6 Setting Up the Front Line for Success

In service management, organizations can manage front-line employees’ service encounters through two primary approaches: top-down and bottom-up.

Top-Down Approach:

The top-down approach involves management initiating and driving service improvements. This method typically includes:

1. Identifying best practices and updating standards (standardization):
   • Analyzing successful service encounters across the organization
   • Developing and implementing standardized procedures based on these best practices
   • Regularly reviewing and updating standards to ensure they remain effective and relevant
2. Improving training to increase adherence to standards:
   • Developing comprehensive training programs that focus on the established standards
   • Implementing regular refresher courses to reinforce adherence
   • Using role-playing and simulation exercises to practice standard procedures
3. Enhancing human resource management:
   • Hiring more skilled employees or improving recruitment processes
   • Implementing performance management systems to identify and address underperformance
   • Developing clear criteria for employee retention and dismissal
4. Revising incentives to motivate better performance:
   • Implementing performance-based pay structures
   • Offering status rewards or recognition programs for exemplary service
   • Providing retention bonuses to keep high-performing employees
5. Streamlining processes:
   • Conducting process audits to identify inefficiencies
   • Implementing technological solutions to automate routine tasks
   • Redesigning workflows to eliminate unnecessary steps or bottlenecks

Bottom-Up Approach:

The bottom-up approach empowers frontline employees to identify and implement service improvements. This method often involves:

1. Encouraging experimentation and ingenuity from the front line:
   • Creating a safe environment for employees to try new approaches
   • Providing resources for small-scale pilots of innovative ideas
2. Encouraging more interaction with customers:
   • Implementing programs that allow employees to spend more time with customers
   • Soliciting direct customer feedback and sharing it with frontline staff
3. Making work more meaningful for employees:
   • Connecting individual roles to the broader organizational mission
   • Providing opportunities for skill development and career growth
4. Celebrating successes and telling stories:
   • Recognizing and rewarding exceptional service moments
   • Sharing success stories across the organization to inspire others
5. Giving status to high-performing employees:
   • Implementing peer recognition programs
   • Creating special titles or roles for service champions
6. Soliciting ideas from the front-line:
   • Implementing suggestion systems or idea competitions
   • Regularly holding brainstorming sessions with frontline staff
7. Promoting people who come up with good ideas:
   • Creating clear paths for advancement based on innovation and service improvement
   • Highlighting success stories of promoted employees
8. Encouraging a more positive and supportive culture:
   • Fostering teamwork and collaboration
   • Providing mentorship programs and peer support networks

Capability vs. Incapable:

Capability refers to the skills, knowledge, and resources necessary for employees to perform their jobs effectively. A capable employee has the tools and expertise to handle various service situations and customer needs.

To develop capability:

• Provide comprehensive training programs
• Offer ongoing skill development opportunities
• Ensure access to necessary tools and resources
• Encourage knowledge sharing among team members

An incapable employee, on the other hand, lacks the necessary skills or resources to perform effectively. This can lead to poor service quality, customer dissatisfaction, and employee frustration.

License vs. Impotent:

License refers to the authority and empowerment given to employees to make decisions and take actions to serve customers. Employees with license feel trusted to use their judgment in service situations.

To grant license: 

• Establish clear guidelines for decision-making authority
• Empower employees to resolve issues without constant supervisor approval
• Create a culture that values employee initiative
• Provide support for decisions made in good faith

An impotent employee feels unable to make decisions or take actions due to lack of authority or empowerment. This can result in slow service, unresolved customer issues, and a sense of helplessness and apathy among staff.

Motivation vs. Indifferent:

Motivation is the drive and desire to deliver excellent service. Motivated employees are engaged, enthusiastic, and committed to providing a positive customer experience.

To foster motivation:

• Connect individual roles to the broader organizational mission
• Implement recognition and reward systems
• Provide opportunities for career growth and development
• Create a positive and supportive work environment

An indifferent employee lacks the motivation or desire to provide good service. This can lead to poor customer interactions, lack of initiative, and a negative impact on overall service quality.

Setting Up Front-Line Service Employees for Success:

To effectively set up front-line service employees for success, organizations should focus on developing all three elements:

Build Capability:

• • Invest in comprehensive training programs
  • Provide ongoing learning opportunities
  • Ensure access to necessary tools and information
  • Encourage peer-to-peer learning and mentoring

Grant License:

• • Clearly communicate the scope of employee authority
  • Create policies that support employee decision-making
  • Celebrate instances where employees take initiative
  • Provide backup support for challenging situations

Cultivate Motivation:

• • Align individual goals with organizational objectives
  • Implement fair and transparent reward systems
  • Offer career advancement opportunities
  • Foster a positive and supportive team culture

Moreover, regularly assessing these three elements can help organizations identify areas for improvement in their service delivery model. For instance, if employees have the capability and motivation but lack license, the organization might focus on empowering staff with more decision-making authority. Similarly, if employees have license and motivation but lack capability, the focus might shift to enhancing training and development programs.

By consistently nurturing capability, license, and motivation, organizations can create a strong foundation for service excellence, leading to improved customer satisfaction, employee engagement, and overall business performance.