This old article from January 2006 highlights the trade gap between Trinidad and Jamaica.
There are no indications that it has narrowed at all.
Click here to be taken to the article from the Trinidad Guardian.
Customer Service: Comments
In a comment on this blog, Crystal made some excellent points. Among them were:
There is some definite truth to this, as the difficulty of finding employees in Trinidad, and to a lesser extent, Barbados is well documented. Yet, the lack of service in Jamaica which has rampant unemployment, does not bode well for that theory. However, I would argue that the general service level in Jamaica is higher than it is in the other islands; this from personal experience.Weeding out the wrong candidates is definitely a must because all the training in the world would not prompt an employee who is not customer service oriented to assist a potential customer. Unfortunately for a vast majority of the Caribbean this is not an option. Many businesses taking this route will be left with closed doors. It is difficult for them to attract employees much less the right employees. I have witnessed quite a few instances where customer complaints have resulted in a mere slap on the wrist or no consequence at all to the employee, all because business owners need these employees to keep their doors open. I believe that it would take an instance of outright theft for them to let an employee go.
I believe that this is the crux of the matter, and is reflected in the book “Why Workers Won’t Work” and other studies and reports. Incidentally, a summary of the book is available at our website.Too often business owners in the Caribbean do not reflect the attitude that they want their employees to portray. Many treat their staff with disdain, mistrust and so they reap the benefits of their deeds.
Not to say that the employees are not a fault, many refuse to utilize the training given seeing the current job as a stepping stone and so they are not required to give their all.
Let us say that they are not taught how to give it their all, especially in a customer service relationship.
My wife suffered recently at the hands of a doctor who had no problem having her patients wait for hour without apology. She also “prescribed” J$4000 of Herbalife products when she came in with a stomach ache… none of which happened to be covered by insurance, but which she made a profit as a distributor in her multi-level marketing “business.”
Where does a doctor learn customer service skills? An accountant? A lawyer? Certainly not in school. Yet, they are called upon to use their undeveloped skills each and every day with an unsuspecting public.
In our small economies, I imagine that 90% of high school graduates will have occasion to work in a customer service capacity at some point, without a single hour of customer service training whatsoever.
The problem is that we are well able to pick bad service out when we see it, but terribly poor at seeing and stopping ourselves when we are the ones delivering it.
Interviewing Douglas Orane at HRMAJ 2007
On Friday night, at the just concluded HRMAJ conference, I had the opportunity to interview Douglas Orane — CEO of Grace Kennedy. His company, with almost US$900m in revenues, is Jamaica’s largest private sector company.
That I did so in front of some 200+ participants, with my first experience of make-up, under hot lights and for a live video recording only made it a little nerve-racking.
Once again I had the good fortune to have an expert in my corner. Elaine Wint (see elainewint.com) is an expert in the art of interviewing, and one of the very best professionals in the Caribbean in performing a skill that I now realize is much, much harder than it looks. I learned a lot from the entire experience, but the most important thing I learned is that when people are skillful, they make things look easy.
The night before the event, I sat down with Elaine and went through the list of questions I had been sent to work with. She taught me how to phrase them in a way that invited conversation rather than closed it down, using open questions rather than closed questions.
She also asked me about the goals I had for the interview, and what I wanted to accomplish.
While these might sound like simple questions, I found that the greatest value I got from the evening was in noticing who she was being as she asked the questions. She was incisive, and sharp, yet ensuring that she was not the centre of attention. I could see that the interview was all about him, and not too much about me.
Luckily, I had also gone to her a few weeks ago when I had a television interview to give. This time, I was the subject of the interview.
While her advice then was completely different — it was altogether mind-blowing — it made all the difference in how well it went. The time I spent with her in each instance was short, but her professionalism and broadcast experience, plus her ability to coach are gifts that are not combined effectively very often.
Thankfully, Douglas Orane was not only talkative, but insightful, and he said quite a few things that were simply enthralling. I was relieved, to be frank, that he made my job such an easy one, and I was sorry to have to bring the 60 minutes we spent together to a close.
I don’t know if I’ll ever be in the same position again (to be on the other side of the microphone,) but I now have an idea of how much I can improve what I do in this arena with the help of an expert like Elaine.
Help from Elaine
The other day I found out that I was scheduled to appear on a combined TV/Radio interview and I started looking for help.
First I consulted the internet. I discovered that there was a science to the art of giving a live interview, and also that I had no clue about the basics.
I decided to go for more serious help, and called a friend – Elaine Wint – who just happens to be “the Barbara Walters of Jamaica.”
After a couple of hours I was fully reminded of the difference that a trained coach can make.
She expertly looked with me at what I wanted to accomplish. Then she gave me some basic coaching on the dynamics of an interview.
Last, she helped me to craft the messages I wanted to deliver, showing me how to ensure that every opportunity to speak was a chance to deliver a part of my message.
When I arrived in Trinidad I found that the time had been extended from 30 to 60 minutes, and that I was part of a 2-person panel rather than 3. This all meant more time – good thing.
