Documente Academic
Documente Profesional
Documente Cultură
Customer Service
Toolkit for Retail
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General Information
Name of
organisation:
Industry:
Department:
Date:
Knowledge
Competency
Description of competency
Product knowledge
Customer
knowledge
Organisation
knowledge
Ability
to
understand
the
organisations
mission,
vision,
values and service mission
Problem-solving
and
the
Listening
Time management
Skills
Communication
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Attributes
Ability to remain
calm under
pressure
Willingness to work
hard
Thoughtfulness
Reliability
Dependable
performance,
etc.
Team player
Positive attitude
Patience
Responsiveness
Helpfulness
Empathy
Flexibility
Able
to
adapt
to
various
environments and situations.
Professional
Dresses
professionally
appropriately
in
terms
of
accuracy, honesty
and
the
and
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The Workforce Development Authority (WDA) has identified a set of common service
excellence competencies for service staff at the Operations, Supervisory and
Managerial levels. These competences are compiled in the Service Excellence
Workforce Skills Qualifications (WSQ) framework and brief descriptions of the
respective competencies can be found in the following pages.
These competencies can be used as a guide for training needs analysis within the
organisation or even for recruitment of competent staff.
If you would like to find suitable Continuing Education and Training (CET) Centres or
training providers that can deliver the Service Excellence WSQ training programmes
to
meet
your
organisations
needs,
more
information
can
be
found
at
www.wda.gov.sg
For other enquiries, please contact 6883 5885 or send your email to
wda_enquiry@wda.gov.sg
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Manage
Business
Excellence
Managerial
Assess
Competency Descriptor: On completion of this unit, the
Organisation for learner will have knowledge and application skills in
Business
providing business excellence assessment services. This
Excellence
includes planning for business excellence assessment,
conducting business excellence assessment and reporting
assessment findings.
Elements of Competency:
1. Plan for business excellence assessment.
2. Conduct business excellence assessment.
3. Report assessment findings.
LEADERSHIP
Managerial
Lead A
Customer
Focused
Organisation
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improve
personal
customer
focused
PLANNING
Manageria Provide A Quality Competency Descriptor: On completion of this unit, the
l
Service
learner will have knowledge and application skills in
Environment developing a friendly and hospitable service environment,
developing a healthy and safe service environment as well as
managing the service environment.
Elements of Competency:
1. Develop a friendly and hospitable service environment
and service communication framework that meets
customer requirements.
2. Develop a healthy and safe service environment.
3. Manage the service environment.
4. Foster a culture of service excellence in the organisation.
PLANNING
Manageria
l
Set Up And
Implement
Systems And
Strategies That
Support Service
Innovation
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INFORMATION
Manageria
l
Interpret And
Analyse
Customer
Intelligence
of
customer
to
relevant
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from
customer
service
benchmarking
CUSTOMERS
Manageria
l
Manageria
l
Manage High
Volume
Customer
Contact And
Communication
Manageria
l
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customer
CUSTOMERS
Supervisor
y
Supervisor
y
Build
Competency Descriptor: On completion of this unit the
Relationships learner will have knowledge and application skills to build
With Customers relationships with customers in service environments, which
include building customers confidence, maintaining and
developing customer relations and handling difficult
customers.
Elements of Competency:
1. Build customers confidence.
2. Maintain and develop customer relations.
3. Handle difficult customers.
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RESULTS
Managerial
Managerial
Manage
Performance
Management
Processes
for
service
innovation
and
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RESULTS
Managerial
Managerial
Implement
Competency Descriptor: On completion of this unit the
learner will have knowledge and application skills in
Continual
Improvements inimplementing continual improvements in service delivery in
work teams. It includes encouraging and coordinating the
Service Delivery
team to participate in the planning, executing, monitoring
and evaluating of continual improvements in service delivery.
Elements of Competency:
1. Prepare work team for continual improvement.
2. Execute action plan for continual improvement.
3. Monitor and evaluate results of action plan for continual
improvement.
4. Address gaps in targets.
Supervisor
y
Lead a Team to
Participate in
Service
Innovation
Processes
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PEOPLE
Managerial
Supervisor
y
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Operations
Foundation
Units
Operations
Offer
Competency Descriptor: On completion of this unit the
Foundation Customised And learner will have the knowledge and application skills to
Units
Personalised proactively offer and promote service to customers. It
Service
includes accessing and communicating detailed product and
service information sought by a diverse range of customers;
in order to make recommendations that meet customers
personal needs.
