Customer Service Charter

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1 Custmer Service Charter The Extrastaff Apprenticeships Custmer Service Charter makes a cmmitment t always prvide ur custmers with the highest standards f custmer service abve and beynd the call f duty. 1. Extrastaff Apprenticeships cmmits t ensuring yu are assisted by the best pssible decisin maker whse cre purpse is t assist yu and yur business needs. Extrastaff Apprenticeships Phne am t 5.30 pm Mnday t Friday. 2. We will prvide ur dcumentatin t yu in plain English. 3. We will respnd in detail t all enquiries by telephne, r in writing, as fllws: Telephne within 24 hurs within 24 hurs In writing via pstal mail within five wrking days 4. We value the persnal infrmatin yu give us and will take all pssible precautins t prevent unauthrised access t that infrmatin. 5. We will nt give yur persnal infrmatin t any ther rganisatin fr their marketing purpses. 6. We will, with yur supprt, keep yur persnal infrmatin accurate, cmplete and up t date and guarantee t crrect any errrs made in ur cmmunicatins t yu that yu bring t ur attentin. 7. Yu have the right t inspect the infrmatin we hld abut yu at any given time. 8. We will reprt annually n ur perfrmance against measures f ur cmmitment t pen and hnest business practices. A registered cmpany auditr will independently audit this reprt. 9. As part f ur sustainability prgram, we will cntinue t reduce waste, cnserve natural resurces and maximise recycling f paper, cardbard and ther materials. 10. This Charter will be reviewed annually by the Chief Executive Officer.

2 CUSTOMER SERVICE CHARTER INTRODUCTION It s nt just abut peple getting their minds arund change: it s abut getting change int their minds As part f Extrastaff Apprenticeships s re-creatin and reinvigratin, we have develped a Charter a cde f cnduct that will be a guide t help and encurage emplyees t demnstrate best practice behaviur when dealing with custmers, bth internal and external. The Charter utlines ur cmmitment t quality service as we mve twards revitalising ur custmer fcused rganisatin. It addresses fundamental areas f ur everyday wrk life which every frward thinking rganisatin needs t cnsider. Guidelines relating t the fllwing areas are attached: Using s effectively Telephne etiquette, suggested d s and dn ts Effective meeting management A respectful wrkplace, suggested d s and dn ts The Charter is a guide t making life in the wrkplace mre efficient, respectful and accuntable. It will help us t help each ther as we becme mre crss functinal. It will cnnect us t each ther and ur custmers.

3 USING S EFFECTIVELY An is a frmal written cmmunicatin and it shuld be clear, cncise, and errr free. It is imprtant t remember that s may be used as a legal dcument s beware f what yu are prepared t put in writing. Tips fr using s (and yur time and the recipient s time) effectively Be respectful f the persn reading the . Ensure spelling, punctuatin and grammar is crrect. Use Australian English nt US English when checking spelling. Limit yur use f abbreviatins (e.g. BTW). They are unprfessinal in business s and may nt be generally understd. Respnd t all s within 24 hurs. Ensure yur cntains: the reasn fr the cmmunicatin any actin required and by whm a timeframe fr when yu wuld like a respnse Identify wh is the best persn t respnd t a request that yu are unable t actin and frward the request nt them. Respnd t the riginal letting them knw wh yu have passed it nt and their cntact details. Cmmunicate a timeframe fr respnse. If yu have a deadline fr the respnse let the recipient knw this in the subject line e.g. cmment requested by X date n member request. Place the names f thse yu wish t actin yur in the primary recipient s bx. Place the names f thse yu want t be aware f the cntent f the cmmunicatin in the cpy (Cc) bx. Advise them in the bdy f the as t why they have been included. Keep recipients t a minimum number f peple cpied int an . Ask yurself the questin, d they really need t knw? Ensure yu clearly identify wh is respnsible fr the actin/respnse s recipients dn t assume smene else will respnd. D nt blind cpy (Bcc) recipients unless the is t a large grup. If yu wish anther persn t be aware f the cntent r issue then send a separate utlining the reasns fr yur cmmunicatin r raise it persnally with them. Gain the apprval f the riginatr f an if yu are frwarding it, r its attachment. This is f particular imprtance if it is a cmpany dcument (as privacy issues may be invlved) r yu are unsure f the sender s authrity t prvide the infrmatin t a brader audience. Make sure yur message line cntains adequate infrmatin t help the recipient understand the reasn fr the . Include wrds such as fr yur infrmatin, actin requested etc. Make sure the recipient is aware f the cntext f the cmmunicatin if it is in respnse t an initial issue r questin. Cnsider reviewing the issues raised and prvide a summary f the cntent and specific request in a new (lng chains can be frustrating). In this way recipients can better understand the request and its histry.

