Retail Observer

RETAILOBSERVER.COM AUGUST 2023 64 S E R V I C E D E P A R T M E N T Don Pierson, Certified Service Center (CSC) www.certifiedservicecenter.org T his spring I had the opportunity to get in touch with a company I see annually to do some work around my house. I've worked with the company and its technicians for several years, and I've noticed a pleasant improvement in their attitudes and overall performance. When I asked what changed since last year, they said that the management had changed and their jobs had become more interesting and challenging – the company now treats them "more like family." When I asked what that meant, they freely shared some details that I would like to pass on to everyone. It was straight out of a textbook on developing people and building a successful team. First, the company's new management sent the employees to a detailed product training that was unlike anything they'd experienced before. Their previous training had been done mostly on the job, under the supervision of their immediate manager. The technicians described the learning process under the old management as learning in front of the customer, which proved very embarrassing in some situations. The technicians explained that many times under the previous management they would have to call the manager for help to figure out a problem, but after their recent training they felt a lot more confident about successfully repairing the products they were qualified on. In one case, the technician was actually certified by the manufacturer to repair their newest equipment lines. They now look forward to going on service calls, instead of wondering if the call would stump them, as too often happened in the past. The company simply helped them become more skilled and confident. After the training, the new supervisor went on service calls with them and asked them how they would handle the customer's problem, to get a feel for their overall ability – he also watched them work with the customers. After the field training experience, the technicians felt an excellent rapport with the supervisor and were comfortable asking for the manager's help at any time. In time, the supervisor gave one of the technicians more authority to make decisions in the field on many issues without consulting management. With this kind of treatment, the technicians truly felt like part of the team – they felt trusted. The technicians also got direct feedback from the customers and management as part of the standard communication process – communication was normal now, and the flow of information was two-way, with management soliciting their ideas and comments on a fairly regular basis. It appeared that they had received a salary increase after they completed their training and certification. One technician commented that the training was very welcome and the raise that followed a structured review of their performance was very much appreciated. The technician said, "The expectations increased, and so did the pay. That's more than fair!" To put it in a nutshell, they felt valued. Last, but not least, they are very happy with the company as it is today. They like the company and feel that they are working for a business that cares about the customers and their employees, as well as making a profit. After our conversation, it's my assumption that under the new management each employee feels that they are contributing directly to the company's overall success. I noticed a big change in the techs since I spoke with them last year. They have evolved from two relatively quiet guys, to being openly excited about sharing the good things going on in the company. Their new-found confidence, plus the company's trust in their skills and decision-making, and finally the sense of being valuable members of the team, have turned them into walking advertisements for the company. I can't think of a better compliment for any company! TREATING YOUR TEAM LIKE FAMILY RO

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