Elements of Competency:
1. Study and update own knowledge on organisation's
products and services.
2. Develop
knowledge
that
addresses
information
commonly sought by organisation customers.
3. Identify and act upon opportunities
personalised and customised service.
for
offering
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Cultivate a
Service
Innovation
Mindset
Operations
Foundation
Units
Participate in
Service
Innovation
Processes
innovation
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ideas
towards
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General Information
Name of
organisation:
Industry:
Department:
Date:
Competencies required
Job scope
Product knowledge
Customer knowledge
Communication
Listening
Friendliness
Patience
Responsiveness
Helpfulness
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Competencies required
Job scope
Product knowledge
Customer knowledge
Organisational knowledge
Communication
Listening
Friendliness
Patience
Responsiveness
Helpfulness
Business minded
Competencies required
Job scope
Sales manager
Product knowledge
Customer knowledge
Organisational knowledge
Problem solving
Responsiveness
Flexible
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Competencies required
Job scope
Communication
Listening
Friendliness
Reliability
Positive attitude
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Know what you are looking for. Use your organisations competency
framework as a guide.
Prepare interview questions that will help you assess the competencies you
are looking for. Some examples of interview questions can be found in the
following pages.
Look out for the body language and verbal cues to assess if the candidate is a
Did he smile?
Was he polite?
Check on the candidates references. Check with his previous employers what
they thought of him.
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General Information
Name of
organisation:
Name of employee:
Job title applied:
Department applied:
Date:
2 Interview appraisal
(0 = Not applicable, 1 = Not acceptable, 2 = Below
average,
3 = Average, 4 = Good, 5 = Excellent)
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Others
Strengths
General comments
Evaluation
Yes
KIV
Interviewer 1
Interviewers signature
Date
Interviewer 2
Interviewers signature
Date
Date of acceptance:
Commencing date:
Approved by:
Other remarks:
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No
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Buddy programme:
Pair the new employee with a buddy. The buddy can help the newbie navigate
his way around the organisation better, introduce him to colleagues, and can
help reinforce the orientation messages.
The buddy can enable the new employee to integrate into the team quicker.
When people feel that they are part of a team, and that the organisation is
looking out for them, they will be more motivated to take chances and go out of
their way to serve customers because they are not worried about making
mistakes.
The buddy should be someone who has been in the organisation for at least 1
year and who is familiar with the processes and policies of the organisation.
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General Information
Name of
organisation:
Name of employee:
Employee number:
Job title / grade:
Department:
Start date:
Orientation
Activities
Person responsible
(Position & Name)
1. Assigned workstation
Supervisor
Supervisor
Administrato
r
Administrato
r
Administrato
r
Administrato
r
Administrato
r
Supervisor
Supervisor
Supervisor
Administrato
r
Administrato
r
Administrato
r
Supervisor
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Status
[N/A or
Date Completed]
Information Technology
Activities
Person responsible
(Position & Name)
15
Desktop/laptop setup
IT Technician
16
Printer setup
IT Technician
17
IT Technician
18
IT Technician
19
Intranet/internet access/user
id/password
Email ID and password
20
Login procedures
IT Technician
21
Explanation of companys IT
policy
IT Technician
Hygiene
Activities
22
23
24
25
26
27
Staff Welfare
Activities
28
29
30
31
Insurance coverage
32
Status
[N/A or
Date Completed]
IT Technician
Person responsible
(Position & Name)
Status
[N/A or
Date Completed]
Safety
Officer
Safety
Officer
Safety
Officer
Safety
Officer
Safety
Officer
Safety
Officer
Person responsible
(Position & Name)
Human
Resources
Human
Resources
Human
Resources
Human
Resources
Human
Resources
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Status
[N/A or
Date Completed]
Person responsible
(Position & Name)
33
Supervisor
34
Supervisor
35
Supervisor
36
Departments organization
structure
Departments mission and goals
37
Organization structure
Supervisor
38
Supervisor
39
Mandatory Training
Activities
40
41
Status
[N/A or
Date Completed]
Supervisor
Supervisor
Person responsible
(Position & Name)
Status
[N/A or
Date Completed]
Safety
Officer
Safety
Officer
Date
Date
Once completed, this form should be retained by the Supervisor/Manager and a copy is
to be sent to the Human Resource department
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Customer touch points are the points of interaction between your customer and your organisation.
More information on identifying customer touch points can be found at Chapter Five: Delivering to
your customers expectations.
