February 3, 2022

HUMAN RESOURCE POLICY AREAS Human resource policies can be expressed as overall statements of the philosophy of the organisation and of its values. The overall policy defines how the organisation fulfils its social responsibilities for its workers and sets out its attitudes towards the workers. It is an expression of its values or beliefs about how people should be treated. Any organisation gets its reputation from its value systems. The values expressed in an overall statement of HR policies may explicitly or implicitly refer to the following: EQUITY This refers to the treatment of employees fairly and justly. It includes amongst others policies that are deliberately put in place and aimed at: Protecting individuals from any unfair decisions made by their managers Providing equal opportunities for employment (EEO) Providing fair and impartial promotion policy Creating a fair and impartial disciplinary policy Operating an equitable payment system Decisions made by management in the organisation must be fair and founded on sound policies and should be seen to be so in the eyes of the employees. CONSIDERATION Refers to taking into account individual circumstances when making decisions that affect the prospects, security or self-respect of employees. In any decision making prudent managers should evaluate all the intervening circumstances and then make judgement based on this. Employees should be given the benefit of doubt whenever circumstances indicate that the employee for instance did their best, even if the policy states otherwise. Decisions should also never seek to undermine the person of the employee, and direct references that may undermine the self-respect, or esteem of the employee should be avoided. ORGANISATIONAL LEARNING Organisational learning refers to the enhancement of skills, knowledge and attitudes needed to improve work performance and also prepare staff to take up higher responsibilities in the organisation. A belief and commitment in the need to promote the learning and development of all members of the organisation by providing the processes and support required. The organisation should endeavourto continuously develop and maintain highly skilled employees by investing in training and development courses for all members of staff. PERFORMANCE THROUGH PEOPLE This refers to the significance attached to developing a performance culture and to continuous improvement. In performance management a mutual agreement is made on the expectations of each party i.e. the employer defines his expectations to the employee and both of them agree on the objectives/targets to be met. A fair and impartial evaluation or assessment is then carried out at the end of the agreed duration to evaluate how well the employees are performing .reward and training considerations can then be determined from the outcomes of the appraisal. QUALITY OF WORKING LIFE This is a conscious and continuous objective to improve the quality of working life. This involves: Increasing the self-esteem and satisfaction of employees in the work place through encouragement and recognition. Reducing monotony in the place of work by offering challenges to employees (job rotation or job enrichment, job enlargement could be used) Delegation e. shared responsibility through assignment of duties to subordinate officers. Devolved authority e. reassignment of authority and influence in certain areas to subordinate officers Adopting motivational strategies aimed at enhancing morale & reducing stress at work (recognition, bonuses, commissions, honoraria, lunch, overtime, time offs, salary increments, extra mural activities g. choir, sports club.) Impartial reward systems – fair grading structures and compensation scheme which have regard to the job compensable factors like the level of skills, training, experience, mental and physical effort exerted on the job etc.(equal pay for jobs of equal value) Fair training systems-with proper course objectives and programs Providing for an acceptable balance between work and outside it. I.e. work –life balance. WORKING CONDITIONS This refers to the provision of a healthy, safe and a pleasant working environment. Here you look at the components of both the physical and administrative work environment. Under the physical work environment you look at the minimum work place standards, which include: Well lit and ventilated office and working space at correct temperatures Facilities such as toilets and sanitation provision (water, soap dryers. hand towels tissue etc.) Fire safety standards and fire fighting equipment Provision of basic working tools, equipment and protective clothing Putting up suitable notices and signs to direct staff and clients to entrances and exits (and emergency exits) First aid facilities for minor on the job injuries and dispensary services Clean drinking water and canteen facilities Fire escapes which are well lit and an evacuation area. Changing facilities for staff Noise reduction and pollution free work environment Rest and waiting areas for staff and visitors Consideration for the disabled staff and customers – ramps for wheel chairs Adequate working space in terms of area etc. Under the administrative work environment you examine at the following: The Policies and procedures on health and safety in the work place that create an enabling and conducive work environment. Evaluating the management style and supervision Proper reporting processes for incidents and accidents in the work place A communication policy -Communication of the strategic plan & direction of the organisation to employees Promotion of team work (involvement and participation) Safety information for staff and customers Risk assessment in all areas of the organisation, (the risk assessment must be written down.)  

