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Explores the role of reward and recognition schemes in motivating groups and individuals to keep their energies focused on the customer. Examines the practical steps necessary to introduce and maintain successful initiatives, both financial and non‐financial. These steps involve taking time to clarify the aims of the scheme and ensuring there is a good “fit” through taking full account of the organisational and customer context. Stresses the need to measure the right things and emphasises the importance of buy in through involvement of employees and customers, plus linking rewards to customer satisfaction and taking account of the needs of internal customers. Concludes with a checklist to enable readers to assess their reward and recognition processes and pinpoint areas which need attention in order to give more customer focus. Short company examples are given throughout to illustrate key points.

Discusses the characteristics of an empowered organization and what has led to the increasing popularity of empowerment. Asks whether it is simply empty management rhetoric or a practical tool for change. Describes the benefits to the customer from this approach and what empowerment means to the employee. Concludes that to be successful, empowerment needs to take place in a supportive framework, with management buy‐in at all levels and help being given to managers so they become coaches and facilitators. Also training alone is not sufficient but may need other tools, such as team building, creating one right culture and reward and recognition programmes.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09684879610112800. When citing the article, please cite: Sarah Cook, Steve Macaulay, (1996), “Empowered customer service”, Training for Quality, Vol. 4 Iss: 1, pp. 7 - 11.

Discusses a recent Industrial Society survey which indicated that customer care and service was a priority for UK organizations. Shows that “the customer is always right” needs an effective customer service initiative to be able to address this and more.

Examines the focus on customer service while at the same time maximizing the use of resources. Suggests that through effective management of resources a balance between the cost and quality of human resources can be achieved. Maintains that customer service is the key to success for an organization, and offers seven suggestions for managing a “superior” service. Concludes that successful customer‐focused organizations: do what they say; make what matters to the customer their priority; find ways to improve; make positive personal contact with the customer; and have well‐trained and motivated staff who work well together.

Many organizations are embracing the concept of empowerment, the devolution of responsibility and ownership for decisions in the workplace. Considers how empowerment can lead to a positive approach to complaint management which benefits both the customer and the organization. Gives an overview of empowered complaint management with practical examples, maps out the steps to get started and discusses the challenges which empowerment raises within the organization.

Outlines the benefits to the organization of enhancing customer service with the support of human resources specialists, who can play an important role in developing and reinforcing a customer service ethic. Increasingly, human resource specialists take on the role of internal consultants who provide guidance and facilitate the design and implementation of a customer services programme. Illustrates this with a case study of the Birmingham Midshires Building Society, where the HR function has played a major role in re‐creating the society as a customer focused business.

Suggests that formal mentoring schemes are on the increase in response to the rapid pace of change and the need for people to network in lean delayered organizations. Defines mentoring as a one‐to‐one process of helping individuals to learn and develop and takes a longer‐term perspective which focuses on the person’s career and their development. Reviews the experience of best practice organizations using mentoring and draws on a feasibility survey of managers in a 10,000 strong global engineering company. Typical problem areas are that expectations and objectives may be misunderstood, the formal framework may not fit the culture and it can be hard to find suitable mentors. Discusses the strengths of mentoring, some of the pitfalls, and factors which help to make mentoring work effectively. Asserts that you should be clear what you want out of mentoring, communicate thoroughly, carefully tailor the programme to the needs of participants and the culture, train the mentor and set up evaluation and review methods.

Suggests that the way performance reviews are carried out is changing. A “case law” of European experiences of 360° feedback is building up and the authors share this with a wider audience to help the reader decide the relevance for their organisation to improve team performance. The article spells out potential problems areas and discusses what to do to overcome them to get the full benefits of this powerful tool. It suggests you should plan the process thoroughly and think carefully how you will handle the introduction. Expect to communicate thoroughly and to respond to concerns. Be clear that line management and the team members must own the process. Follow‐up is vital. If these safeguards are followed, the experience of an increasing number of organizations is that 360° feedback is a beneficial tool to improve team performance.

Companies have increasingly undertaken customer service initiatives only to find their programmes beset with difficulties. Addresses the problems and pitfalls of initiating and sustaining a customer service programme. Provides practical advice on how to ensure that initiatives improve customer service in the long term.