Copyright of SPRING Singapore 2010
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General Information
Name of
organisation:
Name of employee:
Employee number:
Job title / grade:
Department:
Date:
Training Roadmap
Competency
Training
Needs
Evaluation
Product
knowledge
12345
Customer
knowledge
12345
Organisation
knowledge
12345
Problem solving
12345
Communication
12345
Listening
12345
Time
management
12345
Friendliness
12345
Courses /
Training /
Programs /
Coaching
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
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Evaluation
Timeframe
after
(by when) training (1
to 5)
Training Roadmap
Competency
Ability to remain
calm under
pressure
Training
Needs
Evaluation
12345
Willingness to
work hard
12345
Thoughtfulness
12345
Reliability
12345
Team player
12345
Positive attitude
12345
Patience
12345
Responsiveness
12345
Helpfulness
12345
Flexibility
12345
Empathy
12345
Courses /
Training /
Programs /
Coaching
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
High
Low
Mediu
m
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Training
Timeframe
effectivenes
(by when)
s
12345
High
Low
Mediu
m
High
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Step 2
not care to help her. This creates a poor image of our shop.
Understand why the incident happened. Give the employee a chance to
explain or ask questions.
Step 3
Ask open ended questions. E.g., Why do you think this happened?
Ask one question at a time.
Dont fill silences. Give your employee the chance to think.
Be non-judgemental. Listen and understand why the incident happened.
State expectations
Explain what you want the employee to do in future, and why. E.g., We
should aim to help her find additional sizes. Check the storeroom, or
with another outlet. This shows that we are interested in helping our
customers find what they need.
Show empathy. E.g., I understand it was difficult to manage as there
were a few other customers to attend to. However, it is important that we
help our customers find what they need. We are here to serve our
customers.
Step 4
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Step 5
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General Information
Name of
organisation:
Name of employee:
Employee number:
Job title / grade:
Department:
Date:
Observation on Behaviour
Identify instances where the employee has performed well or has not performed up to
expectations. Be specific, list specific instances instead of general observation.
Lessons Learnt
Identify lessons which can be learnt from the observation, either positive or negative
ones, for sharing with the employee.
Additional Comments
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To be reviewed
on
Date
Date
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Zingrill:
Use your
General
Information
Name of
organisation:
Zingrill is a fast-expanding
Name of employee:
Employee number
service quality throughout its operations, Zingrill needed to make sure that
Joball
title
/ grade:
employees
Department:
thus came
or team
Date:
They were rotated to work at each of the outlets for a defined period of time
to help build the culture and set the standard for customer service. During
their stay, the Service Ambassadors were also tasked to identify employees
who had provided good service to customers. These employees were then
rewarded with stars that they can display on their uniforms. Through this
system, Zingrill has successfully managed to use role models to build their
3
Reward recommended:
service culture.
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Date
Date
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Case Study:
NYDC: Recognise and reward part-timers
NYDC is a home-grown Singaporean chain that has successfully expanded
to consist of multiple outlets across the country. As the organisation expands,
it faces the challenge of finding appropriate employees to man outlets. To
manage this, NYDC relies on a pool of part-timers that supplement full-time
employees during busy periods.
This extends up to positions at the Assistant Supervisor level. Usually, such
employees are paid an hourly wage and are not eligible for bonuses.
However, NYDC managers set aside a share of the outlets bonus for parttimers to recognise their contributions. This strategy has enabled NYDC to
attract and retain good part-time employees and build a committed team.
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General Information
Name of
organisation:
Name of employee:
Employee number:
Job title / grade:
Department:
Date:
Attributes
Skills
Knowledge
2 Employee Appraisal
(0 = Not applicable, 1 = Not acceptable, 2 = Below
average,
3 = Average, 4 = Good, 5 = Excellent)
Product knowledge
Customer knowledge
Organisation knowledge
Problem-solving
Communication
Listening
Time management
Friendliness
Thoughtfulness
Reliability
Team player
Positive attitude
Patience
Responsiveness
Helpfulness
Empathy
Flexibility
Integrity / Honesty
Business-minded
y
Copyright of SPRING Singapore 2010
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Achievements
Strengths
General comments
Development opportunities
Comments by appraising supervisor on training and development opportunities, career
aspirations and career plans. Include specific performance improvement plans, if
applicable. Attach separate pages if necessary.
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Outstanding
Very good
Good
Satisfactory
Needs improvement
Performance is unsatisfactory
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Date
Date
Date
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