Unremarkable service results? Unmotivated field workers? It’s not a coincidence.
As we all know, customer service is more important than ever today. In order to get the best from your field workers, you need maximum visibility of what’s happening at the front lines of your business - in real-time. Knowing what happened yesterday is too late.
A year ago, field worker Andy was working from a traditional workforce management system, allocating him a set number of tasks per day, over which he had very little control. His performance was measured solely on the number of jobs he completed per day - the only view his service manager had of his performance. As a result, he was not inclined to hang around any longer than he needed at any particular site - he just wanted to move on to the next job on his list to hit his quota for the day and go home early. This often left the customer feeling undervalued and unappreciated - they felt they were ‘just another job’.
At this point, what Andy cared about most was how much spare time he could squeeze out of his day by getting jobs done as quickly as possible - not focusing on, or particularly caring about, the quality of the service he delivered.
Andy felt underutilised and unmotivated.
Following reports of very average customer satisfaction and loss of valuable customers to competitors, Andy’s service manager decided to implement a new worker-centric workforce management approach. He realised that the old system, revolving around allocation and management of tasks, was just not effective at giving him the visibility he needed to drive intelligent service innovation - customer service excellence can’t be achieved or maintained if you’re unable to identify and drive the right behaviours in the field.
The implementation of new mobile workforce management systems, including revised processes as well as new software tools, and a change in the way the work of field employees is valued by senior management has changed Andy’s attitude to his work and, more importantly, his attitude towards his customers. Note ‘his’ customers and not ‘the’ customers any more.
Now employee engagement has been prioritised at Andy’s company. His new Key Performance Indicators now properly reflect the work he puts in - which is recognised and rewarded by the company and his team mates. He’s seen a real improvement in the provision of training and development too. It’s obvious that efforts have been stepped up to retain key talent. This has helped to improve competitiveness amongst his team, boost productivity, and even win new customers. Now Andy goes to work equipped, motivated and incentivised to do the best job possible, and so begins a new era of remarkable service.
To find out how you too can get the best from your workforce, take a look at our Fieldforce iQ brochure.