Customer Service Charter
The Extrastaff Apprenticeships Customer Service Charter makes a commitment to always provide our customers with the highest standards of customer service above and beyond the call of duty.
1. Extrastaff Apprenticeships commits to ensuring you are assisted by the best possible decision maker whose core purpose is to assist you and your business needs.
Extrastaff Apprenticeships – Phone 1300 765 155 8.00 am to 5.30 pm Monday to Friday.
2. We will provide our documentation to you in plain English.
3. We will respond in detail to all enquiries by telephone, email or in writing, as follows: Telephone within 24 hours
Email within 24 hours
In writing via postal mail within five working days
4. We value the personal information you give us and will take all possible precautions to prevent unauthorised access to that information.
5. We will not give your personal information to any other organisation for their marketing purposes. 6. We will, with your support, keep your personal information accurate, complete and up to date and guarantee to correct any errors made in our communications to you that you bring to our attention. 7. You have the right to inspect the information we hold about you at any given time.
8. We will report annually on our performance against measures of our commitment to open and honest business practices. A registered company auditor will independently audit this report.
9. As part of our sustainability program, we will continue to reduce waste, conserve natural resources and maximise recycling of paper, cardboard and other materials.
CUSTOMER SERVICE CHARTER INTRODUCTION
It’s not just about people getting their minds around change: it’s about getting change
into their minds
As part of Extrastaff Apprenticeships’s re-creation and reinvigoration, we have developed a Charter – a code of conduct – that will be a guide to help and encourage employees to demonstrate best practice behaviour when dealing with customers, both internal and external.
The Charter outlines our commitment to quality service as we move towards revitalising our customer focused organisation. It addresses fundamental areas of our everyday work life which every forward thinking organisation needs to consider.
Guidelines relating to the following areas are attached: Using emails effectively
Telephone etiquette, suggested do’s and don’ts Effective meeting management
A respectful workplace, suggested do’s and don’ts
The Charter is a guide to making life in the workplace more efficient, respectful and accountable. It will help us to help each other as we become more cross functional. It will connect us to each other and our customers.
USING EMAILS EFFECTIVELY
An email is a formal written communication and it should be clear, concise, and error free. It is important to remember that emails may be used as a legal document so beware of what you are prepared to put in writing.
Tips for using emails (and your time and the recipient’s time) effectively
Be respectful of the person reading the email. Ensure spelling, punctuation and grammar is correct. Use Australian English not US English when checking spelling. Limit your use of abbreviations (e.g. BTW). They are unprofessional in business emails and may not be generally understood.
Respond to all emails within 24 hours.
Ensure your email contains:
o the reason for the communication
o any action required and by whom
o a timeframe for when you would like a response
Identify who is the best person to respond to a request that you are unable to action and forward the
request onto them. Respond to the original email letting them know who you have passed it onto and their contact details.
Communicate a timeframe for response. If you have a deadline for the response let the recipient
know this in the subject line – e.g. ‘comment requested by X date on member request.’
Place the names of those you wish to action your email in the primary recipient’s box. Place the
names of those you want to be aware of the content of the communication in the copy (Cc) box. Advise them in the body of the email as to why they have been included. Keep recipients to a minimum number of people copied into an email. Ask yourself the question, ‘do they really need to know?’ Ensure you clearly identify who is responsible for the action/response so recipients don’t assume someone else will respond.
Do not blind copy (Bcc) recipients unless the email is to a large email group. If you wish another
person to be aware of the content or issue then send a separate email outlining the reasons for your communication – or raise it personally with them.
Gain the approval of the originator of an email if you are forwarding it, or its attachment. This is of
particular importance if it is a company document (as privacy issues may be involved) or you are unsure of the sender’s authority to provide the information to a broader audience.
Make sure your message line contains adequate information to help the recipient understand the
reason for the email. Include words such as ‘for your information’, ‘action requested’ etc.
Make sure the recipient is aware of the context of the communication if it is in response to an initial
issue or question. Consider reviewing the issues raised and provide a summary of the content and specific request in a new email (long email chains can be frustrating). In this way recipients can better understand the request and its history.
Size matters and file attachments add size to an email that can result in it being rejected. Where possible, send a link if it is electronic – or a word format summary – and offer to provide the whole document if the recipient requests it.
Activate the ‘out of office reply’ if you are unable to respond to emails for a day or more. Ensure you
include your date of return, an alternate contact person and/or a mobile phone contact if the matter is urgent. Turn off this alert when you first access your emails after your absence.
Think before you send. If you are composing a difficult email save it as a draft and review it or have it
reviewed by a colleague before sending.
