Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: MONDAY, January 18, 1993 TAG: 9301180380
SECTION: VIRGINIA PAGE: A3 EDITION: METRO
SOURCE: JOEL TURNER STAFF WRITER
DATELINE: LENGTH: Long
CLASS HELPS CITY WORKERS' SERVICE SKILLS
Does it seem that Roanoke's municipal workers have been more courteous and helpful recently? Speaking more nicely on the telephone? Offering to help you reach the right office?If so, there's a reason for the friendly attitude. It's not just city workers' New Year's resolutions about being more helpful.
City employees are being trained to improve their telephone skills, choose their words carefully, deal better with angry taxpayers and provide courteous and fast service.
They are being taught to use listening skills and other techniques to deal with residents' complaints. And they are learning how to use body language and other skills to end conversations after an issue or problem has been resolved.
It's called the Customer-Service Excellence Work program, a daylong training session for all of the city's 1,940 workers.
The training is designed to help city employees think automatically about courtesy and customer service when they are dealing with taxpayers, said City Manager Bob Herbert.
It's an outgrowth of a committee of city employees that Herbert appointed last year to recommend ways for the city to deal more effectively with citizens.
The philosophy behind the program is that taxpayers are the customers of city government, and that government must satisfy its customers just as businesses must.
The guide for the training program defines a customer as "anyone who depends on you for services, products, information or support."
It includes taxpayers who want their garbage and leaves picked up, streets paved, children educated, parks kept in good maintenance and firefighters to answer fire alarms.
Herbert estimates that 80 percent of Roanoke's residents live in the city by choice. Only 20 percent live in the city because of their need for subsidized housing, public transportation or other services, he said.
"Eighty percent of our residents have the opportunity to go shopping for a community," Herbert said. "They are indeed our customers, and we need to show them that we value them."
About 175 employees have finished the training, and the sessions will last until early summer. Three or four eight-hour classes are scheduled weekly, with about 20 employees per class.
Most of the teachers - about 25 of them - are city employees who have completed a two-day training session that teaches them how to train others.
The goal is to make taxpayers feel they are getting their money's worth, said Bob Henderson, a social worker who was a teacher at a recent session.
"Many of the citizens don't understand the bureaucracy. And sometimes they get shifted around from one office to the other," Henderson said.
Each class includes a cross-section of workers: laborers, secretaries, social workers, librarians, police detectives, mechanics and clerks.
Celia Denning, the city's training coordinator, is one of the teachers. She helped develop the program and is helping supervise it.
Denning said the diversity in each class helps the employees learn more about other municipal departments. "One of the things we teach is that city employees have internal customers as well as external customers," Denning said.
External customers are city residents and taxpayers. Internal customers are the other municipal departments. The departments have to work with each other, she said.
"To provide good external service, you must have good internal service and the departments must work together," she said.
"`We want all departments to talk the same language when it comes to serving people," said social worker Henderson.
To help city employees better understand the operations of all departments and the services provided, the city is taking them on tours of the departments.
Some employees, such as those who handle billing and collect taxes, face an extra customer-service challenge. "Some of the contacts with citizens are not always happy, but we can help ensure that the citizens are treated fairly," Henderson said.
"If customers are treated well, they will likely come back again and have a favorable impression," Henderson said. "This could cause other people to move to Roanoke and help boost economic development."
Patrick Leach, an accountant in the billings and collection department, said the sessions are useful. "Much of what we were taught is something that we already do in our department, but I learned some things myself."
As part of the customer-service training program, Roanoke's municipal workers are being given tips for handling angry taxpayers. Here is a sample:
Ammunition for the angry
Listen carefully.
Do not interrupt - let them vent.
Apologize to the customer for any trouble or inconvenience they have been caused.
Remain calm and courteous. Keep your voice tone soft.
Be careful with your facial expressions and body language. These are as important as what you say.
Remember that the person does not mean the statements personally. They are angry at you, not with you.
Look for ways to compromise, if possible.
Don't bounce the customer around.
Take responsibility for helping.
If you don't have the answer, never guess: Offer to find out rather than give incorrect information.
Avoid personal "you" statements that place blame. Use "I" or "we" statements instead.
Avoid using "negative impact" words or phrases.