THE AIMS OF HUMAN RESOURCE POLICIES   Enable the organisation carry out its set objectives in the desired manner. i.e. Policies create order. Ensure employees are informed of the expectations of the employer. Protect common interests of all parties in the organisation Provide for consultative participation by employees in management through devolved authority. I.e. where policies are clear on subject matters very little reference is required. Provide security of employment. I.e. where policies are well documented in all aspects, the organisation is perceived as a stable employer. Provides opportunity for growth in the organisation e. employee growth/advancement in the organisation is assured when there is consistency of decisions made as a result of policies being in place. Creates a sense of responsibility for those in authority. I.e. arbitrary decisions are reduced. Helps preserve institutional memory CHARACTERISTICS OF SOUND PERSONNEL POLICIES Good personnel policies embrace certain characteristics: They should be definitive, positive, clear and easily understood by everyone in the organisation. They are written in a way that protects the organisation against loss and also prevent promulgation (spread) of numerous, differing and temporary oral policies from multiple sources.e. good policies should never be anti-establishment, they serve to protect the interests of the organisations They have to be reasonable, stable and able to stand the test of time but not rigid in that they cannot be revised. They should be evaluated, updated and revised periodically to make them current. They have to be in tune with the challenges of the environment. They should be formulated with due regard to the interests of all concerned parties. (Should not be imposed on employees, involve them at formulation stage) They should be formulated after careful analysis of all available facts. They must be consistent with public policy and the legal statutes. They must have the support of the management and workers. They must be uniform and applied equally throughout the organisation. ORIGINS AND SOURCES OF PERSONNEL POLICIES Policies can be drawn from various sources from within and outside the organisation. Some of the most common reference points when coming up with HR policies are: Past practises in the organisation Prevailing practises in similar organisations and the Philosophies, ideals and attitudes of the Directors and Knowledge and experience gained from handling day–to-day personnel problems Employee suggestions and complaints Collective bargaining processes and agreement Existing Government legislation Consultants and professional bodies dealing with HR matters Changes in the Economic Environment Culture, attitudes and social values of the labour force. Goals and objectives of the organisation. Technological changes i.e. changes in the ICT field, -internet as a valuable source

HUMAN RESOURCE POLICIES DEFINITION: These are continuing guidelines on the approach the organisation intends to adopt in managing its employees. Policies define the philosophies and values of the organisation on how people should be treated. It is from these policies that principles on how managers are expected to behave and act when dealing with Human resource matters are derived. The policies therefore serve as reference points when HR practises are being developed and when decisions about employees are being made. A policy thus provides generalised guidance on the approach adopted by the organisation, and therefore its employees concerning various aspects of employment. A procedure on the other hand spells out precisely what action should be taken in line with the policy. HUMAN RESOURCE OBJECTIVES HR objectives are derived from the overall corporate goals of an organisation. The organisations corporate goals precede the objectives formulated by the Human Resource. In other words the organisation defines its goals; the strategic direction it intends to take and then the HR formulate their strategies to support and achieve the corporate objectives and strategies chosen. There are 2 types of objectives at this level: a) The desire to increase efficiency This refers to the comparison between inputs needed to produce a given level of output against the actual amount produced. Efficient organisations maximize outputs while minimising inputs. HR decisions affect the organisation’s efficiency by employing the workforce (human capital) in the most efficient manner and ensuring optimal capacity utilization. The inclination to maintain equity This is the perceived fairness of both the procedures used to make HR decisions and the decisions themselves. In other words the HR decisions made should not only be fair and beyond reproach but must be seen to be so. Many people are interested in the rules and procedures used to decide pay increases, hiring, laying off staff, promotions as well as the effects of these decisions. Proper policies therefore provide the criteria and the basis on which decisions are made. CASE FOR HUMAN RESOURCE POLICIES Policies offer an objective approach to issues in line with Corporate values and principles, whenever dealing with issues affecting people They provide frameworks on which consistent decisions are made. They promote equity in the way people are treated in the workplace They provide guidance to managers on what action or decision should be made in particular circumstances. They facilitate empowerment, devolved authority and delegation in decision makinge. where the policy is clear on what should be done there is often little need to make reference to management for guidance but only make recommendation along the policy guidelines. They eliminate discretionary decisions, which are often the source of conflict and prejudice. They can be useful in shaping the corporate culture of an institution. In order to make prudent decisions devoid of any prejudice, managers need to follow the 4 P’s of management in the order of Policy, Procedure, Precedence and professional Personal opinion.      