4 Size matters and file attachments add size t an that can result in it being rejected. Where pssible, send a link if it is electrnic r a wrd frmat summary and ffer t prvide the whle dcument if the recipient requests it. Activate the ut f ffice reply if yu are unable t respnd t s fr a day r mre. Ensure yu include yur date f return, an alternate cntact persn and/r a mbile phne cntact if the matter is urgent. Turn ff this alert when yu first access yur s after yur absence. Think befre yu send. If yu are cmpsing a difficult save it as a draft and review it r have it reviewed by a clleague befre sending. Check the fllwing befre yu hit the send buttn Have yu made sure that it is accurate and grammatically crrect? Is the mst apprpriate cmmunicatin r is phne call mre apprpriate? Have yu used bld nly t highlight critical issues. Have yu used CAPITALS, r written in red? If s, it may be cnsidered yu are shuting r are angry and may trigger an unwarranted respnse. Have yu begun yur with a salutatin t the recipient and included yur rganisatin signature and disclaimer. In additin, please refer t the Internet and Cde f Cnduct plicy. This plicy sets ut the apprpriate standard f behaviur fr all emplyees accessing nline services, including the internet and .

5 TIPS FOR GOOD TELEPHONE ETIQUETTE Using crrect etiquette when answering the phne r making a phne call is imprtant in maintaining a certain level f prfessinalism and creating a favurable impressin f yu, yur department, and Extrastaff Apprenticeships as a cmpany. D Answer a ringing phne prmptly (befre the third ring), smile, use a pleasant tne and be curteus. Answer a clleague s phne if they are away frm their desk. If yu can t help the caller, advise them yu will get the apprpriate persn t call them back, take their details, and leave yur clleague a message. Divert yur phne t vic r yur mbile if yu are nt ging t be in the ffice. Leave a message n yur vic with yur mbile number if yu d nt divert yur phne t yur mbile. Remember that yu may be the first and nly cntact a persn may have with yur department, and that first impressin will stay with the caller lng after the call is cmpleted. Be curteus if the caller has reached the wrng department. Smetimes they have been transferred all ver the cmpany with a simple questin. If pssible, attempt t find ut where they shuld call/t whm they shuld speak. They will greatly appreciate it. When the called party is nt in, the fllwing respnses shuld be used bth t prtect the privacy f the ffice staff and t give a mre tactful respnse: He s nt here" What Yu May Think: What Yu Tell The Caller: "He is nt in the ffice at the mment. Wuld yu like t leave a message n his vic ?" "I haven t a clue where he is" "He has stepped ut f the ffice. Wuld yu like t leave a message n his vic ?" "He s just ppped int the l" "He has stepped ut f the ffice. Wuld yu like t leave a message n his vic ?" It s nly 9.00 am, what d yu expect? "She s having a mental health day" "He desn't want t be disturbed" "She is busy" "I expect him shrtly. Wuld yu like t leave a message n his vic ?" "She is ut f the ffice fr the day. Can smene else help yu r wuld yu like her vic ?" "He is unavailable at the mment. Wuld yu like t leave a message n his vic ?" "She is unavailable at the mment. Wuld yu like t leave a message n her vic ?" Frwarding Calls When frwarding calls ensure that the caller is aware yu are frwarding the call and t whm it is being frwarded. Make sure the recipient f the frwarded call is aware wh is calling.

