Repairingjobsthatfailtosatisfy.docx
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Repairingjobsthatfailtosatisfy.docx
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Repairingjobsthatfailtosatisfy
Repairingjobsthatfailtosatisfy
Learninggoals
Companiesoftendivideupworkasawaytoimproveefficiency,butspecializationcanleadtonegativeconsequences.DrainFlowisacompanythathaseffectivelyusedspecializationtoreducecostsrelativetoitscompetitors’costsforyears,butrisingcustomercomplaintssuggestthefirm’sstrongpositionmaybeslipping.Afterreadingthecaseyouwillsuggestsomewaysitcancreatemoreinterestingworkforemployees.You’llalsotackletheproblemoffindingpeoplequalifiedandreadytoperformthemultipleresponsibilitiesrequiredinthesejobs.
Majortopicareas
●Jobdesign
●Jobsatisfaction
●Personality
●Emotionallabor
Thescenario
DrainFlowisalargeresidentialandcommercialplumbingmaintenancefirmthatoperatesaroundtheUnitedStates.Ithasbeenamajorplayerinresidentialplumbingfordecades,anditsfamiliarrhymingmotto.“WhenYourDrainWon’tGo,CallDrainFlow,”hasbeenplasteredonbillboardssincethe1960s.
LeeReynaldohasbeenaregionalmanageratDrainFlowforabout2years.Sheusedtoworkforanewercompetingchain,LightningPlumberthathasbeendrawingmorecustomersfromDrainFlow.AlthoughherjobatDrainFlowpaysmore,Leeisn’thappywiththewaythingsaregoing.She’snoticedtheworkenvironmentjustisn’tasvitalorenergeticastheenvironmentshesawatLightning.
Leethinkstheproblemisthatemployeesaren’tmotivatedtoprovidethetypeofcustomerserviceLightningPlumberemployeesoffer.Sherecentlysentsurveystocustomerstocollectinformationaboutperformance,andthedataconfirmedherfears.Although60percentofrespondentssaidtheyweresatisfiedwiththeirexperienceandwoulduseDrainFlowagain,40percentfelttheirexperiencewasnotgood,and30percentsaidtheywoulduseacompetitorthenexttimetheyhadaplumbingproblem.
LeeiswonderingwhetherDrainFlow’sjobdesignmightbecontributingtoitsproblemsinretainingcustomers.DrainFlowhasabout2,000employeesinfourbasicjobcategories:
plumbers,plumber’sassistants,orderprocessors,andbillingrepresentatives.ThisstructureisdesignedtokeepcostsaslowaspossiblePlumbersmakeveryhighwages,whereasplumber’sassistantsmakeaboutone-quarterofwhatalicensedplumbermakes.Usingplumber’sassistantsisthereforeaverycost-effectivestrategythathasenabledDrainFlowtoeasilyundercutthecompetitionwhenitcomestoprice.Orderprocessorsmakeevenlessthanassistantsbutaboutthesameasbillingprocessors.Allworkisveryspecialized,butemployeesareoftendependentonanotherjobcategorytoperformattheirmostefficientlevel.
Likemostplumbingcompanies,DrainFlowgetsbusinessmostlyfromtheYellowPagesandtheinternet.Customerseithercallintodescribeaplumbingproblemorsubmitanonlinerequestforplumbingservices,receivingareturncallwithinformationwithin24hours.Ineithercase,DrainFlow’sorderprocessorslistentothecustomer’sdescriptionoftheproblemtodeterminewhetheraplumberoraplumber’sassistantshouldmaketheservicecall.Thejobisthenassigned
accordingly,andaserviceprovidergoestothelocationwhenthejobhasbeencompleted,viacellphoneabillingrepresentativerelaysthefeetotheservicerep,whopresentsabilltothecustomerforpayment.Billingrepresentativescantakecustomer’screditcardpaymentsbyphoneore-mailaninvoiceforonlinepayment.
Theproblem
Althoughspecializationdoescutcostssignificantly,Leeisworriedaboutcustomerdissatisfaction.Accordingtohersurvey,about23percentofcustomercontactsendedinnoservicecallbecausecustomerwereconfusedbythediagnosticquestionstheorderprocessorsaskedandbecausetheorderprocessorsdidnothavesufficientknowledgeorskilltoexplainthesituation.ThatmeansfullyoneinfourpeoplewhocallDrainFlowtohireaplumberareworsethandissatisfied:
theyaren’tcustomersatall!
Theremaining75percentofcallsthatdidendinacustomerserviceencounterresultedinotherproblems.
ThemostfrequentcomplaintsLeefoundintheCustomersurveyswereaboutresponsetimeandcost,especiallywhenthewrongpersonwassenttoajob.Aplumber’sassistantcannotcompleteamoretechnicallycomplicatedjob.Theappointmenthasbeenrescheduled,andthecustomer’stimeandthestaff’stimehavebeenwasted.TheresultingdelayoftencausedcustomersinthesesituationstodeclinefurthercontactwithDrainFlow-manyofthemdecidedtogowithLightningPlumber.
“WhenIarriveatajobIcan’ttakecareof,”saysplumber’sassistantJimLarson,“thecustomergetstickedoff.Theythoughttheyweregettingalicensedplumber,sincetheywerecallingforaplumber.Tellingthemtheyhavetohavesomeoneelsecomeoutdoesn’tgooverwell.”
