CUSTOMER SERVICE

HANDBOOK
A handbook for your community
© Hans G. Pfaff

Nunavut Tourism 1 Customer Service Handbook

 © Christian Kimber

Nunavut Tourism 2 Customer Service Handbook

Table of Contents

4 Introduction

6 For the Owner, Manager and Supervisor

7 Creating Good Customer Service Standards

9 Elements of a Good Training Program

10 Customer Service Standards - Communications

13 Customer Service Standards - Housekeeping

Customer Service Standards -

14 Restaurant/Dining Room

16 Customer Service Tips - For outiftters

17 The Hallmark of Hospitality

19 General Dos and Don’ts of Hospitality

20 How well do you know your community?

21 What to do when a customer complains?

22 Conclusion

Nunavut Tourism 3 Customer Service Handbook

 Introduction

The person on the receiving end of your

company’s product and service is often re­ferred
to as “customer,” “guest,” “client,” “tourist,”
and “visitor.” One thing is certain; these people
are looking for a quality expe­rience from the
beginning. In fact, they are expecting it! If
their expectations are not met, they become
disappointed and often take their business
elsewhere. So we can clearly see that quality
does have value.

Quality is a process. There are performance standards that must be

in place. These must be communicated and implemented at all levels
in the establishment. They require leadership from the manager or
owner. These customer service standards need to be monitored,
reviewed, and updated regularly.

Customer expectation must be recognized and acted upon.

Ask yourself if your defini­tion of quality is the same as what the
customer expects. Our customers are edu­cated, perceptive and
demanding. When they make a reservation, order a meal, book a
guided trip, or check into a room, they have certain expectations.
You must iden­tify whether you are falling short, meeting or
exceeding their expectation of quality.

Your success is built on how

well you deliver!
This customer service handbook attempts to provide tips, popular
dos and don’ts, helpful hints, and checklists as well as proven
best practices in a customer setting. It addresses the view from
management, staff and the customer and their role in the chain of
the Quality Service Experience.

Nunavut Tourism 4 Customer Service Handbook

A Customer is:
uuThe most important person we do business with

uuNot dependant on us; rather we on him/her for

their business

uuNot an interruption of our work but the purpose for it

uuAperson who expects satisfaction and value for

money spent

uuAn educated consumer who is aware of your

competition

uuA person who should be treated with respect and

cared for to the best of your ability, no matter who
they are

uuA person to build a future with

uuA source of information to help improve our business

uuA pleasure to serve

uuAn opportunity, not an imposition

uuHandle delicate situations with common sense.

uuBe sensitive to special needs.

uuBe an honest person.

uuTake responsibility for both good and bad service.

uuTreat all customers equally.

© Fritz Mueller

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For the Owner, Manager and Supervisor
Two of the biggest downfalls of customer service training are that
the subject is either swept under the “welcome mat” or it is treated
as a special training event only.

Hospitality operations are particularly aware of the challenges. Due

to the nature and diversity of most operations, and other factors
such as budget and time constraints, there just never seems to be
any time or money allocated for this purpose.

The importance of creating successful cus­tomer service standards

cannot be over­emphasized and relies upon the initial implementation
of the ideology. Training is crucial, and perhaps the most difficult
step is maintaining and monitoring the customer service process
and results.

© Lee Narraway

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Creating Good
Customer Service Standards
Twelve Keys to Developing Good Customer Service
Start at the top

01 Management and ownership not only have to ensure that

the service ideology is reflected in the mission statement,
but they must first and foremost lead by example and
be visible on a daily basis. Their words and actions must
correspond accordingly that the line staff can model
implementation based on their clear example.

02
Measure First
Before embarking on a major customer service safari,
assess your current service level and identify what needs
attention and improvement. Traditional data such as
customer letters, complaints, feedback and surveys are
tools to get you started. Don’t forget to approach your staff
because they have firsthand experience in the matter.

Make training and skill building

03 part of your strategic plan
Goals related to customer service need to be a
foundational component of short and long-term strategy.
They are usually set out as core values in mission
statements and make their way to the training floor. Make
service a priority in your business.

04
Train management and make them accountable
Since most managers work in a customer service
environment and are involved in the day-to-day, hands-on
scheme of things, they play a critical role in the service
challenge and are responsible for providing leadership.
Managers must be of the mind and skill set to deliver this,
and also be present and visible during peak service activity
to support the process.

05
Choose the right program
Whether you design your own, or adopt and outside
provider, a training program meant to improve your service
should include proven standards.

Nunavut Tourism 7 Customer Service Handbook

06
Launch
Get behind it from the beginning and make it an exciting
priority. An effective launch will probably fail!

07
Deliver Quality not Quantity
Facilitation is paramount. You may or may not have
someone on staff that is trained or capable of leading the
training. A boring, rambling or insincere lecture will be of
no value.

