Warehouse. Management Standards: A Practical Guide.
The standard is mandatory for all employees of the enterprise.
“Greeting. Greeting is a demonstration of respect and goodwill toward customers, guests, and co-workers. Greet visitors and employees entering the business, or those in your immediate vicinity, immediately. When greeting, make eye contact and smile kindly. If you are chatting with someone and another person approaches you, greet them and then follow the “Priorities” standard.
If you are busy and a customer or visitor approaches you, put things aside and stand up during the greeting (exception: if you are working behind the counter).
” Introduction. Personal introduction: After the greeting, while talking to a customer/unfamiliar visitor, be sure to introduce yourself: “Name, position”. Introduction by telephone: “Greeting, enterprise, name, title.” Switched external call: “Greeting, department, name.
” Help ” Any customer, guest, visitor, or employee of the business can expect friendly assistance. Offer a customer, guest, visitor, colleague help if you see that he or she needs it or is looking for someone to turn to. If the customer needs assistance within your professional competence, provide it (see the standard “Capabilities”, “Support”). If the client needs help that is beyond your professional expertise, guide the client to a specialist.
” Priorities ” The client is the top priority. During the course of your work, you belong to the client. Set aside any business if the client asks for your attention, then act according to the standards of “Help”, “Dialogue” and the following rules: the client always has priority over the colleague. If your meeting with a customer has been scheduled, that customer has priority over other customers. If the meeting is not scheduled, the priority is set as you contact them. When communicating with a customer, mute your phone and forward incoming calls to a colleague or sales administrator. If you’re expecting an important incoming call that can’t be forwarded, alert the customer in advance. Apologize if you have to interrupt the dialogue with the customer. Your actions should always be guided by the interests of the company in terms of its goals and values, even if they do not result in short-term profits for you personally. Common interests take precedence over individual interests.
“Time ” Customer time is an unconditional value. Accept an incoming call no later than the third ring. Ask how much time the customer has before starting a face-to-face or telephone conversation. Let the customer, who is not scheduled, know how much time you have available. If the free time you have is insufficient for a conversation with the customer, suggest an alternative. Explain accurately and in detail how long and why they must wait. Always tell the client a realistic waiting time. When scheduling an appointment, inform the client what time they will need to schedule. Agree with the customer on waiting times, paperwork, appointments, and proactively inform them of progress and delays. Create a comfortable waiting environment for the customer in the Enterprise. Thank the customer for waiting.
” Opportunities.” When solving a difficult problem, focus on how to solve it, not why it is difficult (impossible) to solve. If you don’t see an opportunity, be guided by the “Help” standard. Offer the client a full range of options to choose from. Inform each opportunity in its entirety – next steps, comparative advantages and costs.
“Dialogue. When engaging in a dialogue with the customer:
– Remember the “Greeting” and “Introducing” standards;
– Maintain a distance that is comfortable for the customer;
– Maintain visual contact;
– Provide a comfortable environment for the client (offer to sit down);
– Observe common communication etiquette (including – if the client is standing – communicate standing up).
In the course of the dialogue:
– if the customer does not introduce himself or herself, ask for the customer’s name and address him or her as he or she introduced himself or herself;
– Try to understand first, and then be clear;
– no assumptions – start with questions;
– give the client the opportunity to speak fully;
– summarize what the client has said to check for overall understanding.
At the conclusion of the dialogue:
– Offer to exchange contact information (verify it);
– thank the client for contacting you;
– Guide the client through the standard of “Accompaniment.
” Accompaniment “. If you are approached for assistance in finding a specific person or place, guide the client, a colleague. Standard “Assistance” in this case is considered to be fulfilled only in combination with the standard “Accompanying”. After accompanying the customer, introduce him/her to the colleague and explain the nature of the appeal. If your communication completes the client’s visit to the company, then accompany the client to the exit or to the car, in case of its delivery (except for the administrator of the service).