Ontheotherhand,whenaplumberrespondstoajobeasilyhandledbyaplumber’sassistant,thecustomerisstillchargedattheplumber’shigherpayrate.LicensedplumberLuisBergeralsodoesnotlikebeinginthepositionofgivingcustomersbadnews.“IfIgetcalledouttodosomethinglikesnakeadrain,thecustomerisn’texpectingaheftybill.I’mcaughtbetweenarockandahardplace-Idon’tsettheratesormaketheappointments,butI’mtheonewhogetsitfromthecustomer.”Plumbersalsoresentbeingsenttodosuchsimplework.
SusieMcCartyisoneofDrainFlow’sorderprocessors.She’sfrustratedtoowhenthewrongpersonissenttoajobbutfeelssheandtheotherorderprocessorsaredoingthebesttheycan.“Wehaveasurveywe’resupposedtofollowwiththecallstofindoutwhattheproblemisandwhoneedstotakethejob,”sheexplains.“Thecustomersdon’tknowthatwehaveastandardform,sotheythinkwecanansweralltheirquestions.Mostofusdon’tknowanymoreaboutplumbingthanthecaller.Iftheydon’tusethetermonthesurvey,wedon’tunderstandwhatthey’retalkingabout.Aplumberwould,butwe’renotplumbers;wejusttakethecalls.”
Customerserviceissuesalsoinvolvethebillingrepresentatives.Theyaretheonewhohavetokeepcontactingcustomersaboutpayment.“It’snotmyfaultthewrongguywassent,
”saysElizabethMonty.“Iftwoguyswentout,that’stwotrips.Ifaplumberdidthework,youpayplumberrates.Someofthesecustomersdon’tgetthatIdidn’ttaketheirfirstcall,andsoIgetyelledat.”Thebillingrepresentativesalsocomplainthattheyseeonlythetailendoftheprocess,sotheydidn’tknowwhattheoriginalcallentailed.Thejobisfairlyimpersonal,andmuchofworkisrecordingcustomercomplaints.Remember-40percentofcustomersaren’tsatisfied,andit’sthebillingrepresentativeswhotakethebruntoftheirnegativereactionsonthephone.
Asyoucanprobablytell,allemployeeshavetoengageinemotionallabor,asdescribedinyourtextbook,andmanylacktheskillsorpersonalitytrainstocompletethecustomerinteractioncomponentoftheirjobs.Theyaren’ttrainedtoprovidecustomerservice,andtheyseetheirworkmostlyintechnical,ormechanical,terms.Quiteafewareactuallyanxiousaboutspeakingdirectlywithcustomers.Theofficestaff(orderprocessorsandbillingrepresentatives)realizecustomerserviceispartoftheirjob,buttheyalsofinddealingwithnegativefeedbackfromcustomersandco-workerstaxing.
AcoupleofyearsagoamanagementconsultingcompanywashiredtosurveyDrainFlowworkerattitudes.Theresultshowedtheywerelesssatisfiedthanworkersinothercomparablejobs.Thefowlingtableprovidesabreakdownofrespondentsatisfactionlevelsacrossanumberofcategories:
Theinformationaboutaverageplumbersandaverageofficeworkersistakenfromthemanagementconsultingcompany’srecordsofothercompanies.Theyaren’texactlysurprising,givensomeofthecomplaintsDrainFlowemployeeshavemade.Topmanagementisworriedabouttheseresultsbuttheyhaven’tbeenabletoformulateasolution.ThetraditionalDrainFlowculturehasbeenfocusedoncostcontainment,andthe“softstuff”likeemployeesatisfactionhasn’tbeenamajorissue.
DrainFlowPlumbers
DrainFlowPlumberAssistants
DrainFlowOfficeWorkers
AveragePlumbers
AverageOfficeWorkers
IamsatisfiedwiththeworkIamaskedtodo.
3.7
2.5
2.5
4.3
3.5
Iamsatisfiedwithmyworkingconditions.
3.8
2.4
3.7
4.1
4.2
Iamsatisfiedwithmyinteractionswithco-workers.
3.5
3.2
2.7
3.8
3.9
Iamsatisfiedwithmyinteractionswithmysupervisor
2.5
2.3
2.2
3.5
3.4
Theproposedsolution
Thecompanyisintrouble,andasrevenuesshrinkandthecostsavingsthatweresupposedtobeachievedbydividingupworkfailtomaterialize,achangeseemstobeinorder.
Leeisproposingusingcashrewardstoimproveperformanceamongemployees.Shethinksifemployeeswerepaidbasedonworkoutcomes,they’dworkhardertosatisfycustomers.Becauseit’snoteasytomeasurehowsatisfiedpeoplearewiththeinitialcall-in,Leewouldliketogivetheorderprocessorsasmallrewardforevery20callssuccessfullycompleted.Forthehands-onwork,she’dliketohaveeachbillingrepresentativecollectinformationaboutcustomersatisfactionforeachcompletedcall.Ifnocomplaintsaremadeandthejobishandledpromptly,amoderatecashrewardwouldbegiventotheplumberorplumber’sassistant.Ifthecustomerindicatesrealsatisfactionwiththeservice,alargercashrewardwouldbeprovided.
Leealsowantstofindpeoplewhoarebetterfitwiththecompany’snewgoals.Currenthiringprocedurereliesonunstructuredinterviewswitheachlocation’sgeneralmanagerchooseemployees.Mostlacktrainingincustomerserviceandorganizationalbehavior.Leethinksitwouldbebetterifhiringmethodswerestandardizedacros
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