1.     Training is not embraced by the leadership team – CEOs must champion the cause

Some business owners jump at the opportunity to conduct GEMS training simply because the government has provided funding and they want to appear to do something for their staff. I am not sure if they really believe in service excellence and that the training is going to make any difference. Is leadership commitment to service seen in their behavior? How much do CEOs talk about service at meetings, affirm staff that demonstrate service excellence, check on service standards, or monitor complaints regularly?

2.     Sporadic training is not sufficient – Provide systematic long-term training

I notice that many firms have adopted a knee-jerk approach to customer service training. It’s either propelled by a spate of complaints or initiatives by the Government (GEMS) program. As such, most service training comprise of a few modules of customer service, which seem to energize the staff and the organization for a short time. Unfortunately, we then relapse into our default mode and bad habits soon after. These types of training, though good, are not sufficient. Training must be systematic, intentional and organization-wide – a ‘short-gun’ approach will not do.

3.      Little or no monitoring of service excellence benchmarking – Create and monitor new benchmark

Training is not enough. Service excellence has to be tracked and monitored constantly. Thankfully, we now have a new Customer Satisfaction Index for organizations to benchmark themselves and also against others in the same industry. This is a great start. I fully recommend that organizations start adopting this as a way to monitor their service standards.

4.      Unfamiliarity with rising customers’ expectations – Out fly customers’ expectations

There is a constant need to monitor customers’ expectations. A basket of fruit placed in a hotel room ten years ago was a ‘wow’ moment then, but nowadays it is expected. Customers want more for less. Unless we are able to understand the changing expectations of customers, we will not be able to create value for them.

5.      Service providers are not effectively recognized and rewarded – Work out a recognition system

Getting staff trained is only the first step. Staffs who practice service excellence and manage customer complaints well have to be recognized and rewarded. Unfortunately, most rewards are monetary in nature. There must be more creative ways of recognizing and rewarding star service providers, who will motivate others. Service excellence is about creating a culture that will create a rippling and cascading effect to all levels and all staff.

6.      Processes are not in place – Service is about People & Process

Customer service is about people and process. We can have cheerful, professional service staff but if our product quality and delivery are not in place, service will not be up to standard. It is then not surprising when service standard goes down. From my own experience in service training and consultancy, many organizations have neglected service processes and systems. As the Institute of Service result has shown, service excellence is a function of service product, service value and expectations.

It is my wish that Singaporeans become more service conscious and that Singapore will become a nation identified with world-class service.