“In the presence of the customer. Do not pay more attention to your colleagues than to your customers (see standard “Priorities”) Do not talk to your colleagues about personal matters in the presence of customers. Not even in whispers. Do not demonstrate friendly, close, family relationships with coworkers in the presence of visitors. Avoid any negative reactions in front of customers. Do not laugh amongst yourselves in the presence of customers. If you address a colleague (or a colleague addresses you) when speaking to a customer, maintain the same tone of voice and manner in which you address the customer. Refrain from chewing gum or consuming any food or beverages in the presence of the customer (the exception may be a shared lunch, shared coffee in designated areas). When talking about the client in his presence, call him by his first name.
“Customer Expectations. The customer is right to expect quality services and goods from the company. In all interactions with the customer, clarify their expectations. Model realistic customer expectations by providing accurate and complete information (see “Commitment” standard). Always look for opportunities to exceed customer expectations in every situation (see “Opportunities” standard).
“Promise only what you are absolutely certain of. Set realistic deadlines for completion. Alert the client in advance and negotiate a new realistic due date if you are unable to deliver on the promise exactly on time. Proactively inform the customer if you cannot meet the commitment by the agreed upon deadline. All contact with the client should be agreed upon with the client and go on your own initiative. If you have made commitments for the actions of others – verify compliance. Always ask for feedback from the customer about the service rendered or product realized. You must take care of the fulfillment of commitments made on your behalf in your absence.
” Attitude. Respect for the customer should be unconditional (non-judgmental) and expressed in a neutral reaction to any socially acceptable manifestations of the customer. Demonstrate sensitivity and responsiveness (see “Help” standard). Demonstrate patience and tolerance with a willingness to listen and understand. Create a comfortable environment for the client to communicate or wait (see Time, Dialogue standards). There should be an awareness of oneself in the light of standards, goals and values in one’s attitude toward the client. Manage conflict proactively and constructively if it arises.
Rules of Team Behavior: The Peculiarities of Office Relationships
In order to behave properly in the office, it is necessary, first of all, to know the ethical standards. For conflict-free communication this is a prerequisite. The ethical side is very important in every person, and it includes many factors. When communicating with colleagues, there should be tact.
What is office etiquette?
Office etiquette is the part of general etiquette that is responsible for the form of relationships between people during work activities. It determines the form of communication between team members in relation to each other and superiors, in relation to the clients of the organization. This refers to direct communication, correspondence, telephone conversations.
The specifics that distinguish business etiquette from general etiquette is to bring to the forefront not age or gender, but position, which determines the order and form of communication.
This applies mainly to office workers, the so-called “white collar workers”, employees of utilities, service industries, and the like. Although it formally applies to all areas of employment, it is unlikely to observe its observance in the agricultural or metallurgical industry. It so happens that people working in physically demanding and dangerous conditions come to closer relations and often communicate outside the strict conventions.
Functionally, workplace etiquette has purposes such as:
- Determines the pattern of behavior of employees at the single employee level and the organization as a whole – personal and corporate etiquette.
- Ensures relationships according to subordination.
- Prevents conflict situations and improves psychological comfort in the team.
These functions are embodied in such specific forms:
- Intra-collective relationships between employees of different genders;
- The leadership of upper management over lower management;
- recruiting new personnel and their integration into the team;
- settlement of disputes and conflicts;
- dismissal of employees;
- determining the style of business correspondence and others.
General rules are expressed in the observance of the following principles:
- Politeness . Respectful address to colleagues sets a positive mood for further communication. When addressing your colleagues in a formal setting, the personal pronoun “you” should always be used, even if they are your friends after-hours. There are no exceptions to this rule.
- Modesty. High merits do not need unnecessary advertising, and are already obvious. It is not necessary to fertilize the possible envy of their achievements with self-aggrandizement.
