If all companies effectively compete on service, the key differentiator then lies in the service management model and the ability to execute it, points out ISS. The company’s just published whitepaper outlines how the traditional models and themes are no longer sufficient and that future focus should be on the service delivery system and the power of the human touch.
‘Leadership and culture play a greater role in effective service organisations today than ever before. By clearly stating the vision, mission and values of the organisation, service employees have a common goal to steer towards.
‘Value-based leadership is an effective way to make values and vision become meaningful and relevant when communicated and supported by first-line management and frontline employees,’ states ISS.
The white paper ‘Service Management 3.0 – the next generation of service’ by ISS executive Peter Ankerstjerne and proacteur consultant Morten Kamp Andersen focuses on the importance of delivering excellent service, and how many companies struggle to deliver even just a basic service of a decent quality.
The authors conclude that companies which do deliver excellent service are superior in the areas of people, processes, leadership and culture.
Companies must be careful when designing their service delivery system. A great service management model is built on a thorough understanding of what is creating value to the customer and how to engage frontline employees in the delivery process.
The four key elements in such a system are:
1. Service Culture
2. Employee Engagement
3. Service Quality
4. Customer Experience
‘These four areas contain a diverse and complex set of processes. It is a key message however, that none of the four focus areas are more important than the others. In fact, a balanced approach proves to be the key to success,’ emphasises ISS.
It adds that strong people processes should be at the core of any service organisation. The successful execution of the service delivery model requires the right people, with the right competencies, all motivated and engaged to work towards a unified set of goals.
‘Getting engaged employees requires a focus on the right HR processes. But it also requires that employees have a higher purpose in their work other than simply what is dictated by the job profile.
‘Attitude, behaviour, commitment and ultimately quality are outcomes of having sound and robust people practices, and leadership is the enabler.’
A download of the document can be made at the company’s website.