Best Practices and up to the minute news on Customer Experience Management and Service Excellence
Best Practices and up to the minute news on Customer Experience Management and Service Excellence
Unlike many other businesses where tasks can be predictable, regimented and routine, service industry employees require a unique blend of interpersonal skills, adaptability, and enthusiasm.
Managers need to adapt to a unique workplace – and a unique type of worker – by striking a balance between acknowledging an employee’s personal pursuits while encouraging their professional development.
Atypical hours and job demands attract people who tend to have multiple passions, and usually they want to feel joy and fulfillment while they’re helping others.
My years spent in the service industry were also spent pursuing my songwriting and theatre work. Ironically, my most productive shifts were when I felt the support for that other work from my manager. Both he and my coworkers would come out to see me perform – it made me want to do better in both jobs.
Flexibility also needs to be balanced with control. This is where management gets tricky. When overseeing employees that consider their job a side gig, you have to inspire them to still work hard. Then there are the dedicated full-timers that might make this a lifetime career.
Taking a dynamic approach can make the difference between a thriving, motivated team and a disengaged, high-turnover flop.
Passion in the workplace drives productivity and job satisfaction. For service industry employees, who often interact directly with customers, a genuine passion for their roles translates into superior service and an enhanced customer experience. It also keeps them going personally. Managers play a crucial role in igniting and nurturing this passion.
1. Leading by example: Managers who demonstrate enthusiasm and commitment to their roles inspire similar attitudes in their employees. When leaders are passionate about their work, this energy is contagious, creating a positive work environment. A manager who is genuinely invested in improving customer satisfaction and has a strong work ethic can influence their team to adopt the same mindset.
2. Providing growth opportunities: Employees who see a path for growth are more likely to stay motivated and committed. Managers should create clear development pathways, offering training, mentorship, and opportunities for advancement. According to Gallup, 28% of employees felt that the “most meaningful and memorable” recognition came from their managers, and it pushed them to seek promotions and take on bigger responsibilities.
Many service industry employees work part-time while pursuing other careers or personal passions. Recognizing and supporting their other aspirations is vital – even if they have nothing to do with their “day job”.
An employee who is a budding musician or an aspiring writer (like I was during my barista days) may appreciate flexible scheduling that allows them to balance work with their creative pursuits.
3. Flexibility and understanding: Managers who offer flexible work schedules and accommodate employees’ external commitments not only foster loyalty but also enhance job satisfaction. Understanding that employees have goals beyond their current roles can lead to a desirable work environment. In a study by the Harvard Business Review, companies that provide work-life balance and support personal development see significant increases in employee retention.
4. Encouraging external growth: Encouraging employees to pursue their passions outside of work can also bring fresh perspectives and creativity into the workplace. A part-time employee who is a skilled photographer, for example, might contribute unique visual content for the company’s marketing efforts. Managers should actively support and celebrate these “extracurricular” achievements, recognizing that personal fulfillment can enhance professional performance.
I’m sure you’re familiar with the classic tale. If not, consider this: Too much control is not good, and too much flexibility is not effective, either. Managers should seek a middle ground… a management style that’s just right.
Managing in the service industry requires a delicate balance – too little involvement can lead to disengagement, while excessive oversight can stifle creativity and autonomy.
5. Avoiding micromanagement: Micromanagement can kill employee morale. It also crushes productivity. Employees need the space to take ownership of their unique roles, which also helps reinforce personal identity. A manager who hovers over every detail stifles innovation and lowers job satisfaction. Instead, managers should focus on setting clear expectations and providing the resources and support employees need to excel.
6. Staying engaged and accountable: At the same time, managers must remain actively engaged with their teams, understanding workplace dynamics and addressing issues promptly. This involves regularly checking in with employees, recognizing individual contributions, and maintaining open lines of communication. Accountability is key; employees should be aware that their efforts are being observed and valued, and that performance is linked to their growth and rewards.
Employees are more likely to stay with a company that offers a supportive and engaging work environment, where their contributions are acknowledged and their personal and professional growth is encouraged.
But who is supporting those giving the support?
To ensure managers can effectively do their job, companies must also invest in managerial support. This includes providing training and development opportunities for managers to learn the art of juggling all the different aspects of employee development.
7. Comprehensive training programs: Training programs should cover not only managerial skills but also ways to coach teams. This can include conflict resolution, performance management, and strategies for fostering a positive work culture. Managers also need access to resources like mentoring programs, mental health support, and professional development opportunities. Providing these tools ensures managers are well-equipped to handle the complexities of their roles.
In the service industry, where the human element is key to success, management needs to create an environment where passion and productivity thrive.
By fostering enthusiasm, encouraging dreams, and finding the right balance in managerial involvement, managers can build motivated and loyal teams. Investing in managerial development on a larger scale gives managers tools to lead effectively and create engaging workplaces.
When both employees and managers find personal and professional fulfillment, that’s when jobs turn into careers.
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