Difficult people do exist at work. Difficult people come in every variety and no workplace is without them. How difficult a person is for you to deal with depends on your self-esteem, your self-confidence and your professional courage. Dealing with difficult people is easier when the person is just generally obnoxious or when the behavior affects more than one person. Dealing with difficult people is much tougher when they are attacking you or undermining your professional contribution. Difficult people come in every conceivable variety. Some talk constantly and never listen. Others must always have the last word. Some coworkers fail to keep commitments. Others criticize anything that they did not create. Difficult coworkers compete with you for power, privilege and the spotlight; some go way too far in courting the boss’s positive opinion – to your diminishment. Some coworkers attempt to undermine you and you constantly feel as if you need to watch your back. Your boss plays favorites and the favored party lords it over you; people form cliques and leave you out. Difficult people and situations exist in every work place. They all have one thing in common. You must address them. No matter the type of difficult situation in which you find yourself, dealing with difficult people or situations is a must. Why You Must Deal With Difficult People Your situation won’t get better; left unaddressed, it usually gets worse. Unaddressed and necessary conflict simmers just below – and often erupts counterproductively above – the surface at work. Initially, people go into shock when they are treated unprofessionally, so if you take some time to understand exactly what is happening to you, you are not alone. Once you are fully aware of what is happening, deciding to live with the situation long term is not an option. You become so angry and feel so much pain that your efforts to address the situation become irrational. It’s far better to address the difficult person while you can maintain some objectivity and emotional control. Constant complaining about the coworker or situation can quickly earn you the title of whiner or complainer. Managers wonder why you are unable to solve your own problems – even if the manager’s tolerance or encouragement of the situation is part of the problem. Worse Case Scenario If You Fail to Deal With Difficult People Most importantly, if you are embroiled in a constant conflict at work, you may not only get blamed for being “unable to handle the situation like a mature professional,” you may be labeled as a “difficult” person, too. This label is hard to escape and can have devastating consequences for your career. Finally, if the situation continues to deteriorate over time, the organization and your boss may tire of you. The boss may decide you are a “high maintenance” employee, easily replaced with a more professional or cooperative person, and you could lose your job

It is easy to work with people you like, and it is even easier to work with people who like you. But that’s not always the case. Sooner or later, you’ll have to deal with a difficult customer. Difficult customers come in a wide variety. There are those whose personality rubs you the wrong way. They may not be difficult for someone else, but they are for you. And then there are those who are difficult for everyone: Picky people, know-it-alls, egocentrics, fault-finders, constant complainers, etc. Every salesperson can list a number of the types. But perhaps the most difficult for everyone is the angry customer. This is someone who feels that he or she has been wronged, and is upset and emotional about it. These customers complain, and they are angry about something you or your company did. There are some sound business reasons to become adept in handling an angry customer. Research indicates that customers who complain are likely to continue doing business with your company if they feel that they were treated properly. It’s estimated that as many as 90% of customers who perceive themselves as having been wronged never complain, they just take their business elsewhere. So, angry, complaining customers care enough to talk to you, and have not yet decided to take their business to the competition. They are customers worth saving. Not only are there benefits to your company, but you personally gain as well. Become adept at handling angry customers, and you’ll feel much more confident in your own abilities. If you can handle this, you can handle anything. While any one can work with the easy people, it takes a real professional to be successful with the difficult customers. Your confidence will grow, your poise will increase, and your self-esteem will intensify. On the other hand, if you mishandle it, and you’ll watch the situation dissolve into lost business and upset people. You may find yourself upset for days. So, how do you handle an angry, complaining customer? Let’s begin with a couple tools you can use in these situations. 1. RESPECT. It can be difficult to respect a person who may be yelling, swearing or behaving like a two-year-old. I’m not suggesting you respect the behavior, only that you respect the person. Keep in mind that 99 times out of 100 you are not the object of the customer’s anger. You are like a small tree in the path of a swirling tornado. But unlike the small tree, you have the power to withstand the wind. What is the source of your power? Unlike the customer, you are not angry, you are in control, and your only problem at the moment is helping him with his problem. If you step out of this positioning, and start reacting to the customer in an emotional way, you’ll lose control, you’ll lose your power, and the situation will be likely to escalate into a lose-lose for everyone. So, begin with a mindset that says, “No matter what, I will respect the customer.” 