and complaints to the hotel duty officer.
Analyze the complaint, establish all the reasons for the complaint: why the guest was dissatisfied, what caused the error. Keep records and analyze all customer complaints to improve the quality of service.
If you receive a complaint in writing, respond to it within two days and do not delay resolving problems.
Do everything to restore quality service.
Guests who make complaints are assigned VIP status. Be sure to inform the guest about this.

Standard “Appearance of a receptionist”

General requirements for appearance employee:

A mandatory condition for working in the reception service of Hotel “X” is wearing a uniform.
The uniform serves as a mandatory and only form of clothing in work time.
All employees are required to wear a name badge on the left side of their uniform during working hours.
Uniforms must always be in perfect condition, clean and ironed.
The jacket should always be buttoned, except when sitting.
Wearing a uniform outside of working hours is strictly prohibited.

Requirements for the appearance of male administrators:

The uniform set is men's suit consisting of trousers, jacket, long-sleeved shirt and tie.
The shirt must be buttoned with all buttons, including the collar and cuffs.
Trousers should be well ironed and worn with a suitable belt.
The tie should be tied in a neat, strong knot at the collar of the shirt.
Socks should be dark in color (preferably black).
Shoes must be exclusively classic style, black and closed.
Hair must be clean, neatly cut and styled so that it maintains its proper appearance throughout the working day.
Hair neither on the sides nor on the back of the head should touch the collar of the shirt.
The face must be carefully shaved. Wearing a beard, mustache, or sideburns is not allowed.
Men are prohibited from using decorative cosmetics.
Nails should be clean and neatly trimmed. Men are prohibited from using nail polish other than clear color.
The aroma of cologne should be light - strong odors should be avoided.
Jewelry allowed to be worn wristwatch traditional design and wedding ring. Wearing bracelets and earrings is prohibited.

Requirements for the appearance of female administrators:

The women's uniform set consists of a skirt, blouse and jacket.
Wearing a full set of uniform is mandatory, except summer period(without jacket).
The blouse must have long sleeves and fasten all buttons, including the collar and cuffs.
The length of the skirt should be no higher than 5 cm from the knees.
Regardless of the season, it is mandatory to wear flesh-colored or black tights or stockings without a pattern and no thicker than 20 denier during working hours.
It is mandatory to wear only closed shoes with a heel no higher than 4 cm, classic style, black.
Shoes should always be polished and repaired.
Hair must be clean, neatly trimmed and combed. A woman's hairstyle should be compact; wearing bulky hair clips in bright colors is prohibited.
You can wear your hair loose only if its length does not reach the collar of your blouse.
Hair color should look natural.
Makeup should be as natural as possible. The use of dark and bright shades of eye shadow, lipstick, and blush is prohibited.
Nails should be clean, neatly trimmed and polished. It is allowed to use nail polish only in neutral tones.
The aroma of perfume should be light - strong odors should be avoided.
All employees must use unscented deodorant daily.
The wearing of jewelry during working hours should be limited. As for jewelry, it is allowed to wear one thin chain around the neck, a wristwatch of a traditional design, one simple and/or wedding ring, one set of simple, small earrings (without pendants). Ankle bracelets are prohibited.
Tattoos and piercings are prohibited.

To ensure high quality Maintenance organizations develop special standards for systematic training or training of personnel.

Service standards: concept, essence and functions

Definition 1

Service standards are methodological, organizational and instructional documents that are developed together with economists and company specialists.

Service standards are a set of internal corporate rules that regulate the activities of an organization in servicing clients and the algorithm for communicating with them. This also includes general standards for responding to non-standard situations.

Customer service standards are a mandatory element of an organization’s corporate standard of operation.

By mastering service standards, personnel become familiar with the state of affairs of the organization, its products and services, prestigious consumers, description and implementation of effective and profitable business practices. The main part of the training is devoted to the rules and methods of conducting service, the ability to create a favorable climate in the team, as well as between employee and client. Service standards cover in detail typical mistakes personnel, and recommendations are given on how to minimize them.

The main functions and objectives of service standards are as follows:

Arrange. The client should not see the problems that exist in the company. He must be sure that all employees of the organization are professionals.
Control. It is difficult to evaluate the work and professionalism of a manager if there are no specific evaluation criteria. At the same time, fulfillment of the sales plan is not a reliable evaluation parameter. The manager must understand whether the employee adheres to customer service standards.
Adapt. Service standards simplify the procedure for interacting with clients.

Service standards are effective only when the client does not see the difference between the work of several employees, but sees only high-quality and branded service, which does not depend on external circumstances and factors. The standard of service must be tested in practice, supported by experience, formed on the basis of analytical research and state methods. Such a standard will increase profits, improve the organization’s image and attract new customers.

For what purpose are service standards introduced?