08
Identify your barriers to excellent service
during training
When staff and management go through a training
process, participation and spirited discussion will occur.
Issues will arise that will not be resolved during the
training. Staff are not shy in giving their feedback once
encouraged to do so.To properly ad­dress these issues,
keep a record of the com­ments on a flipchart or blackboard
as they come up so that staff can see that their views are
being considered for evaluation.

09
Measure Results
Usually, improvements will be observed im­mediately
following the training. Your em­ployees and the work
environment should appear more positive. The true test
of re­sults is the level of staying power of the changes
implemented.

10
Create a Process Improvement Team
Acquire a volunteer or assign a staff mem­ber to handle the
follow-up of issues ad­dressed in the training. Management
will work with these team members on the day­to-day
service monitoring also.

11
Include Customer Service Training
in the new employee orientation
Equip and empower new employees with the skills and
values reflected in the training program. By establishing
them from the start you align them with other trained staff
and clearly indicate to them what your ex­pectations are.

12
Reward and Recognition
Acknowledge your returns on a daily basis. Staff want and
deserve to know that they are doing well and also that
they are wor­thy of your investment in their training.

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Elements of a Good Training Program
Whether you design your own or adopt a proven outside
provider, a training program meant to improve your service
standards should include some of the following characteristics:

uuBehavior changing activities

uuService standards that are customized for your own

organization and work environment

uuSpecific modules for managers that may include leadership,

standards development, etc.

uuInteractive and enjoyable

uuEnthusiastic presentation

uuSkills building

uuRelevant comparisons to the current service experience

Presentation: What you say is important. How you say it is

equally as important.

A strong presentation usually contains the following:

uuDynamic start and throughout

uuAnimated, enthusiastic presentation

uuLeadership skills

uuPassions for excellent service

uuKnowledge of organization’s vision

uuRole-playing exercises

uuVisual aids

uuBreak-out group activity

Nunavut Tourism 9 Customer Service Handbook

Customer Service Standards
u Communication
The following are good tips that help pro­vide acceptable service
levels in the area of telephone/voice mail and inquiry manage­
ment. They pertain to any small business as well as home-based
operations.

Voice Mail/Telephone
Telephones should be answered as promptly as possible. Try to set a
specific number of rings, and make it your goal to answer before the
4th ring, for example.

All employees or family members should be trained to answer the

phone properly. If there are children answering the business phone,
they should be able to give the mini­mum key information.

Answer all calls in a courteous manner. A scripted consistent

greeting works well and sounds professional. An example would be,
“Good morning, Iceberg Outfitters. Joe speaking. How can I help
you?’

During business hours, a person should be answering the main

number instead of hav­ing voice mail or an automated message.

Staff should listen, understand, and ac­knowledge the nature of the

request before transferring any calls.

Where possible, give the client the option to go to voice mail or

leave a message ver­bally.

All staff and management should adhere to a policy that sets

timelines to returning calls and responding to enquiries. Same day is
recommended.

AII outgoing voice mail (recorded greeting) messages should be

brief, current and accurate. An example would be: “Hello, You have
reached Joe at Iceberg Outfitters. I’m out of the office until Oct 1st.
Please leave a message and I will return your call”

A good outgoing voice mail message will contain the person’s name,
department, telephone numbers and time available.

Nunavut Tourism 10 Customer Service Handbook

Outgoing voicemail messages should have an optional number
or extension to call for urgent enquiries. This could be especially
important in the case of relatives trying to contact guests of a hotel,
or someone who wants to purchase your services immediately.

Learn how to prioritize your daily messages and enquiries. Answer

the most important ones first.

If a caller is on hold, be aware of the length of time and set a

standard for this. It is acceptable to take that person’s number and
call him back if you are multi-tasking at that time.

When leaving town or being away from your business, change your
voicemail to provide that information so that your potential clients
are informed.

© Christian Kimber

Nunavut Tourism 11 Customer Service Handbook

 Written Correspondence - Letters, E-Mails, Faxes
The exchange of information comes in many forms. To respond
accurately and timely is key. The inconvenience of repeat­ing or re-
sending information or unreason­able waiting time can be interpreted
as poor service.

Any written communication should be re­viewed before you send it

out by email, fax or mail. To send incomplete or incorrect in­formation
causes delays and could cost you time and money.

All responses should be timely. For e-mails, within 24 hours is

acceptable but the same day is best. For regular mail, within five
business days is good.

All correspondence should contain a “signature block” that includes

company name, person’s name, complete address, telephone
number, fax number and e-mail address.

In Person
Make your first impression a positive one.

A timely, courteous acknowledgment in­cluding eye contact gives a

good first im­pression, especially if the staff person is on the phone
or engaged with another client.

