LEVERAGE SOCIAL NETWORKING IN CUSTOMER SERVICE

Published on February 22, 2012

Social networking forums are spiralling in popularity as people round the world use them to stay in touch with family and friends – be it to strengthen relationships, renew old bonds, forge new ones or just have fun.

With social media taking off at an unprecedented pace, their utility has crept into various organisational functions as well. And, with more and more customers using social networking its high time companies jump onto this customer service bandwagon as well.

A social networking service model will help organisations to actively engage, interact and service customers so as to boost both service quality and operational performance. This in turn improves relationships with customers by increasing their satisfaction, loyalty, retention as well as brand reputation manifold.

The next obvious question is how. Well, customers do not hesitate to declare their opinions on public social networking platforms and are especially vociferous when it comes to voicing their displeasure about a product or service. All it takes is one angry/annoyed post and the bad buzz can go viral for the whole world to see and form opinions accordingly.

Now only if the management were to tap into these valuable public mentions by monitoring where their company name pops up (Facebook posts, Twitter feeds, etc.), not only can it directly address the issues or concerns but also spot crucial opportunities for product improvement! A definite win-win for the organisation!

This can go a step further when customers can directly post comments on the product/service's Facebook page to voice their queries, complaints, demands or suggestions.

The organisation can capitalise on the ideas, expectations of change or even bad experiences and criticisms by regarding them as valuable insight and dealing with them accordingly.

For instance, take the legendary case of Jeff Jarvis who vented about his beleaguered experience with a ‘lemony laptop and tortuous service' from Dell in a catchy titled blog, ‘Dell is Hell'! This single experience gathered such steam that within a week, the New York Times and Business Day picked up the story. Soon enough, Dell turned itself around and harnessed the power of social media by creating a ‘Dell Community' where customers can post problems and browse blogs, forums and groups to find solutions and advice. The latest news is that Dell has launched a ‘Social Media Listening Command Centre' to leverage the power of social networking in customer service!

As Laura Thomas, marketing communications senior consultant at Dell propounds, “Thanks to social media, customers have a voice like never before. When customers wanted to discuss a product or service in the past, they'd dial a call centre and their problem would be addressed behind closed doors.

Only the customer and the company would hear the complaint or praise. Now, these issues are aired publicly to potentially huge audiences of potential buyers.

At Dell, we still rely on a number of traditional channels for help desk services, but are increasingly looking to social networking to actively engage with our customers and ensure they have a good experience with us!”

Not a cakewalk

Social networking channels do offer unlimited capabilities to gain valuable insight into customer demands, opinions and problems, but the most genuine of attempts can go awry if they are not handled carefully and attentively. Incorrect or too much use backfires and so do too many marketing or rehearsed responses.

Caution is important as customers may resent organisational interference in their personal interactions as they share views with family and friends. There is also the problem of unrealistic expectations as dissatisfied customers expect quick information and immediate interaction while the company may be unable to keep up with the real-time frenzy. Moreover, everything is transparent and visible. Anyone can see how a company deals with issues - which ones are resolved and which ignored – and draw their own conclusions.

At the listening post

Integrating social networking into an organisation's customer service strategy requires a dedicated and planned presence – not merely popping up to answer a few questions. While big companies can afford to have a dedicated ‘ social networking liaison' team trained in social media to monitor websites and blogs for their brand name and listen, engage and address customer issues, smaller entities too should actively use software intelligence to keep track of what customers are saying about them in the virtual world. Some tips:

Build a centralised response process and embed it across all aspects of the organisation that not only answers customer questions and solves problems but can also route issues to concerned departments.

Fashion an effective strategy of an initial live, public response to smoothen ruffled feathers and then take the issue offline by following up on more appropriate channels for extended help – email, chat, SMS or phone.

Set up a customer service presence on social networks with say, a separate tab on your Facebook page or dedicated Twitter feeds.

Enable customers to engage with community of peers as well as customer service agents who respond directly to them. You can also use them to incorporate special offers, competitions, surveys, etc.

Above all, customers will feel listened to and respected only when the organisation deals with the issues in a timely manner.

This level of personalised attention, service and support is bound to instil undying loyalty and trust in customers and very soon the brickbats will turn to compliments and recommendations galore!

Payal Chanania

http://www.thehindu.com/todays-paper/tp-features/tp-opportunities/article2917883.ece

THE BITE OF THE 'GOLDEN HANDCUFFS'

Published on February 22, 2012

Varun is about to leave his job. Fed up of the boredom and bad management, he has finally made up his mind and nothing can sway him. Just then the boss totters into his cabin brandishing an unbelievably flattering perk/bonus in his face. Unable to believe his luck, he immediately laps up the tempting bait. Alas, Varun has just shackled himself to the company with golden handcuffs.

Bewildered? Don't be. Organisations are increasingly offering lucrative benefits/payment/incentives over and above their regular pay packets in order to keep their best and brightest managers/executives from jumping ship. Essentially, they design an extremely favourable financial package that makes it worth their key personnel's while to stay on at least as long as the company can get a return on its investment in them. This can range from a fat bonus/pay hike, retirement fund contributions, stock options or low-cost loans to a posh car, paid sabbatical, health insurance or even education reimbursement plans. Basically anything that will make the favoured employee feel special.

Seems like a win-win for both parties as the executive is happy with the amazing rewards while the organisation gets to retain choice talent. But here comes the catch: the perquisite is directly linked to the employee staying with the company for a specified period of time. For instance, the stock options/savings plans are vested for a specific number of years, bonus is payable after a particular period and so on. As a top reward strategy planner elaborates, “Golden-handcuff arrangements are conditional usually on both performance and on the employee being in the position over the next three to five years”.