2. EMPATHY. Put yourself in the customer’s shoes, and try to see the situation from his/her perspective. Don’t try and cut him off, don’t urge him to calm down. Instead, listen carefully. If someone is angry or upset, it is because that person feels injured in some way. Your job is to let the customer vent and to listen attentively in order to understand the source of that frustration. When you do that, you send a powerful unspoken message that you care about him and his situation. Often, as the customer comes to realize that you really do care and that you are going to attempt to help him resolve the problem, the customer will calm down on his own, and begin to interact with you in a positive way. Here’s how you can use these two tools in an easily-remembered process for dealing with angry customers. CRACK THE EGG Imagine that you have a hard-boiled egg. The rich yellow yolk at the center of the egg represents the solution to the customer’s problem, the hardened white which surrounds the yolk represents the details of the customer’s situation, and the hard shell represents his/her anger. In order to get to the yolk, and resolve the situation, you must first crack the shell. In other words, you have got to penetrate the customer’s anger. Then you’ve got to cut through the congealed egg white. That means that you understand the details of the customer’s situation. Finally, you’re at the heart of the situation, where you can offer a solution to the customer’s problem. So, handling an angry customer is like cutting through a hard-boiled egg. Here’s a four-step process to help you do so. 1. LISTEN. Let’s say you stop to see one of your regular customers. He doesn’t even give you time to finish your greeting before he launches into a tirade. At this point, about all you can do is LISTEN. And that’s what you do. You don’t try and cut him off, you don’t urge him to calm down. Not just yet. Instead, you listen carefully. And as you listen, you begin to piece together his story. He ordered a piece of equipment three weeks ago. You quoted him X price and delivery by last Friday for a project that’s starting this week. Not only is the equipment not there, but he received an invoice for it at a different price than was quoted. “What kind of shoddy operation is this?” he wants to know. Do you understand how important his project is? Do you know how much time and money is at stake? If he doesn’t get his equipment and something happens to this project, you’re going to pay for it. He knew, he just knew he should have ordered the equipment from your competitor. What are you going do about it? Now you have the basic story. Hopefully, after this gush of frustration, there will be a

In any business our customers are one of our most important assets. Unfortunately there are days when not all customers want to be friendly or pleasant. On days like this, try these effective tips to help you handle those difficult customers. Don’t take it personally – remember when a customer complains they are unhappy with the product or your company – not you. Remember you are good at your job – remind yourself of the skills you have and why you are working there. Don’t allow customers to make you feel inadequate. Write down their complaint or concern – show the customer you are listening by recording their problem and if you are on the phone, tell the customer you are writing down all the details. Ask a supervisor to join you and be part of the transaction – if the customer is becoming more difficult, invite a supervisor to join you and the customer will notice you are treating them as important by seeking additional help. Debrief the situation with someone else when the customer leaves – sometimes you may need to talk to someone about your difficult customer to debrief and get rid of any negative thoughts and emotions you may have – this is a very important step. Learn stress management techniques – this may help you stay calm if a customer raises their voice or becomes emotional. By learning to breath deeply, focus on the positives and also ensure your body doesn’t carry stress you will be able to handle these difficult customers easily. Recognise and accept you will work with customers who have bad days – understand when you are working with the public some people take their bad days out on you – it is not personal. Consider what you could do differently next time – if the customer is complaining about a company system or process, take some time to review this and determine if this might need to be changed. Think about the way you handled the customer and note anything you would do differently next time.

Customers are becoming more demanding and in some cases–rude. Complaints are an opportunity to improve existing service and begin delivering quality service. Identifies basic problem solving skills, complex problem and irate customer handling skills. Introduces the concepts of self-talk and class acts. Key Points Covered: Learn why complaints should be considered “opportunities.” Learn why the average business hears from only 4% of its dissatisfied customers. Visualize what the other 96% do. Learn to know the easiest type of complaint to resolve. Learn to understand the four basic steps you should take when handling a specific problem. The more complex problems require expanding these four basic steps. Learn two additional skills needed to diffuse difficult situations. Irate customers can be upsetting. How To Deal With Customer Complaints Every business has to deal with situations in which things go wrong from a customer’s point of view. However you respond if this happens, don’t be dismissive of your customer’s problem – even if you’re convinced you’re not at fault. Although it might seem contradictory, a customer with a complaint represents a genuine opportunity for your business: if you handle the complaint successfully, your customer is likely to prove more loyal than if nothing had gone wrong people willing to complain are rare – your complaining customer may be alerting you to a problem experienced by many others who silently took their custom elsewhere Complaints should