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Jenny DeMasi - Just wanted to pass on a compliment on you I received this morning. I was out sick Mon and Tue and you worked with my colleague, Micah, while I was out. She told me this morning that: “she is greatness – she is so nice and all about being quick and efficient.” I had to agree with her on all counts.

Stephen Forrest - is the guy -- the query guy. An thank goodness he is. He always is willing to work with us to build a new query or to run an electronic list of students -- with little or no notice. Thank you, Stephen. We are lucky to have you!

Monday Morning Customer Services

The ER staff is currently reading the book Monday Morning Customer Service by David Reed and David Cottrell. We have summarized the key points and also shared the ways we are presently applying the basic principles in our everyday work.

Chapter 3 - Chisel A Culture of Accountability

Accountability –There is a connection between training and performance. The employer must fulfill his responsibility to properly train each employee. When we train new employees in ER we introduced them to training documents and then allow ample time to observe and listen how trained ER staff respond to different types of questions. Individually we are held accountable through the daily call reports. The report measures number of calls transferred and if we’ve spent too much or too little time on the phone.
Providing orientation programs for new employees is important. In ER we realize we must first understand the culture of SMU and DES, get good job training and get cross-trained. Being skilled in all these areas prepares us for good customer service. We are each assigned a primary and secondary area of specialization and we spend time shadowing employees in those areas. Our ER meetings also allow us to keep abreast of what is happening in other areas of enrollment services and to stay focused on the ‘big picture’
Create a process to analyze customer feedback to spot trends and take action. This helps spot employees or processes that may require corrective action. However, the authors suggest that we do not over analyze problems; but instead look for simple solutions to remedy the problem.
Conduct regular balanced review, and keep the process simple. Performance reviews are great ways of giving positive feedback, constructive feedback, and setting specific job goals. All SMU employees are given a yearly review by their supervisor. In ER we will be meeting every 3 months to measure progress toward our goals.