Sure enough, the preparation paid off.
I was able to deliver each of the key messages as planned, and could focus on enjoying myself, rather than on trying to think up something good to say in the spur of the moment.
Thanks to Elaine.
Here is a link to the audio portions of the interview: Part 1 and Part 2
And here is a link to Elaine’s new website.
On Using CaribHRForum
It struck me that there were ways in which she and others were not taking advantage of the forum, and the opportunity it affords someone like her who was resourceful enough to learn how to design her own website — (which she did quite capably.)
But I also thought of the wider membership of the forum, which at the moment numbers some 160 users. How can a Caribbean Human Resource professional, perhaps a member of HRMATT, HRMAJ, HRMAB or HRPAG use the forum to supplement their membership in these organizations?
I have been a member of discussion lists of all kinds since the mid 1990’s, when they came into vogue. I joined the ones that I was interested in, and when the technology allowed anyone to create their own group, I jumped at the chance. Since then, I have created many such lists strictly for the purposes on enabling groups to communicate via email with each other with a stroke of the return key.
What newer members to lists such as CaribHRForum don’t know is that the behaviour from list to list is more or less the same, and that the best way to take advantage of them is to decide what one wants from their membership.
Discussion lists enable an online community to discuss topics of interest in a way that is unique. The technology is simple. Email sent to a single address is immediately dispersed to everyone on the list, enabling a conversation across thousands of miles to take place in seconds.
For a dispersed group of professionals such as those in CaribHRForum, it is the only way that currently exists to pull professionals in the field together. The remarkable thing is that the cost of membership is absolutely free.
Typically, a discussion list is dominated by the talkative 10%, and CaribHRForum is no exception. These are the members who send out the most information, ask the most questions, and carry the debate on hot issues.
The majority of members “lurk” in the background — following a discussion, but not actively participating.
My recommendation to users is that they decide what their goals are, and whether or not they include objectives related to the management of their personal brand.
Most users would say that they want to keep up on recent HR trends, while other would say that they enjoy the online companionship of their colleagues across the region.
For these users, merely lurking is sufficient.
For those who have a goal like my friend’s however, more activity and planning is required. If a member is interested in using the forum for networking, it is best if they come out of the shadows and become known.
Two questions immediately come up. What should someone aim to be known as, and how can they use their membership on CaribHRForum for accomplish the goal?
The answer is simpler than the question sounds.
First, answer the question “How I’d like to be known is as …….” Possible examples are:
– an expert in recruiting
– a fan of the balanced scorecard
– a free spirit
– a practitioner with multiple interests
– a superb networker
– a great writer
– an HR professional who keeps up on current trends
– a job-seeker
– a young, hot talent
Whatever the goal might be, CaribHRForum can be used to accomplish it.
At the moment, some of the most influential HR practitioners across the region are members of the list.
My recommendation is that a member of the list who has a specific objective should think about how they can promote, initiate and engage in conversations about their topic of interest on the list.
– asking questions to find others who share the interest
– bringing up related issues to spur on conversation
– inviting others who share the interest to join the list
– finding the latest research on the topic and sharing it with the list
These are some simple suggestions that can be implemented without major effort, but the return is tremendous, due to the kinds of people that are members of the list.
The investment might not pay off immediately, but over time, a user who invests the time and then suddenly requires assistance can turn to a group of friends, rather than strangers, for direct support. In this way, the forum can act as any member’s safety net, and the more they invest in their relationship with the members, the more they can rely on their help when the time comes.
P.S. Pardon my manners — all HR professionals are invited to join CaribHRForum by visiting www.fwconsulting.com/CaribHRForum
Podcast Interview with a Trini in Jamaica –Roger Bell
Roger Bell is the General Manager of Confectionery & Snacks (Jamaica,) a subsidiary of Associated Brands (Trinidad). He has found success in leading a Jamaican company, in a country that he had never visited before assuming the post.
He has spent the last four years running a Jamaican company, and learning a lot about what works, vs. what doesn’t
In this podcast, I interviewed Roger in his offices in Spanish Town and he shares some of what he has learned in his personal crash programme.
To receive the report, send email to fwc-triniexec@aweber.com.
Honey, sweetheart, darling, babes
As a professional working in the U.S., I learned long ago that such words are to be completely and entirely avoided. The professional women who took me under their wings when I was a fledgling employee made sure that I learned my lesson in this regard (thank you Mary, Beverly, Kandi, Celeste, Janice…).
I also learned the importance of the firm handshake as a form of generic greeting in the workplace. The rules were dicey back then about how male to be, as I remember a colleague of mine pointing out that I needn’t hold open the door for her, as she certainly was not interested in being treated any differently from the men around me.
Working in the Caribbean is quite different. Warmth and friendship is felt in the embrace of a boss, friendship in a familiar greeting and respect in how we introduce each other to friends and colleagues.
This all takes some getting used to, as these behaviours are exactly the ones I learned to avoid in my early days working at AT&T in New Jersey.