be handled courteously, sympathetically and – above all – swiftly. Make sure that your business has an established procedure for dealing with customer complaints and that it is known to all your employees. At the very least it should involve: listening sympathetically to establish the details of the complaint recording the details together with relevant material, such as a sales receipt or damaged goods offering rectification – whether by repair, replacement or refund appropriate follow-up action, such as a letter of apology or a phone call to make sure that the problem has been made good If you’re proud of the way you rectify problems – by offering no-questions refunds, for example – make sure your customers know about it. Your method of dealing with customer problems is one more way to stay ahead of your competitors ESSENTIAL TIPS IN HANDLING CUSTOMER COMPLAINTS The hardest complainant type first: If a customer is abusive you must to make you first goal is to calm the customer’s temper and take control of the situation. You need remain open and friendly, stay calm and keep your voice low and controlled. Tell the customer you are interested in his/her complaint and say ‘in order to help you I need to fully understand your problem’. Then ask ‘can you tell me what is wrong in a calm voice to ensure I focus on the problem (rather than the emotion) so I am better able to find a solution’. Let customer ‘vent his or her frustration’ and don’t interrupt. Telling you their complete story, and describing how upset they are, allows customers to release pent-up frustrations. It is wise to take notes as you go as it helps you with your response and shows the customer you are seriously interested in their problem. BLAMING OTHERS IN YOUR ORGANIZATION The worst tactic I have come across is a customer service officer trying to blame me, the customer, for the problem. Never play the blame game! Blaming the customer for the problem will dramatically worsen the situation. Also particularly never use the phrase ‘sir our system requires…‘ or even worse ‘sir you don’t understand our system’ (a common phrase with many service providers in Asia, especially bank staff). Never blame others in your organization. Both the ‘system excuse’ and blaming others will be seen as evasive (or even worse cowardly) and destroy your credibility with the customer. No customer cares about your ‘problems’, they just want their problem solved. Accept responsibility as a representative of your company and place your efforts into solving the problem. ‘FRUSTRATION: HAVING TO RESIST THE TEMPTATION TO CHOKE THE LIVING S OUT OF SOMEONE WHO REALLY DESERVES IT!’ This is a funny saying however it has no place in customer complaint handling, in spite of the bad attitude of many customer service’s staff I have met (and trained) over the years. GET THE ENTIRE STORY: When the customer has told you the whole story regarding a complaint tell the customer what you will do to solve the problem. Do not tell the customer what he or she must do to solve the problem. Use phrases such as… ‘I will contact the xyz department’… ‘I will find the document’… ‘I will gather the necessary information’ etc. If you use ‘I’ in place of ‘you,’ you will help to minimise tension as it assures the customer that you are taking responsibility for the resolution of the issue. If you need to refer the matter to a third party always check back with the customer to ensure the other party has made contact and that the problem has been solved. Sure it’s wise to check with the third party to ensure a solution has been found first, however contacting the customer after the event will reinforce both your own and your company’s image. Important point never use the word ‘no’, either recommend a solution or suggest a compromise. PROBLEM SOLVING AS A CHANCE TO LEARN AND IMPROVE If you view problem solving as a chance to find out how to improve your company’s operation (or image) and as an opportunity to learn something, rather than a nasty experience, you can approach these difficult situations with a more positive frame of mind. In most complaint situations there are only win-win or lose-lose results. Everyone will win with satisfied customers as you can gain a positive company image and an advocate for you and your products/services (plus hopefully some personal satisfaction) or everyone can lose with upset customers and the gradual destruction of your company’s place in the market plus… personal emotional upset. Every time

Transactional Analysis (or TA as it is often called) is a model of people and relationships that was developed during the 1960s by Dr. Eric Berne. It is based on two notions: first that we have three parts or ‘ego-states’ to our ‘personality. The other assumption is that these converse with one another in ‘transactions‘ (hence the name). TA is a very common model used in therapy and there is a great deal written about it. Communications (Transactions) When two people communicate, each exchange is a transaction. Many of our problems come from transactions which are unsuccessful. Parents naturally speak to Children, as this is their role as a parent. They can talk with other Parents and Adults, although the subject still may be about the children. The Nurturing Parent naturally talks to the Natural Child and the Controlling Parent to the Adaptive Child. In fact these parts of our personality are evoked by the opposite. Thus if I act as an Adaptive Child, I will most likely evoke the Controlling Parent in the other person. We also play many games between these positions, and there are rituals from greetings to whole conversations (such as the weather) where we take different positions for different events. These are often ‘pre-recorded’ as scripts we just play out. They give us a sense of control and identity and reassure us that all is still well in the world. Other games can be negative and destructive and we play them more out of sense of habit and addiction than constructive