6 Handling Rude r Impatient Callers Stay calm. Remain diplmatic and plite. Getting angry will nly make them angrier. Shw willingness t reslve the prblem r cnflict at all times. Try t think like the caller. Remember, their prblems and cncerns are imprtant. Vic Etiquette Vic has many benefits and advantages when used prperly. Hwever, yu shuld nt hide behind vic . If callers cnstantly reach yur vic instead f yu, they will suspect that yu are aviding calls. Vic Greeting Recrd yur wn persnal greeting dn't have anther persn recrd yur greeting. Peple tend t feel that they have already lst the persnal cmmunicatin tuch because f vic . If a female vice says that "Je Smith is nt available", the caller will nt be cnvinced that yu listen t yur vic . Include yur name and department in yur greeting s that peple knw they have reached the crrect persn. Include yur nrmal wrk hurs in yur regular greeting. If yu knw that yu will be n hliday fr a few days r leaving the ffice early, r have different hurs temprarily, yu shuld recrd an alternate greeting t let callers knw this. Callers will then knw that they can t expect a call back fr a few hurs r a few days. Frward yur line t yur vic r divert t yur mbile when yu leave fr the day r will be away frm yur desk fr an extended perid f time. Checking Messages and Returning Calls Check yur messages daily and return messages within 24 hurs. If it will take lnger than 24 hurs, call the persn and advise him/her. Callers shuld feel cmfrtable that yu are checking yur vic daily. Leaving a Vic Message fr anther Persn Speak clearly and slwly. Keep messages shrt and t the pint. Leave yur name and phne number with every message yu leave. Taking Phne Messages Ensure name f caller, cmpany and telephne number is crrect. Seek t btain subject matter with every message yu take. Repeat details t the caller t cnfirm crrect infrmatin with every message yu take. Ensure message is passed t the persn in an apprpriate timeframe.

7 HANDLING MEETINGS EFFECTIVELY Meetings are an inevitable part f a nrmal business week but they can be an expensive waste f time and are nt always necessary. Cnsideratins Ask yurself is a meeting really necessary and the best way t handle this? Culd an utcme be reached r infrmatin relayed just as well via a phne call, , mem r fax, r even a quick rund rbin f yur assciates at their wrkstatins? This will cut dwn n wasted meeting time, and build the belief amng staff that when meetings are scheduled, it is imprtant t attend. Participants Ensure that the peple needed t prduce the required utcmes f the meeting are invited t attend. Make sure attendees are prvided with the time, venue and purpse f the meeting. Planning Set bjectives fr a meeting. This will help t fcus the agenda. Objectives als serve as a measurement fr evaluating the utcmes f a meeting. Give participants smething t prepare fr the meeting. The meeting will take n a new significance t each member. Write dwn a phrase t cmplete the sentence By the end f the meeting, I want the grup t understand the new sales plan befre yu start planning the agenda. Have the grup read the backgrund infrmatin necessary t get dwn t business when prblem-slving is the bjective. In the meeting ask each grup member t think f ne pssible slutin t the prblem t get everyne thinking abut the meeting tpic. Agenda Use the agenda t keep meetings fcused and n track t achieve bjectives. Include a brief descriptin f the meeting bjectives in the agenda, and always include a list f the tpics t be cvered, wh will address each tpic, and fr hw lng. Design an agenda s that participants get invlved early in the meeting. This encurages punctuality. Fllw the agenda, but be flexible enugh t adapt it if members are making prgress in the planning prcess. Opening Meetings Start a meeting n time. This shws respect t thse wh arrived n time and reminds latecmers that the start time is serius. Welcme attendees and thank them fr their time. Review the agenda at the beginning f the meeting t give participants a chance t understand all prpsed tpics.

