[ Print This Page ]

Following the Voice of the Customer Leads to Greater Customer Satisfaction and Loyalty

Reprinted by Permission of the Employee Relocation Council from the December issue of Mobility

By Susan Fratoni

Companies whose relocation counselors pay close attention to how they communicate with relocating employees generally are thought of more highly by the employee.

Next, and not surprisingly, relocation management companies must arrange and coordinate relocating employee services consistently and efficiently during what is a particularly stressful time for employees and their families.

Finally-and a key aspect of all communication and services-relocation counselors must be proactive enough to anticipate and resolve problems quickly before the problems affect the employee's relocation experience.

The Key to Communication

Although the ability to manage services might seem more important than communication skills, the way employees perceive the process matters even more. Their expectations play a key role in how they perceive the relocation process.

The relocation counselor typically establishes employee expectations at the beginning of the relocation process-before any services are rendered. Good communication requires that counselors review the entire relocation process with the employee and his or her spouse as soon as possible. Employee anxiety often stems from a lack of information or fears that something will be overlooked.

Be sure to explain clearly each step of the process to the transferee. It is easy to forget how overwhelming a situation can seem to someone who is experiencing it for the first time.

When communicating policy and procedures, treat relocating employees and families as if they were your only customers and avoid discussing other employees and their challenges. Try to include employees in your feedback loop from the beginning and maintain communication at all times.

During each phase of relocation, for example, ask employees for feedback about the services you have provided up to that point. During the discussion, be sensitive to nonverbal cues and feelings that they may find hard to express. Likewise, the employee may perceive verbal hesitation, confusion, and misunderstandings as unsatisfactory communication and poor service.

Build trust with transferees so that you know their issues and can be helpful. It is important to respond promptly to their questions and problems. Delays are frustrating for transferees and may be misinterpreted as an attempt to ignore them.

When a relocation is complete, find out if the employee would recommend your company to others and-whether the answer is yes or no-the reasons why or why not. You can be sure that such an assessment will influence the person who actually selects your relocation firm, so be aware of employee concerns.

Finally, use the feedback collected during the relocation process to proactively improve relocation services delivery and to prevent similar problems for future relocating employees.

Ensuring Good Service

Relocation counselors are responsible for coordinating the services of providers in the origin and destination cities/countries, including real estate agents, lenders, and household goods companies. By adhering to the following guidelines, the quality of the relocation experience will improve:

• Be proactive, not reactive. Be aware of where the transferee is in the relocation process, and anticipate their needs and potential problems with the various service providers.
• With each service provider, the relocation counselor is the advocate of the transferee. Make sure that providers are meeting the service quality expectations that have been discussed with the transferee. Remember that quality service only can take place when the service is provided. It cannot be inserted afterward.
• In addition to controlling the quality of each service, maintain a record of the work done and its quality. Accurate documentation supports every quality assurance effort, and often it can help defuse a minor issue before it snowballs into a bigger problem.

When a problem does occur, provide a quick and effective solution. Do not talk about the internal processes that may be the source of the problem. Employees expect a seamless operation and are not interested in excuses. Keep the employee informed about what action you are taking. Such communication usually dispels many of the employee's concerns.

Transferees must be confident that a relocation company is able and willing to act on their behalf to resolve issues that arise. Once employees lose trust in the process or in the ability of the relocation counselor, they themselves will try to take on the duties of the relocation company to create a successful outcome. To prevent this, be sensitive to the level of confidence that an employee has in your ability to provide service.

By communicating regularly, keeping an eye on service delivery, and maintaining a proactive stance throughout, relocation counselors ensure a high level of customer satisfaction, which is the source of long-term customer loyalty and successful client relationships.