If you are busy with a client and the phone rings, or something takes
you away from serving the client, excuse yourself and then address
the new situation. To serve both clients efficiently - take a message,
phone the person back or delegate the new en­quiry to a co-worker
and then return to the initial conversation with the first client.

If a station is not staffed, such as the front desk of a hotel, have the
hours posted at that station as to when a person will be there and/or
leave instructions as to where the person could find immediate help.

Nunavut Tourism 12 Customer Service Handbook

Customer Service Standards
u Housekeeping
Always a constant concern! Cleanliness and tidiness are first
foremost in the eye of the beholder. A customer’s first impression is
always visual.

Building and Public Amenities

Properly maintained facilities, which are sanitary, completely
operational, fully stocked and supplied, accessible and meet health
and safety standards is a key element to your customer’s impression
of your ability to provide continuous good customer service. Hours
of operation, timely and accurately posted information such as room
direction, menu specials, and special announcements, are also
good indicators of a well-managed business. Good housekeeping
can be over-emphasized. Your standards for cleanliness reflect your
commitment to showing your customers excellent service.

Avoid the following inappropriate housekeeping situations in your

food service areas:

In the Restaurant
'' Food Particles on the floor or on tables and chairs
'' Unclean cutlery
'' Dishes left on tables for too long
'' Washrooms unattended
'' Stained linen and napkins
'' Dirty Floors
'' Carpet Odour
'' Cluttered and untidy workstations
'' Stained and unclean glassware
'' Stains on the wall
'' Dust on the ceiling, lights and fans
'' Dirty and food splattered menus

Nunavut Tourism 13 Customer Service Handbook

Customer Service Standards
u Restaurant/Dining Room
Below are common problems and solutions to situations that occur
in the food and bev­erage environment.

Speed of service
Don’t be afraid to inform customers at your table if things are taking
longer than ex­pected. They will appreciate being kept in­formed on
the status of their order.

Professional appearance
Make sure your uniform is clean and you are properly groomed. Your
appearance con­tributes to the first impression the cus­tomers makes
about your establishment. Chewing gum or eating in front of guests
is not professional.

Quality checks
Pay attention to the body language and fa­cial expressions of your
guests. You can tell if something is wrong right away. Visit the
table after you have delivered the meals as this will give you an
opportunity to correct any problems before it is too late.

Mistakes
If you get the order mixed up, or something is incorrect with the
meal, don’t be afraid to recognize the error and inform the guest that
you will fix it immediately.

Customer focus
Rather than gathering at the staff table or staff area in the dining
room, focus on making trips to your customers’ tables to be visible
and available to serve your cus­tomers as needed.

Nunavut Tourism 14 Customer Service Handbook

 Appropriate discussion
Limit your conversation with your coworkers to work-related subjects
and use professional language and a proper voice level. Guests
do not want to hear the latest gossip or what’s going on in your
personal life.

Hide your frustration

Sometimes things can be hectic. When there are problems behind
the scenes, keep them quiet and don’t let your customers see your
frustration.

Workplace issues
It is not appropriate to discuss work-related problems or issue with
your guests. Direct your concerns to the management or ownership
and give them the chance to solve your problem.

Closing time
Don’t rush the guest but rather continue with your responsibilities.
The guest can usually tell when it is time to finish up and pay
their bill.

These customer service

standards need to be monitored,
reviewed, and updated regularly. © Hans G. Pfaff

Nunavut Tourism 15 Customer Service Handbook

Customer Service Tips
u for Outfitters
Good customer relations can leave a lasting positive impression
that leads to increased return business by word of mouth. The
fol­lowing are ways to ensure customer satis­faction and prevent
disappointment:

uuFollow-up on all enquiries and sales opportunities efficiently.

uuAdvertise only what you can guarantee to deliver. Be realistic.

uuInform client of any changes to agree­ment as soon as possible.

uuConfirm all details of contract or service prior to start date. This

will prevent confusion and disappointment of something that
was expected but not delivered.

uuHave handy checklists ready and refer to them prior to activity

to eliminate over­sights.

uuDevelop a client information sheet that is complete with

such things as names, ages, origin, language spoken,
medical conditions, experience level, special needs
and contact numbers.

uuMake sure your communication system, schedule and

equipment is failsafe and meets industry standards.

uuBe on time.

uuWelcome your clients in a professional and confident manner.

uuBrief clients completely before activity starts.

uuBe aware and follow all licensing and leg­islative guidelines.

uuShare knowledge in the areas of culture, history, land and other

pertinent informa­tion as often as possible.

Nunavut Tourism 16 Customer Service Handbook

The Hallmarks of Hospitality
Customer service is the pillar for success in almost every business.
The relationship between the supplier, the product and the
consumer requires dedication to his ideal every step of the way.
Include the following elements of customer service in your day-to-
day interactions.

Acknowledgement
This is the first step for creating respect and confidence between
the employee and the customer. It’s as simple as making eye
contact, smiling and taking time to speak to a guest. Whether in
passing, or directly dealing with the customer, this primary focus
goes a long way.