The main objectives of any company are to increase customer loyalty, as well as increase economic performance. The key goals of implementing service standards at an enterprise are the following:

For employees who have work experience. Service standards will reduce the number of unnecessary actions and errors. As a result, employees benefit from time savings (there are no errors, so there is no need to waste time correcting them), and as a result, increased productivity.
For newbies. Service standards allow you to transfer the necessary knowledge in the shortest possible time.
For organization. Standards will be able to eliminate dependence on old-timers. Few employees who have worked in the company will be able to avoid succumbing to “star fever.” A person loses the ability to objectively evaluate his work; having knowledge and experience, it seems to him that he is the best employee in the company. This can end badly - if fired, such an employee will take away the base and turn clients against the organization. Customer service standards are necessary so that all employees can be assessed on a single scale, based on their actual benefit to the company.
For managers. Unified service standards must be the same for all employees. This will make remuneration clear and transparent. In this case, the employee is not afraid that he will be paid less, and all mistakes are immediately visible.

Thanks to the application of service standards, you can:

develop an organization style in communicating with clients;
increase employee productivity with new clientele;
bring the quality of service to a new level;
form positive opinion client about the company (a satisfied client will always recommend the company to his friends, this will increase the number of potential and actual customers);
minimize conflicts between employees and clients;
develop a training program for beginners;
establish a procedure for monitoring the work of enterprise personnel;
increase employee motivation to work.

What criteria should service standards meet?

Effective and efficient customer service standards must meet the following criteria:

Specificity. Service standards should be clear and simple for every employee, regardless of work experience, age, education and other factors. The wording must be clear and understandable.
Measurability. Service standards cannot contain concepts such as “fast”, “prompt” or “slow”. For example, an employee cannot answer an incoming call “quickly”, since this is an elastic concept. It is correct to say that the manager must answer the call within 7 seconds.
The reality of execution. Before implementing service standards, it is necessary to ensure that the company has the necessary resources to implement them. Make sure employees have all the tools to work effectively.
Transparency for staff. Since service standards are implemented to improve the quality of work performance, this information must be communicated to each employee. This is easiest to convey to newcomers, since they accept all the company rules. It is important for permanent employees to get used to innovations. Management needs to explain to staff how the new rules will affect customer loyalty, and what problems may arise if the standard of service is not adhered to.
Relevance. Service standards must coincide with the objectives of the enterprise as a whole. Therefore, standards need to be constantly supplemented, correlated and changed. However, this must be done wisely, otherwise the staff will think that management itself does not know what it wants.
Independence of employees within the limits of their authority. No service standard can provide for all the nuances of working with clients. Therefore, employees must have the personal capacity to effectively collaborate with clients. If an employee has been working with a client for a long time, then he will be able to make the right decision, taking into account his character and needs.
Complexity. All activities of the enterprise should be standardized as much as possible. This applies to all departments, not just individual employees. For example, if an organization is engaged in connecting the Internet, then in addition to the manager offering the service, technical workers, dispatchers, etc. are involved in the implementation of the application. It is necessary to create service standards for all employees who are involved in the work process.
Economic expediency. The implementation of service standards should not be unprofitable for the enterprise.

Compliance with a single structure of service standards must apply to all positions and subsections.

How service standards are developed

The process of developing service standards begins with the appointment of a project manager and working group. Marketers and HR specialists are competent in this matter. The working group should also consist of sales department employees who are well versed in the specifics of the company's activities. The company must have an “ordinary” manager who can take into account all the nuances of the staff’s work as accurately as possible. Next you need to act according to the following plan:

The project manager is given the authority to collect the necessary information and assign the team.
An action plan for developing service standards is discussed and drawn up with the working group. A responsible group is assigned for each work area and implementation schedule.
Step-by-step discussion of the standard. All intermediate results are analyzed and recorded in detail.
The final version of the draft service standard is drawn up and sent to all employees of the enterprise for review. On at this stage All comments and corrections are included in the project. It is important to consider all proposals as tactfully as possible, taking into account the interests of the staff. Often at this stage, top managers make a mistake - they “press” their authority on their subordinates. In this case, it is better to act democratically, hold a secret vote and give employees time to think about the project. At this stage, it is important for the manager to show trust - this way he will stimulate the staff and increase their loyalty to the organization. It is worth remembering that it is managers who will fulfill the requirements of the standard, so you need to listen to their opinion.
After all adjustments and additions have been made, the finished service standard is transferred to to CEO or the person who runs the company. At this stage, only the manager can make corrections to the draft standard. It can be adopted by secret voting, in which the heads of structural units will also take part.

In order for the implementation of the service standard to go efficiently and smoothly, it must be done at the stage of enterprise formation. Then the staff will take it for granted. However, many companies were formed long before Russian Federation implementation of service standards has become the norm. In such companies you can often find resistance from employees to any innovations. Therefore, customer service standards need to be implemented as efficiently as possible and while minimizing staff resistance.

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