What's more, the employee is not spared a financial penalty as he is required to pay back the hefty reward (like insurance or other reimbursement) if he ‘dares' to leave prematurely. And this is what are ‘golden handcuffs' that effectively tie down the employees “Machiavelli style' to the company as they can no longer afford to leave!

In fact, the Macmillan dictionary defines golden handcuffs as “ways of trying to stop a senior manager in a company from leaving their job, by offering a lot of money if they stay and making them lose money if they leave…”

Watching out for yourself

It is quite obvious that the golden handcuffs arrangement can sure entice an employee to stay back, but he stands to lose big time later. Yet, employees are repeatedly seduced by the ‘golden' lure only to rue being chained to their employer later on.

So, before you say yes to the next tempting offer, think again. Are you really willing to lock yourself into a job you would rather leave and literally handcuff yourself to the organisation (with none but yourself to blame) for many years to come? You will have no choice but to stay so as to retain the ‘benefits' and the very thought of the ensuing financial pain will make you eschew other stellar opportunities. You will be slowly sucked into the trap as the handcuffs get tighter and bind you to a life of misery with no freedom in sight.

This may sound far-fetched but understand that if you are absolutely dissatisfied with your job or really abhor the company culture, will not the same stress/resentment/boredom/burnout surface again once the initial euphoria of the offer has died down. By chaining yourself to your current employment, won't you become a prisoner to something you don't want to do?

Therefore, it pays to dwell over your best career and life interests not just in the here and now but also over the long-term. Carefully weigh the pros and cons of your employer's offer and understand the fine print before making a decision either way. If it does provide significant benefit and will not adversely affect your career ladder, do go ahead. But if it only provides an illusion of security, it is advisable to steer clear of the ‘cursed' golden handcuffs. The transition phase is bound to be difficult, but it will be infinitely liberating as well!

Payal Chanania

http://www.thehindu.com/todays-paper/tp-features/tp-opportunities/article2917890.ece

ETIQUETTE RULES FOR HOSTING OFFICE PARTIES

Published on February 22, 2012

It's very true that we do not need an excuse to party! Today, even corporate parties have become the norm rather than the exception. In fact, office gatherings are regularly organised to encourage employees to socialise.

A company-sponsored social event is always just around the corner – sometimes for celebrating a festival or a holiday, sometimes for bidding adieu to a retiring employee, honouring a valued employee's contribution or rewarding staff for their hard work, and at times even for a baby shower!

Moreover, casual weekend affairs and picnics need no occasion and can be a general morale-fostering, team-building or employee retention strategy.

While office party announcements ring alarm bells for the attendees, just imagine the plight if you happen to be the manager hosting the ‘bash' or the ‘chosen' employee hand-picked for the task! But don't fret yourself because here are a few tips on maintaining proper host etiquette no matter whether you are hosting a casual office gathering, a holiday luncheon, a celebratory dinner in a restaurant, a Christmas party, a weekend picnic or just a game of volleyball:

First things first, decide on the guest list by discussing who to invite and who to exclude. Generally for casual office get-togethers, everyone should be invited. If a person is being honoured or retiring, do ask him/her whom they would like to invite. Also, confirm whether any managers/executives will be attending or it will be an employee-only affair.

Send out the party details in advance either on the phone, email or in person. Mention the time, venue, occasion and also whether spouses/family are invited too. Do not forget to specify the dress code, be it business formal, casual or sometimes, black tie.

Carefully plan the menu and provide plenty as food generally falls short at office parties! Arrange proper seating with sufficient tables and chairs. Check with your supervisor whether alcoholic beverages are to be served and if yes, arrange for a good bartender. Instruct him to keep a close watch on every guest's intake and strictly not serve those who seem inebriated.

Depending on the occasion, you can arrange informal, fun activities like games, treasure hunts, karaoke, cracker display, etc. But do run them by your boss first.

Ensure that you arrive early so that you can check on the arrangements and receive everyone personally. Smile as you welcome the guests, shake hands and make them feel comfortable. Mind your body language – stand tall, have a proper facial expression, maintain good eye contact with everyone and offer a warm handshake.

Even in the most informal setting, do not assume that everyone knows everyone. Introduce people from different departments/levels to each other – a casual, ‘I wonder if you have met….' can do the trick. Keep a vigilant eye on the arrangements, but do not stand in one place – mingle around with everyone by spending around 10 minutes with every person/group and moving on.

While talking about work cannot be avoided completely, try to refrain from work topics and engage people in causal conversations. You can plan ahead with conversation starters like ‘Tell me about…' as you discuss different subjects of common interest. You can then continue with ‘that's interesting, tell us more…..' The key is to get people talking on non-controversial topics and keep the conversations flowing.

Try to make everyone feel at ease so that they can go back remembering the good time. But even though it's a social environment, ensure that everyone follows general office protocol and does not go overboard with the bonhomie. When it comes to you, the host, it is better to avoid alcohol completely or limit yourself to just a drink or two. But do relax and have a good time.

Finally, no matter how carefully you plan, things are going to go wrong. What you should do is take the problem in your stride - graciously acknowledge the blunder and handle it properly without creating any fuss. And it goes without saying that you should stay till the end. See off the departing guests with a warm thank-you and if mandated, offer a suitable gift.

To sum up, be polite, well-mannered, hospitable and considerate towards everyone as your behaviour is being observed carefully. Yes, how well you conduct yourself as a host does reflect on your skills, efficiency and work abilities. Managing the event well is bound to win you recognition and credibility even to the extent of building your career!

Payal Chanania

http://www.thehindu.com/todays-paper/tp-features/tp-opportunities/article2917887.ece