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

FOOTWEAR DESIGNING - THE NEW AGE CAREER

Published on February 1, 2011

Footwear has evolved from a mere necessity and comfort to a chic style statement in today's ultra fashion-conscious world. Everything from flats, sandals and stilettos to boots and sportswear rule the roost.

In fact, what we wear on our feet matters as much as the clothes we adorn!

With the burgeoning demand for fresh designs and interesting concepts, the time is ripe to put one's best ‘foot' forward and make forays into the field of footwear design. Another attractive factor is that India is emerging as the leading footwear destination of the world with numerous global footwear brands clamouring to enter the market. In fact, India is the second leading country (after China) in footwear production in the world.

Nature of work

Footwear designing begins with a plan to sketch patterns and designs in scale drawings (either paper sketches by hand or on computer-aided software or a mix of both).

Then it moves to creating sample prototypes and refining the same for both functionality and aesthetics. It can be in leather, canvas, wood, plastic or jute with embroidery, beads, metals or what have you.

Once approved, the real work starts – converting the conceptualised design into actual footwear for wearing while assuring that they are both easy to wear and do not harm the feet. Designers are usually involved in this production stage at some level or the other. It may even involve working hands-on with complex machinery as well as solvents, glues and dyes.

Footwear designing has been rated as the most technical of all design careers.

Precision is the key – the piece should fit well as there is no scope for alterations. Safety, comfort and quality standards are equally vital. As Sabbah Sharma, footwear designer with her own flagship store in Juhu, Mumbai highlights, “Designing footwear is not merely about aesthetics - one cannot concentrate only on colour and design of footwear, its fit, size, comfort and functionality is most important.”

Therefore, the creations should be attractive, comfortable and durable all at once!

Getting there

Leading vocational institutes across the country offer various undergraduate, post-graduate, diploma and certificate courses in Footwear Design, Management and Technology.

Any 10+2 or graduate qualification will do for most courses. But B.Tech/M.Tech courses mandate science/engineering backgrounds. These footwear technology courses are also regarded as the most progressive of fashion-related courses in India.

Students gain extensive knowledge of materials, patterns, design concepts, design software as well as industry and fashion trends. They also include fine art, anatomy, kinesiology engineering and marketing aspects. Apart from these specialised courses, a broad course in fashion design can also suffice.

Personal prerequisites

Footwear designing is an immensely creative field and demands ingenuity and desire to experiment and also a practical bent. An aesthetic flair and eye for detail goes without saying considering the obligatory colour, balance, line and other design principles. Good drawing skills are also essential. Aspirants should also possess the foresight to both envisage and adapt to upcoming industry trends.

Practice is always essential to develop and hone your craft. As Goa-based self taught designer, Edwin Pinto of ‘Janota' brand fame states, “If one is willing to work hard, has an insatiable desire to experiment, and is particular about finishing and quality of each pair then shoe designing is an interesting career option.” Innovation is his forte as he designed footwear even using coconut and banana fibre!

Work scenarios

Being a vast industry, footwear design offers a wide range of bright employment opportunities in technical, designing and management areas. Different job titles include Footwear Designer, Product Developer, Product Development Manager, Quality Controller, Footwear Technologist, Merchandiser, Marketing Executive, Planning Executive and also Trend Analyst.

Most shoe designers prefer to work for mass merchandising footwear manufacturing companies, sportswear companies (Nike, Adidas, Reebok, etc.) or even designer houses.

Graduates from top institutes are quickly lapped up by international players and global brand houses. Some choose to go the independent route and set up their own design studio crafting exclusive pieces for boutiques, fashion shows or even personalised to individual clients.

Footwear design is both a satisfying and lucrative career option. Though the remuneration varies tremendously due to the diverse job prospects, well-trained designers can easily expect to start off with an annual package of Rs. 1 lakh and above.

With the growing demand for choice footwear what is stopping you from designing smart and trendy pieces that everybody will want to wear.

Payal Chanania

WHAT HOLDS WOMEN BACK?