- Tactfulness. Ability to smooth the edges in an awkward situation, for example, when someone makes a mistake will add respect from the guilty party. Absence of unnecessary questions and remarks will contribute to the creation and strengthening of a comfortable atmosphere in the team and emphasize a professional approach to business.
Peculiarities of relations
Relationships in the team can be classified into the following categories.
Supervisor and subordinate
For the effective work of any number of people engaged in the same business, the main thing – it is skillful leadership. It is not for nothing they say: “Better a herd of rams under the management of a lion than a herd of lions under the management of a ram”. Therefore, a positive example from the management is especially important. Team management can be divided into three parts:
- The type of management.
- The pattern of behavior built between subordinates.
- The personal behavior of the manager in the team.
It is worth noting that there are two basic educational models:
- Do as I do.
- Don’t do as I do, do as I say (my experience was unsuccessful, but I advise you to do better).
The second model is difficult to grasp. No matter what methods of personnel management are used, if a bad example is clearly set, it will be a guide to action for most. Therefore, the third point – “personal behavior of the manager” – is a critical point.
To create fruitful ground for the work of the entrusted team, you should do the following:
- Keep a moderate distance from subordinates. You should not make personal, friendly relations, let alone an affair, but it is not expedient to become a supervisor either. Something in between would be optimal.
- Give information about pressing plans in a measured volume and form. There’s no reason to lead the team blindly, but do not open all the cards either. Determine what of the voiced can be used by the subordinates, cut off everything unnecessary.
- Celebrate the good ideas of your employees not only financially, but also verbally. On the one hand this is an additional incentive for the one who did well, its recognition: champions fight harder for new medals. On the other hand, it’s an incentive for the rest of the staff to step up: no one wants to be last, worst, or useless. But don’t put all your eggs in one basket.
- The remarks should contain information that will make the subordinate understand the mistake and how to correct it. Refrain from emotional outbursts and excessive criticism, a humiliated employee is no longer an ally.
- If someone from the subordinate doesn’t react positively to the errors in his/her work, the permanent petty remarks won’t help, they will only cause irritation. It is worth thinking about a change of approach, perhaps the subordinate information was not perceived correctly.
- Establish clear rules of conduct for subordinates, and maintain the established order. You cannot be held accountable for a violation that has not been disclosed, even if it is justified.
- Keep an eye on the organization of the workspace for the team, making adjustments as necessary. Subordinates should not sit on each other’s heads – it contributes to the breakdown of discipline and the creation of various unworkable moments. The arrangement of furniture in the manager’s office should subconsciously hint that the entrant is a subordinate, but not to pressure or oppress, you should not build a throne and stairs.
- Determine the form in which subordinates can express dissent. First, creating a halo of leadership infallibility is anti-motivation; no slave has yet loved his pharaoh at heart. Secondly, absolutely anyone can be a source of valuable ideas or additions to the existing one.
Be principled, but not dogmatic. There are no orders reflecting all possible confluences of different factors. Treat your subordinates specifically, not like a printing press to paper.
In a new team.
When a new employee arrives, the team with its environment is already formed. A new element is added to the homogeneous mass. On the one hand, the question is how the newcomer will behave if the local atmosphere proves to be unsuitable. In this case he will either adapt, or be rejected and become an outcast. On the other hand, it is also a difficult situation for the team. A new employee is perceived with apprehension and mistrust.
Not being part of the local hierarchy, he provokes a new ranking, which will be particularly negative to the owners of places under the sun. Therefore, when coming to a new team, the following is important:
- Behave in a measured, non-aggressive manner; don’t try to move mountains. Excessive activity and assertiveness, shown in connection with the desire to show off, supported by external self-confidence, no matter natural or contrived, will create the impression of an invader, going over their heads, and alienate the team.
- Appearance plays an important role, it is worth giving preference to a non-conservative style, which, combined with respect for the local residents will ensure a normal reception.
