The ongoing measures described here are themselves the mastery test. The scores they provide point to differential levels of mastery on the art of each employee. A training program with several modules will facilitate an individualized training program for each person. An employee participates only in the modules where improvement is indicated. Subsequent ongoing service quality measures will portray the new mastery level for each employee.
Employees have trouble hearing a complaint as feedback.
The effectiveness of the service quality process not only is continually correlated with revenue-oriented measures but is also itself in a continuous improvement cycle. In order to encourage employees to continu R ously improve their service quality, three levels of mastery might be defined. A symbol recognizing each employee's service quality proficiency can be presented for display in each person's work area. With a process in place that identifies, measures, improves, and rewards continuous improvement in individual service quality, it might be interesting to look at the profile of the people in customer contact positions. The fastest way to develop a customerfocused culture is by generating complaints.