Check the following before you hit the send button
o Have you made sure that it is accurate and grammatically correct?
o Is email the most appropriate communication – or is phone call more appropriate?
o Have you used bold only to highlight critical issues.
o Have you used CAPITALS, or written in red? If so, it may be considered you are shouting or are angry and may trigger an unwarranted response.
o Have you begun your email with a salutation to the recipient and included your organisation signature and disclaimer.
In addition, please refer to the Internet and email Code of Conduct policy. This policy sets out the
appropriate standard of behaviour for all employees accessing online services, including the internet and email.
TIPS FOR GOOD TELEPHONE ETIQUETTE
Using correct etiquette when answering the phone or making a phone call is important in maintaining a certain level of professionalism and creating a favourable impression of you, your department, and Extrastaff Apprenticeships as a company.
Do
Answer a ringing phone promptly (before the third ring), smile, use a pleasant tone and be
courteous.
Answer a colleague’s phone if they are away from their desk. If you can’t help the caller, advise
them you will get the appropriate person to call them back, take their details, and leave your colleague a message.
Divert your phone to voicemail or your mobile if you are not going to be in the office. Leave a
message on your voicemail with your mobile number if you do not divert your phone to your mobile.
Remember that you may be the first and only contact a person may have with your department,
and that first impression will stay with the caller long after the call is completed.
Be courteous if the caller has reached the wrong department. Sometimes they have been
transferred all over the company with a simple question. If possible, attempt to find out where they should call/to whom they should speak. They will greatly appreciate it.
When the called party is not in, the following responses should be used both to protect the privacy of the office staff and to give a more tactful response:
What You May Think: What You Tell The Caller:
“He’s not here" "He is not in the office at the moment. Would you like to leave a message on his voicemail?"
"I haven’t a clue where he is" "He has stepped out of the office. Would you like to leave a message on his voicemail?"
"He’s just popped into the loo" "He has stepped out of the office. Would you like to leave a message on his voicemail?"
“It’s only 9.00 am, what do you expect?” "I expect him shortly. Would you like to leave a message on his voicemail?"
"She’s having a mental health day" "She is out of the office for the day. Can someone else help you or would you like her voicemail?"
"He doesn't want to be disturbed" "He is unavailable at the moment. Would you like to leave a message on his voicemail?"
"She is busy" "She is unavailable at the moment. Would you like to leave a message on her voicemail?"
Forwarding Calls
When forwarding calls ensure that the caller is aware you are forwarding the call and to whom it is being forwarded. Make sure the recipient of the forwarded call is aware who is calling.
Handling Rude or Impatient Callers
Stay calm. Remain diplomatic and polite. Getting angry will only make them angrier. Show willingness to resolve the problem or conflict at all times.
Try to think like the caller. Remember, their problems and concerns are important. Voicemail Etiquette
Voicemail has many benefits and advantages when used properly. However, you should not hide behind voicemail. If callers constantly reach your voicemail instead of you, they will suspect that you are avoiding calls.
Voicemail Greeting
Record your own personal greeting – don't have another person record your greeting. People tend to feel that they have already lost the personal communication touch because of voicemail. If a female voice says that "Joe Smith is not available", the caller will not be convinced that you listen to your voicemail.
Include your name and department in your greeting so that people know they have reached the correct person.
Include your normal work hours in your regular greeting. If you know that you will be on holiday for a few days or leaving the office early, or have different hours temporarily, you should record an alternate greeting to let callers know this. Callers will then know that they can’t expect a call back for a few hours or a few days.
Forward your line to your voicemail or divert to your mobile when you leave for the day or will be away from your desk for an extended period of time.
Checking Messages and Returning Calls
Check your messages daily and return messages within 24 hours. If it will take longer than 24 hours, call the person and advise him/her. Callers should feel comfortable that you are checking your voicemail daily.
Leaving a Voicemail Message for another Person
Speak clearly and slowly.
Keep messages short and to the point.
Leave your name and phone number with every message you leave.
Taking Phone Messages
Ensure name of caller, company and telephone number is correct.
Seek to obtain subject matter with every message you take.
Repeat details to the caller to confirm correct information with every message you take.
HANDLING MEETINGS EFFECTIVELY
Meetings are an inevitable part of a normal business week but they can be an expensive waste of time and are not always necessary.
Considerations
Ask yourself is a meeting really necessary and the best way to handle this? Could an outcome be reached or information relayed just as well via a phone call, email, memo or fax, or even a quick ‘round robin’ of your associates at their workstations?
This will cut down on wasted meeting time, and build the belief among staff that when meetings are scheduled, it is important to attend.
Participants
Ensure that the people needed to produce the required outcomes of the meeting are invited to attend.
Make sure attendees are provided with the time, venue and purpose of the meeting. Planning
Set objectives for a meeting. This will help to focus the agenda. Objectives also serve as a measurement for evaluating the outcomes of a meeting.