Recognition
Make your customers feel welcome and important by remembering
their name, and referring to them in a professional and appropriate
manner.

Anticipation
Impress your guest by staying on top of their needs before they have
to ask you for them. Re-filling a water glass or offering a wake-up
call and taxi service the night before a person checks out are good
examples of this in a hotel.

Flexibility
Be prepared with alternative options to clients’ requests. Sometimes
thinking outside the box is required to manage your customers’
needs to solve problems.

Knowledge
Both employee and employer should make sure that they have the
information required to complete the goals of the job. Missing pieces
of the puzzle can cause delays and other problems contributing to an
inferior service experience.

Nunavut Tourism 17 Customer Service Handbook

 Skills
Along with knowledge, skills are developed through training, then
monitored and utilized in the ongoing customer service process.

Listening
Have a “guest first” focus. Give your customers your total attention
to make them feel valued.

Recovery
Mistakes are bound to occur; how you deal with them is important.
Empower and train staff to handle negative situations. Remember
that the worst of situations can have a positive outcome if handled
properly.

© Lee Narraway

Nunavut Tourism 18 Customer Service Handbook

General Dos and Don’ts of Hospitality
The busy work environment of a customer service setting can be
stressful. We are always under the watchful eye of our boss, co-
workers and most importantly, our customers. Sometimes we are
not aware of our own behaviour or what we look and sound like
when working.

Dos:
&& Do make sure you are presentable and meet the uniform
standards of your company.
&& Do come to work with a positive attitude.
&& Do prepare your work area. Set yourself up for success.
&& Do your job to the best of your ability.
&& Do respect your co-workers. Be a team player.
&& Do act professionally at all times.
&& Do call in when you are going to be late or sick.
&& Do make your guest feel welcome. Greet them pleasantly
&& and treat them with respect.
&& Do have a general knowledge of your community.
&& Do know where to find answers to questions if you
&& don’t know them.
&& Do check the washrooms regularly to make sure they are clean
and stocked.

Don’ts:
'' Don’t leave your work area without having someone
look after your customers.
'' Don’t eat or drink while providing service to a customer.
'' Don’t have friends visit you while you are working.
'' Don’t lose your temper when things aren’t going smoothly.
'' Don’t allow others to bring you down.

Nunavut Tourism 19 Customer Service Handbook

 ? How well do you know
your community?
Both business travellers and tourists are often interested in
spending some time learning about your community and its history
and culture. If you can answer these common questions without
hesitation, you will no doubt impress your customer.

uuHow did your town get its name?

uuWhere is the hamlet office?

uuDo you have a Chamber of Commerce?

uuWhat is the population of your community?

uuWhere are the library, high school, and college?

uuHow do I get to the clinic or hospital?

uuWhat are the points of interest within walking distance?

uuWhat restaurants are available?

uuWhat is the lunch/dinner special?

uuWhat is in this menu item – re: allergies?

uuWhat accommodations are available?

uuHow do I get a taxi?

uuWhere can I find tourist information?

uuWhat time do you open and close?

uuWhere is the post office?

uuWhere can I find internet access?

uuDo you know any licensed outfitters?

uuWhat is the weather forecast?

uuAre flights delayed?

Nunavut Tourism 20 Customer Service Handbook

? What to do when
a customer complains?
uuDon’t avoid the situation.

uuHave confidence in your ability.

uuAlways keep calm.

uuAcknowledge the problem.

uuApologize when appropriate.

uuListen to the concern.

uuEvaluate the problem.

uuAsk how you can make it better for them.

uuEvaluate the solution.

uuExplain how you will try to solve problem.

uuGive a time frame as to when will it be fixed.

uuOnce you have fixed things, follow-up af- terwards.

uuDon’t complicate the situation.

uuBe diplomatic and tactful.

uuNever place blame.

uuWhen you can’t solve the problem, get help from

someone who can.

Nunavut Tourism 21 Customer Service Handbook

Conclusion
And the reward is…

uuYou get to meet new people in a customer service job setting.

uuThe positive response you get from customers will give you
confidence

uuIt’s
something to be proud of It’s fun to care about doing your
best It will make your workplace a positive place to be at

uuYou give the customer value for his money

uuSome positions receive tips from customers (extra money to

take home with you at the end of the day)

uuYouimpress your boss and show that you are an asset to the
company

uuSometimes you can make an impression that will affect

you in the future such as new opportunities and/or career
advancement

uuYou set an example for your co-workers, and are admired for
your efforts.

uuYou help create high standards for the company

uuyou contribute to an overall memorable experience

for the customer

uuYouhelp give the company, the community and the territory a

good reputation for customer service.

Your success is built on how

well you deliver!

Nunavut Tourism 22 Customer Service Handbook