- Give preference to contemplation over mentorship. Regardless of your skill level, you don’t go in someone else’s monastery. Before coming up with interesting ideas, respect local customs. Without understanding them, any proposed innovation will not take into account local specifics, and therefore – will not find a response.
- It is better to talk on neutral topics, such as work issues. Take an interest in the opinions of new colleagues, ask questions and ask for advice. But do it in moderation, otherwise you will look like a profane. So you recognize the professionalism of your workmates and show them respect.
- Asking for advice, listen carefully, otherwise it will give the impression that it is done for the sake of appearance, thank them for their assistance.
- Do not express a negative opinion about the colleagues, if you find any defect, go to the allow it personally and ask in a questioning form, and whether it is really necessary. Irony and sarcasm are unacceptable.
- In the case of a conflict, try to move the conversation in a different direction, even if you were right. Clarification will not help solve the problem, and will aggravate the relationship in the new place. Once the conflict has subsided, you can return to the disputed issue in a mild form.
- Participate in after-work team life, attend corporate holiday events, and go on joint trips.
- Don’t talk about the personality of any particular employee: their age, ethnicity, etc.
- Show respect in relation to the boss, but do not go so far as to sycophancy.
- If there is an intra-team conflict, do not take sides. So one side does not turn into enemies, and in addition, neutrality will bring more benefit and respect from both sides.
- Do not focus on your own high level of knowledge, it will become apparent. Modesty will compensate for the superiority in the eyes of colleagues, and the bosses will estimate the level by the results of labor activity.
Thus, it is possible to highlight the following qualities, the emphasis on which will help in the adaptation at the new place:
The main mistakes in such a case will be:
- Complaining to superiors, snitching on employees;
- taking offence at little things, such as jokes;
- noisy, defiant behavior;
- ingratiation; subservience;
- excessive interest in the private life of colleagues;
- focus on someone else’s incompetence;
- bragging about influential connections in the organization;
- negative remarks about former colleagues.
Such a relationship, above all, relies on the principle of equality. Accordingly, communication should take place in this manner:
- Not being each other subordinates, for conversations it is better to choose a neutral tone and friendly facial expression with the predominance of useful information in the content of the dialogue, avoid talking about nothing. Wishing to drink from a clean well with the years does not become less.
- Address colleagues better on the “you”, they are pleased with respectful attitude, plus to further relations. The cost of this product is 0 and causes problems only for people with inflated or painful self-esteem and those whose upbringing no one involved.
- Give most of your time to direct responsibilities, also worth helping colleagues at their request, but do not turn into a draught horse, which will be dumped on all the inconvenient assignments.
Everyone is working off their bread, but it is not wise to throw those who stumble.
- In the process of fighting for bonuses or promotions, show restraint, do not show dislike or disrespect to your opponent. Recognizing him as a worthy opponent and behaving appropriately to him will only strengthen your personal credibility in the team.
- During meetings, presentations and other group meetings, do not interrupt someone’s presentation, even if it is flawed. You may note them after the presentation is over or the meeting is over.
Between a Man and a Woman
The specifics of interaction between a man and a woman in a business environment differ from generally accepted etiquette. The ranking occurs only on the basis of position, and any manifestations of sexism in modern business are strictly not welcome. Nevertheless, gender differences do affect the communication etiquette of different-sex employees, and the aesthetic side affects some features that can be highlighted:
- During a greeting, only a woman may be the first to extend her hand for a handshake. A man greets a woman with phrases like “Greetings” or “Hello”.
- When a conflict arises, a man should try to put it out and make concessions, although this does not mean the acceptance of any conditions, the woman is also responsible for its emergence.
- The woman says hello first only when entering a room where there are already people, in other cases the man initiates the greeting.
- When introductions are made, the woman should be introduced first and the man after her.
Although women have won equal treatment with men, it is still a good tone to give way, help move heavy objects, service at the table during the lunch break: serving food, pushing back a chair when seated and others.
About how to properly build a relationship with the team at work, see the following video.