Give participants something to prepare for the meeting. The meeting will take on a new significance to each member.
Write down a phrase to complete the sentence – “By the end of the meeting, I want the group to…understand the new sales plan” before you start planning the agenda.
Have the group read the background information necessary to get down to business when problem-solving is the objective. In the meeting ask each group member to think of one possible solution to the problem to get everyone thinking about the meeting topic.
Agenda
Use the agenda to keep meetings focused and on track to achieve objectives.
Include a brief description of the meeting objectives in the agenda, and always include a list of the topics to be covered, who will address each topic, and for how long.
Design an agenda so that participants get involved early in the meeting. This encourages punctuality.
Follow the agenda, but be flexible enough to adapt it if members are making progress in the planning process.
Opening Meetings
Start a meeting on time. This shows respect to those who arrived on time and reminds latecomers that the start time is serious.
Welcome attendees and thank them for their time.
Review the agenda at the beginning of the meeting to give participants a chance to understand all proposed topics.
Clarify your roles in the meeting and note who is taking the minutes and when these will be provided back to each participant post-meeting.
Include ground rules about confidentiality, the importance of arriving and finishing on time. Time Management
One of the most difficult facilitation tasks is time management – time seems to run out before tasks are completed. Therefore, the biggest challenge is keeping momentum to keep the process moving.
You might ask attendees to help you keep track of the time.
If the planned time on the agenda is getting out of hand, present it to the group and ask for their input as to a resolution.
Assign Action Items
Don't finish any discussion in the meeting without deciding how to act on it.
Listen for key comments that flag potential action items and don't let them pass by without addressing them during your meeting.
Statements such as “We should really…”, “that's a topic for a different meeting…” or, “I wonder if we could…” are examples of comments that should trigger action items to get a task done, hold another meeting or further examine a particular idea.
Assigning tasks and projects as they arise during the meeting means that your follow-through will be complete. Addressing off-topic statements during the meeting in this way also allows you to keep the meeting on track.
By immediately addressing these statements with the suggestion of making an action item to examine the issue outside of the current meeting, you show meeting participants that you value their input as well as their time.
Examine Your Meeting Process
People regularly complain about a meeting being a complete waste of time, but they only say so after the meeting.
Assign the last few minutes as time to review what worked well and what can be improved next time.
During extended meetings, every couple of hours conduct 5-10 minutes “satisfaction checks”, in a round-table approach, and quickly have each participant indicate how they think the meeting is going.
Extended meetings – schedule breaks, as it is difficult to concentrate for extended periods, and it reduces disruption as attendees ‘excuse themselves’ or feel they need to look at PDA’s/mobiles etc.
Closing Meetings
Always end meetings on time and end on a positive note.
At the end of a meeting, review actions and assignments, and set the time for the next meeting and ask each person if they can make it or not (to get their commitment).
Clarify that meeting minutes and/or actions will be reported back to members within a reasonable timeframe (this helps to keep momentum going).
TIPS FOR WORKING IN A RESPECTFUL WORKPLACE
A respectful workplace is one where employees can feel safe and comfortable and are treated fairly, creating the freedom for them to focus on getting work done.
Do…
Becourteous to your colleagues and encourage a productive work environment
Dress appropriately (refer to Dress Code Policy)
Requestpermission to enter a co-worker’s space or cubicle
Control your emotions, walk away from your desk, or speak to someone (friend, HR) if feeling
stressed
Maintain a sense of humour
Take responsibility for your mistakes
Be helpful; offer your assistance if needed
Greet your colleagues each day
Store shared materials neatly and where your co-workers will be able to find them
Don't…
Speak harshly, or use inappropriate language
Play music on speakers, use headphones – colleagues may be distracted by music in the workplace
Allow yourself to be caught up in gossip which is demotivating and harmful to others
Be rude to customers or colleagues or speak poorly of the company
Take long lunches or breaks
Say “it’s not my job” if asked to assist
Interrupt others
Be a chronic complainer
Use a speaker telephone in an open environment – if you require the speakerphone for a teleconference, use a meeting room
Mobile Phones
Use your vibrating alarm feature, rather than sound, due to its disruptive nature.
Watch your speaking volume. People tend to speak louder than is necessary on mobile phones. Set your voicemail to receive your calls when in a meeting. If you are waiting for an important call,
advise people at the beginning of the meeting and leave the room to take the call. This is good practice, even when you are in a public place.
Appearances Count
Notify your team members if you have obligations or meetings out of the office or have been authorised by your Manager to work from home.
Adhere to standard business operating hours unless your Manager has authorised a change. If you are required to work away from the main office for a period of time and your co-workers are