8 Clarify yur rles in the meeting and nte wh is taking the minutes and when these will be prvided back t each participant pst-meeting. Include grund rules abut cnfidentiality, the imprtance f arriving and finishing n time. Time Management One f the mst difficult facilitatin tasks is time management time seems t run ut befre tasks are cmpleted. Therefre, the biggest challenge is keeping mmentum t keep the prcess mving. Yu might ask attendees t help yu keep track f the time. If the planned time n the agenda is getting ut f hand, present it t the grup and ask fr their input as t a reslutin. Assign Actin Items Dn't finish any discussin in the meeting withut deciding hw t act n it. Listen fr key cmments that flag ptential actin items and dn't let them pass by withut addressing them during yur meeting. Statements such as We shuld really, that's a tpic fr a different meeting r, I wnder if we culd are examples f cmments that shuld trigger actin items t get a task dne, hld anther meeting r further examine a particular idea. Assigning tasks and prjects as they arise during the meeting means that yur fllw-thrugh will be cmplete. Addressing ff-tpic statements during the meeting in this way als allws yu t keep the meeting n track. By immediately addressing these statements with the suggestin f making an actin item t examine the issue utside f the current meeting, yu shw meeting participants that yu value their input as well as their time. Examine Yur Meeting Prcess Peple regularly cmplain abut a meeting being a cmplete waste f time, but they nly say s after the meeting. Assign the last few minutes as time t review what wrked well and what can be imprved next time. During extended meetings, every cuple f hurs cnduct 5-10 minutes satisfactin checks, in a rund-table apprach, and quickly have each participant indicate hw they think the meeting is ging. Extended meetings schedule breaks, as it is difficult t cncentrate fr extended perids, and it reduces disruptin as attendees excuse themselves r feel they need t lk at PDA s/mbiles etc. Clsing Meetings Always end meetings n time and end n a psitive nte. At the end f a meeting, review actins and assignments, and set the time fr the next meeting and ask each persn if they can make it r nt (t get their cmmitment). Clarify that meeting minutes and/r actins will be reprted back t members within a reasnable timeframe (this helps t keep mmentum ging).

9 TIPS FOR WORKING IN A RESPECTFUL WORKPLACE A respectful wrkplace is ne where emplyees can feel safe and cmfrtable and are treated fairly, creating the freedm fr them t fcus n getting wrk dne. D Be curteus t yur clleagues and encurage a prductive wrk envirnment Dress apprpriately (refer t Dress Cde Plicy) Request permissin t enter a c-wrker s space r cubicle Cntrl yur emtins, walk away frm yur desk, r speak t smene (friend, HR) if feeling stressed Maintain a sense f humur Take respnsibility fr yur mistakes Be helpful; ffer yur assistance if needed Greet yur clleagues each day Stre shared materials neatly and where yur c-wrkers will be able t find them Dn't Speak harshly, r use inapprpriate language Play music n speakers, use headphnes clleagues may be distracted by music in the wrkplace Allw yurself t be caught up in gssip which is demtivating and harmful t thers Be rude t custmers r clleagues r speak prly f the cmpany Take lng lunches r breaks Say it s nt my jb if asked t assist Interrupt thers Be a chrnic cmplainer Use a speaker telephne in an pen envirnment if yu require the speakerphne fr a telecnference, use a meeting rm Mbile Phnes Use yur vibrating alarm feature, rather than sund, due t its disruptive nature. Watch yur speaking vlume. Peple tend t speak luder than is necessary n mbile phnes. Set yur vic t receive yur calls when in a meeting. If yu are waiting fr an imprtant call, advise peple at the beginning f the meeting and leave the rm t take the call. This is gd practice, even when yu are in a public place. Appearances Cunt Ntify yur team members if yu have bligatins r meetings ut f the ffice r have been authrised by yur Manager t wrk frm hme. Adhere t standard business perating hurs unless yur Manager has authrised a change. If yu are required t wrk away frm the main ffice fr a perid f time and yur c-wrkers are inheriting yur calls and crisis, return the favur by ffering assistance t them when yu return.

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