SERV-OR | 19. Every employee understands all of the service standards that have been instituted by all departments 20. We have a developed chain of objectives linking together every branch in support of the corporate vision 21. Service performance measures are communicated openly with all employees regardless of position or function
Service Vision 22. There is a true commitment to service, not just lip service 23. Customers are viewed as opportunities to serve rather than as sources of revenue 24. It is believed that fundamentally, the organization exists to serve the needs of its customers
Servant Leadership 25. Management constantly communicates the importance of service 26. Management regularly spends time “in the field” or “on the floor” with customers and front-line employees 27. Management is constantly measuring service quality 28. Management shows that they care about service by constantly giving of themselves 29. Management provides resources, not just “lip service” to enhance employee ability to provide excellent service 30. Managers give personal input and leadership into creating quality service
Service Rewards 31. Management provides excellent incentives and rewards at all levels for service quality, not just productivity 32. This organization noticeably celebrates excellent service
Service Training 33. Every employee receives personal skills training that enhances his/her ability to deliver high quality service 34. We spend much time and effort in simulated training activities that help us provide higher levels of service when actually encountering the customer 35. During training sessions we work through exercises to identify and improve attitudes toward customers |