Published on February 1, 2012

Be it leadership roles, corner offices or corporate boards – the top echelons still seem to be primarily male-dominated bastions. I can see the argument coming: What about Indra Nooyi (CEO, PepsiCo), Vinita Bali (MD, Britannia) Chanda Kochhar (MD, ICICI Bank) and Shikha Sharma (MD, Axis Bank) who have reached the top? Well, these are obviously just a handful compared to the scores of men basking in the C-suite!

If you are still not convinced, consider this - based on latest figures, women constitute only 11% of Fortune 1000 company board seats and 25% of Fortune 1000 companies still have no women on their boards!

So, why is it that when women make up at least 40% of the workforce today and have everything from education, expertise, experience and track records going for them, they are still largely confined to staff positions and support roles? True professional success and senior-level positions seem to elude them. What is actually holding women back from getting ahead?

Impediments blocking progress

There are various internal and external barriers that hinder women from advancing in their careers:

Balancing career and family: The top hurdle by far is the tough balancing act between career, family and child care. Working women constantly sacrifice career progression for family responsibilities and still end up with guilt trips for being ‘selfish'. What's more, they are also branded as less committed and rarely put on the fast track. As Helen Wells, of Opportunity Now (a path-breaking UK organisation representing employers who want to transform the workplace by ensuring inclusiveness for women) laments, “It is disheartening that in 2011 women still pay a career penalty for having a family!”

Despite the ongoing struggle, working women should get their priorities right and then stand by them. They should try to find viable alternatives like agile and flexible arrangements. But remember one can earn flexibility only by delivering results and displaying competence.

Of male resistance and glass ceilings: Subconscious stereotyping and preconceptions of women's roles and abilities simply refuse to dissipate. An ingrained bias lingers that women do not fit the leadership mould (too warm and friendly instead of tough and strong) and keeps men (at times women too) from accepting women in authority. A surreptitious opposition and status quo with some chauvinist male colleagues attempting to undermine female progression is what women in authority face.

Women have to try their level best to chip away at the glass ceiling bit by bit. They have to keep striving to push the boundaries by displaying motivation, experience and potential.

Structural issues: Women decry a lack of role models, mentoring and sponsorship. To add to this, they are also largely excluded from informal networks and therefore, find it difficult to forge connections. Women have to strengthen their network of contacts by finding opportunities to meet and network with powerful seniors.

Favouritism and sidelining: At each stage of advancement, men have at least twice the odds than women. For instance, male employees are often favoured for high-profile/reward projects. Vikram Malhotra, chairman at McKinsey & Co elucidates, “Our corporate talent pipeline is leaky, and it is blocked. Qualified women enter the workforce in sufficient numbers, but they begin to drop off at the very first sorting of talent, when they're eligible for their very first management positions. And it only gets worse after that!” A recent global leadership study also reveals that women's chances for executive promotion are low right from the start as very few women are placed in accelerated-development programs early in their careers as men. Specifically, there are 28% more men in first-level leadership programs, while at the executive level there are 50% more men than women in the high-potential programs.

Organisations need to wake up and start championing diversity and inclusion. They should provide equal opportunity, give female employees bottom-line responsibilities and also make CEOs accountable for hiring women!

Self-sabotaging habits: Apart from these, women unintentionally short-change their own careers. They are riddled by self-doubt and underestimate their skills and abilities. There is always the fear that ‘I am not good enough'. Added to this, women often underplay their achievements and shrug off due credit which keeps them from getting noticed. The inherent reluctance to speak up further reduces their visibility.

Women are also over-patient, guarded, risk-averse and often keep waiting for permission/authority which impedes their effectiveness. As a Harvard Business Review article, ‘Managing Yourself: Stop Holding Yourself Back' cites, “Patience can be a curse for emerging leaders. It can undermine our potential by persuading us to keep our heads down and soldier on, waiting for someone to recognise our efforts and give us the proverbial tap on the shoulder—a better title and formal authority!”

Its high time women overcome these self-imposed obstacles and position themselves for success. Remember winners believe in their self-worth and then tom-tom their value appropriately. As a woman establish a strong personal brand by promoting yourself at every opportunity. Confidently air innovative ideas, demonstrate competencies, volunteer for difficult tasks and grab high-risk opportunities that will get you noticed. And always ask for what you want!