pleasure. Conflict Complementary transactions occur when both people are at the same level. Thus Parent talking to Parent, etc. Here, both are often thinking in the same way and communication is easy. Problems usually occur in Crossed transactions, where the other person is at a different level. The parent is either nurturing or controlling, and often speaks to the child, who is either adaptive or ‘natural’ in their response. When both people talk as a Parent to the other’s Child, their wires get crossed and conflict results. The ideal line of communication is the mature and rational Adult-Adult relationship. So what? Being a Controlling Parent can get the other person into a Child state where they may conform with your demands. There is also a risk that they will be an Adaptive ‘naughty child’ and rebel. They may also take opposing Parent or Adult states. Be a Nurturing Parent or a talk at the same level as the other person to create trust. Watch out for crossed wires. This is where conflict arises. When it happens, first go to the state that the other person is in to talk at the same level. For rational conversation, move yourself and the other person to the Adult level. Transactional Analysis and Communication Transactional analysis or TA is a branch of psychotherapy developed by Eric Berne. His definition of it is “a theory of personality and a systematic psychotherapy for personal growth and change”. Knowing about TA can be very useful for improving our communication skills. TA is about how people are structured psychologically and is both a theory of communication and a theory of child development. Berne’s model is a three part ego-state model. An ego state is  “A consistent pattern of feeling and experience directly related to a corresponding consistent pattern of behaviour”. There are three ego states in Berne’s model: Parent, Adult, Child. Ego states are irrespective of age and are capitalized to differentiate from the normal use of the words parent, adult and child. The Parent and Child ego states are echoes of the past. The Adult ego state is a response to the here and now when a person is grown up and using grown up responses. Ego states are ‘things’ not names. They are a set and related; thoughts, feelings and behaviours. Communication between people can be from one ego state to a different one or from one ego state to the same ego state. Normally communication will be from one ego state either to the same ego state or a different one. The person who first communicates will expect a reply to be from a certain ego state. If communication is from a different ego state to the expected one, then the communication may be ineffective and the message may be lost, not received or disregarded by the person receiving it. If communication is from Adult to Adult then it is likely to be the most effective communication for most of our communications. The ‘3 Rules of Communication’ in TA 1st Rule of Communication So long as transactions remain complementary, communication can continue indefinitely. 2nd Rule of Communication When a transaction is crossed, a break in communication results, and one or both individuals will need to shift ego states in order for the communication to be reestablished 3rd Rule of Communication The behavioural outcome of an ulterior transaction (one where two messages are sent at the same time; one overt social and one covert psychological) is determined at the psychological level and not at the social level. The ego states are sub-divided. Parent ego state is divided into: Parent into Critical Parent CP – which is negative, unsupportive, critical. Nurturing Parent NP – which is supportive, helpful, nurturing, comforting. Child ego state is divided into: Free Child FC (sometimes referred to as Natural Child NC) which is spontaneous, freewheeling, playful, self-indulgent, curious, rebellious. Adapted Child AC – which is toned down behaviour that has been learnt in response to the reactions from other people to us and our behaviour. The learned or adapted responses are more likely to generate a given result from the receiver. The 3 ego states can be used as a way of analysing transactions (communications) between people. A transaction is a communication from A to B and the response from B to A. Using TA For Effective Communication For effective communication you need to keep the transaction complementary i.e. focus on sender to receiver and

For communication to occur effectively, the ability and skills are required: must be able to communicate effectively with all levels of managements . Must have substantial experiences, training in oral and written communication and demonstrate good writing skills. Be able to prepare special analysis, research reports, and proposals. Must have ability to communicate and sell ideas, firm, and products. Need ability to compare effective correspondence. Must be able to cultivate and maintain good customer relationship. Need skills in gathering, analyzing, and interpreting data and in writing analytical reports. ENCODING : Encoding is dressing your thoughts with the meaningful language. Then the use of this language, oral, written or nonverbal, becomes a message . The wording of he message should observe the art of empathy so that it reaches the receiver correctly and understandably. Encoding includes writing, speaking, and other communication means. DECODING: Decoding is done by the receiver. His decoding of the message depends upon his past background, perception, knowledge of the language, understanding ,viewpoint and relations with the sender. Decoding is reading , listening and understanding . Developing Effective Communication Skills Speaking and Listening Skills, Verbal and Nonverbal Communication Consequently, developing good listening and effective speaking skills should be an integral part of everyone’s personal development. Information cannot be effectively received, transferred or exchanged without using good communication skills. