The Changing Face of
the Future Work Force
By David Saxby
Public power utilities across the country are
experiencing a new challenge as many longtime employees reach retirement
age.
They are now looking to replace an experienced work force with a new
generation of employees. More to the point, they are losing people with
years of customer service experience.
Here’s an interesting way of looking at this situation: retiring boomers who
have long-term relationships with customers will be replaced by fresh-faced
Gen Xers and Nexters. So what’s the challenge? Gen Xers and Nexters grew up
in a different time, with different values and beliefs. Those values and
beliefs will have a huge impact on how they interact with customers.
Let’s take a look at this new generation of customer service representatives
and what makes them tick.
Gen Xers were born between 1960 and 1980. They grew up with technology. They
have learned to be very careful where they place their loyalty. They are
self-reliant. They want balance between work and play. To the Gen Xers,
though, very little is sacred. They'll change jobs - even industries - on
the average of seven times in their careers
Nexters were born between 1980 and 2000. They grew up with Nintendo, Palm
Pilots and cell phones. The Internet, e-mail and instant messaging are tools
they use every day. They can process colossal amounts of information
quickly.
These are the CSRs that will be helping customers who may be Gen Xers and
Nexters themselves. But they also will be serving customers who are of the
veteran and boomer generations. Veterans were born between 1922 and 1943.
They like consistency and uniformity. Veterans get as frustrated as anyone
else with poor service but they are more willing to put up with it and will
suffer silently. Veterans’ spending style is conservative. They are the most
brand loyal consumer in the marketplace today. Boomers were born between
1943 and 1960. They believe in growth and expansion. They tend to be
optimistic and look at the world in terms of infinite possibilities. They
were taught to make a difference in the world. They are driven by the
mission of their company.
The utility industry will have a younger generation of CSRs working to
satisfy the needs of a wide spectrum of customers. How does a utility keep
them committed to exceeding customers’ needs and expectations? Following is
some advice targeted at Gen Xers. In general, it also applies to Nexters.
Gen Xers need constructive feedback to become more effective. Some experts
say they need it more than other employees. Feedback delivered in a positive
and sincere manner can make a world of difference. A little freedom can go a
long way toward keeping these younger workers satisfied. Give them time to
pursue other interests and to have fun at work. One software support company
encourages its employees to play games at work for 15 minutes in the morning
and 15 minutes in the afternoon.
Gen Xers want to work where they feel they can bring value and have a
positive impact on the company. Provide consistent recognition and feedback
for their successes in exceeding customer expectations.
Gen Xers grew up talking on a cell phone and playing video games at the same
time. They can easily multitask in a work environment. Create opportunities
for them to vary their daily routine and to learn other jobs within the
company.
Coach young employees to take responsibility for their own actions by asking
them “How do you plan to solve this situation?” or “How do you think you
might approach the problem next time?” Make them feel like they are part of
the company as quickly as possible. Gen Xers like mentors. They like knowing
that someone cares about them and supports them
Development is vital to Gen Xers. A study released by The Gallup
Organization says that training and development are significant attractors
and retainers for Gen Xers. This generation values on-the-job education even
more than boomers and veterans. Eighty percent of Gen Xers say the
availability of training is a major factor in choosing a new job.
One of the wonderful benefits of Gen Xers is that they are self-developing.
They may not learn about new products and services in the order you would
like, but they will learn the material. Provide them with lots of resources
they can use to learn how to be more effective in their work. They grew up
using technology, so provide them with a variety of training tools: online,
interactive and face-to-face training.
Gen Xers and Nexters will have a lot to learn about providing quality
customer service. Following are some tips that will improve their on-the-job
performance.
Mirror and Match to Build Rapport. A skill known as mirroring and
matching is one of the simplest to use in communicating with customers.
Mirroring and matching means simply to talk at the pitch and speed of the
person you are interacting with. CSRs may be comfortable explaining
services, but they have a tendency to speak faster than the customer can
comprehend the information because they provide that information a number of
times each week. CSRs should listen to the speed and pitch of the customer’s
voice and mirror them.
Create A Dialogue With the Customer. One of the most effective ways
to understand the customer is to create a list of open-ended questions to
use in conversations. Open-ended questions begin with words such as what,
where, who, why and how. They require the customer to provide more than a
one-word answer. “Where did you have service before?” “What happened?” The
more the CSR understands a customer’s needs, the quicker and more
effectively he or she can create a solution.
Speak the Customer’s Language. Jargon exists in every industry and
the same is true for power companies. Utility employees use jargon to
shorten conversations between each other. The problem begins when the same
jargon becomes part of their conversation with a customer, who has no idea
what the CSR is talking about. Avoid jargon in conversations with customers.
Role Play. Dealing with difficult and delinquent customers is a
substantial part of any CSR’s responsibilities. The problem is that younger
CSRs may find it more challenging to work with customers that are angry
because their power was turned off for nonpayment or frustrated due to lack
of service or other issues with the utility. Have CSRs spend 30 to 60
minutes a month practicing skills such as building rapport with customers,
listening to customers’ needs, identifying those needs and dealing with
difficult customers. Set up scenarios in which a customer is frustrated and
have CSRs practice being patient and using a calming tone to reduce the
customer’s frustration. Listening and patience are learned skills that
require practice.
Show Empathy. This skill is critical to building a relationship with
customers. If a customer is upset, CSRs need to demonstrate empathy in their
actions and the tone of their voice. Customers hear the sincerity, or lack
of it, when they call.
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David Saxby is president of Measure-X, a Phoenix,
Ariz.-based measurement, training and recognition company that specializes in
customer service and sales skill training for utility companies. He can be
reached at 888-644-5499 or via e-mail at
david@measure-x.com. Visit the Measure-X Web site at
www.measure-x.com.