While I do not want to offend, I don’t miss for one minute that cautious feeling I knew in the U.S. workplace, darkened by threats of sexual harassment, racial prejudice and politically incorrect behaviour. My hope is that we in the Caribbean can learn to be sensitive to others preferences, without having to become fearful and paralysed by the threat of a lawsuit.
Treating Suppliers and Vendors — an Indicator of a Culture
I recall doing business with a company that refused to honour a signed contract.
The CEO let me know in no uncertain terms that the signature of the Chairman held no water because “he didn’t know what he was doing,” and that “I should know that.” It was an ugly situation, and I have done no business with that company since then, but their advertising that is filled with messages about how great their company culture is still reminds me of the disparity.
I have always remembered this event, and it’s led me to conclude something about companies: that they are good as how they treat their vendors.
Why so?
Mahatma Gandhi said: “The best test of a civilised society is the way in which it treats its most vulnerable and weakest members.”
I say that the corporate corollary is “the best test of a well-developed corporate culture is the way in which it treats its vendors.”
Not shareholders, employees or customers… but vendors: suppliers, contractors and consultants.
The same company I mentioned above had a habit of beating down every price that I ever presented to it. I sometimes felt like a thief trying to get away with something, rather than a business partner.
They were proud of the fact that they put their customers first, and would very quickly interrupt a meeting with a vendor to meet with a customer who had a problem of some kind. After all, they put customers first.
However, I think they missed the point of the customer revolution, as do many companies. The point is not that customers come first, but it is that the company can treat every human being that it engages in business with respect, dignity and care. The revolution was meant to show companies that focusing on themselves only resulted in poor performance in the mid to long term.
In this sense, vendors are no less important than customers.
And, in a way, vendors are among the weakest members of a company’s stakeholders as they must wait for payment from companies that lose invoices, have inefficient bureaucracies, force cuts in prices to make greater profits, and treat suppliers like thieves.
The joke is that I am also reluctant to do business with the same company as a customer, and would think twice before recommending them to a friend. I have heard other vendors express the same sentiment about the treatment they received from the company, and I imagine that they, too, would feel the same way.
I imagine that if they understood that we are all connected, and that here in the Caribbean the small size of our economies means that we cannot hide from each other, our corporations would act very differently towards its suppliers.
Networking vs. Building a Network
It seems that people who get caught up in the idea of “networking” can get confused about the goals of their efforts.
It’s easy to think that it has something to do with socializing, selling, making friends or liming. These activities all have their place, but they don’t accomplish much in the long term.
Instead, the purpose of the activity is to “build a network.”
The word “build” is important here. It implies the slow but steady expansion of something that starts off small, but eventually turns into something substantial.
Of course, once the network is built, it must be carefully pruned, fed and maintained to help it thrive. In this way, a good networker is more of a careful gardener than anything else, who has the patience to allow small actions to produce large results over time.
Press Release — Upcoming Customer Experience Speech
FOR IMMEDIATE RELEASE
A NEW FOCUS ON CUSTOMER EXPERIENCE COMING
Companies are betting that a new focus on “experience” will help them better serve local customers
One of the major trends in the world of customer service seems to making in roads in Jamaican corporations. Instead of merely serving customers, companies are hoping that by going after a precise experience they will be able to motivate employees, raise standards and provide customers with more of what they are looking for in their interactions with companies.
Local companies such as Scotiabank, Cable and Wireless and Victoria Mutual have all recently appointed high level executives in charge of “Customer Experience.” They understand what many companies are trying to grasp: the customer’s experience is impacted by every single “touch-point” or interaction they have with a company, including their website, the front-line staff, how they pay their bills or make deposits, and even what they see in their advertising.
On November Wednesday 21st, Francis Wade of Framework Consulting will be addressing the Jamaica Customer Service Association’s International Certificate Graduation, and will be describing this important shift in emphasis that is already positively impacting service standards in the Caribbean region.
According to Wade, “Employees across the board are finding it much easier to appreciate this new approach. Companies are finding that they can tap into an employee’s understanding of “experience” more easily than they can describe to them what happens in some far away company they have never visited.”
“Managers that are still talking about Walt Disney or the Ritz Carlton are speaking over employee’s heads, and are having a hard time relating to their daily experience of the service they experience from their minibus driver, post office, bank and grocery store.”
By adapting this new best practice, local companies are able to do what many companies around the world have done, and start with a set of “target experiences” that the company has decided will support its brand. Once these experiences are defined, they are translated into standards at each “touch-point.” Employees are taught how to deliver these experiences consistently, and how to monitor the customer’s reaction with a combination of advanced interpersonal skills and personal intuition.
Websites are tweaked, process are changed –all in order to produce the particular experiences. Wade said “Managers who think that they can motivate employees by speaking about the service they experienced at their last trip to Sandals are mistaken. They don’t appreciate that a major reason that front-line employees deliver better service in North American companies, for example, is that they have many, many examples of good service that they have seen first hand.”
“They merely have to copy the service levels that they see every day. In Jamaica, employees cannot do the same, and their job is much, much harder.”