Rise above the daily grind of family and work responsibilities to dream big and constantly aspire to push your limits. See yourself as a leader and step up to lead (irrespective of your position) without waiting for the formal authority. To sum up, give opportunity a go, because once you do, there will be no stopping you!

Payal Chanania

http://www.thehindu.com/todays-paper/tp-features/tp-opportunities/article2848848.ece

EXTEND COMMON COURTESY AT WORK

Published on February 1, 2012

Professional workplace etiquette has all but disappeared in the workplace. The fast-paced business environment renders us aggressive, ill-tempered and discourteous towards one and all. Indeed, common courtesies take a backseat to more ‘pressing' things like being productive, meeting deadlines and getting ahead at work.

In the flurry of activities, it genuinely does become hard to remember to pause and extend common courtesies. But is the excessive workload and responsibilities an excuse to say, ignore people, interrupt others or bark out orders?

Rudeness and incivility create a negative impact all around with brewing misunderstandings, tension and even resentment leaving people feeling abused, insulted or humiliated. A recent ‘Cost of Bad Behaviour' survey reveals that after a single incident of incivility: 48% said they reduced their effort at work, 80% spent time worrying about it, 78% said their commitment declined, 66% felt their performance declined, 38% intentionally reduced their effort and 12% quit because of uncivil treatment. Over 60% blame bad behaviour on an excessive workload while 4% say they do it because they like it. 83% of customers who witness incivility tell a friend, 55% take a less favourable attitude and 50% were less willing to use the company's products or services!

A top psychologist also warns, “Rudeness in the workplace causes staff to make more mistakes, even if they are not on the receiving end of it!”

On the other hand, treating others with courtesy, concern and respect takes just a few extra moments, but the spiralling effect will make a positive difference all around you. It establishes a good rapport in workplace relationships thus increasing harmony, satisfaction, effectiveness and retention manifold.

Here's a dekko at some of the unwritten rules of basic courtesy:

Greet people with a smiling, ‘Hello', ‘Good Morning', etc. even if you pass them in the corridor and always acknowledge others' greetings.

Incorporate ‘Please' and ‘Thank you' as a regular part of your everyday courtesy. Remember to use ‘Excuse me', ‘ May I', ‘ Can I help you' and ‘You are welcome' as and when needed.

Don't hesitate to apologise with a ‘Sorry' even if there's a slightest indication that you are in the wrong.

Always be punctual; lateness is very rude.

Be aware of your voice level at all times. Ensure that you speak at a reasonable volume, especially when on the phone.

Colleagues and managers alike merit undivided attention.

Using your phone, messaging or checking emails during a conversation or meeting is downright rude

Refrain from butting in when someone is speaking. Wait till the person is done and if you have to intrude, first apologise for the interruption.

As far as possible, acknowledge and respond promptly to requests and questions, be it in person, on the phone or by email.

Respect others' time and privacy. Knock before entering (tap on the side if it's a cubicle) and defer if the person signals that he is busy.

Seek permission before borrowing something, even if it is office supplies.

Refrain from sharing personal matters with one and all and avoid interfering in others' private affairs. Draw a clear line when it comes to gossip.

It goes without saying that there is no place for obscenities at work.

No fancy ring tones please! Have a standard, professional-sounding ringer on your mobile and avoid using the speakerphone.

Keep your cubicle neat and clean with discreet décor. It's always better to err on the side of caution when decorating your workspace.

Be helpful, compassionate, tactful and considerate in your dealings with others. Trusting people and giving them the benefit of doubt is also a sign of courtesy.

In other words, do to others what you would have them do to you!

Last but not the least; always make it a point to appreciate the slightest courtesies extended to you!

At times, it is difficult to judge what is proper and what is not as courtesy can often vary depending on personal judgment.

But a basic rule of thumb should be to observe good manners at all times and with everybody!

To sum up, being courteous is being respectful. It's these small but decent things that can elevate your standing and develop a healthy workplace. Moreover, research shows that workplace courtesy is essential for keeping and being promoted in a job!

Payal Chanania

 http://www.thehindu.com/todays-paper/tp-features/tp-opportunities/article2849005.ece