Powder Coated Tough - Spring 2009 - (Page 45)

of each characteristic in selecting a vendor, customers’ level of satisfaction/dissatisfaction, customers’ suggestions to improve our products, and the competitive strengths and weaknesses of our products? Similar questions would be asked for each of the other five points of contact. The discipline of Human Performance Technology provides a model for managing employee job performance, including job performance that impacts customer loyalty. This model shows that 13 factors, acting together, control the job performance of individual employees, the output of work processes, and the job performance of all employees. Seven factors control the job performance of individual employees. These include: ❖ Expectations. The standards that customers expect a product or service to meet and how customers expect to be treated by employees. ❖ Feedback. Data that lets employees know how closely their job performance meets customers’ standards. ❖ Consequences. What happens to employees when their job performance meets or exceeds customers’ expectations and when it doesn’t. ❖ Abilities. The skills and knowledge required for job performance to meet customers’ standards. ❖ Resources. The tools, supplies, materials, equipment, procedures, and physical space required for job performance to meet customers’ standards. ❖ Capacity. The physical capabilities required for job performance to meet customers’ standards. ❖ Preference. Whether an employee is willing to perform as expected under the physical and social conditions that exist at the job site, for the rewards that are available when job performance meets or exceeds expectations, and for the compensation and fringe benefits. Three factors control the output of a work process. These are: ❖ Complexity. The number, sequence and difficulty of steps in a work process; interference from competing assignments. ❖ Internal Supplier/Internal Customer Relations. How well the work of internal suppliers (individuals and departments) meets the require- ments of their internal customers (individuals and departments) who contribute to the same work process. ❖ Process outcome specifications. How closely specifications for the output of a process match the expectations of the internal and external users of that output. Three factors influence a company’s entire work force. These are: ❖ Customer Focused Mission. A mission statement that clearly dedicates a company to satisfying its customers, then living up to the intent of the statement. ❖ Compensation. Bonuses, salary/wage increases, and promotions given to employees who regularly satisfy internal and external customers. ❖ Performance Appraisal. Every employee is held accountable in some specific way for meeting the expectations of their internal and/or external customers. Follow these five steps to proactively determine if opportunities exist to strengthen what your company does to manage employee job performance that impacts customer loyalty. 1. Select a position in your company that has significant impact on customer loyalty. 2. Answer these questions as they apply to the employees in the position you selected in Step 1. (Note: Space limitation prevents including all the diagnostic questions for each of the 13 factors that control customer loyalty.) ✔ Do these employees know in specific detail those features your core products and/or services must have in order for prospects and customers to buy from you instead of from a competitor? ✔ Do these employees know the standards their work unit must achieve in order to consistently meet the requirements of prospects, external customers, and internal customers? ✔ Do these employees know in specific detail how prospects and customers expect to be treated by these employees? ✔ Do these employees have current information about how closely: www.powdercoating.org 45 http://www.powdercoating.org

Table of Contents Feed for the Digital Edition of Powder Coated Tough - Spring 2009

Powder Coated Tough - Spring 2009 Contents Stay Plugged In Powder Perspective Powder: A Fit Finish A Taste of Coating West 2009 Marking the Mark: Necessity Brings Powder In-House Custom Coasters Corner: Dialing Up Its Own Software Solution Tough Talk Talbert's Technical Corner

Powder Coated Tough - Spring 2009

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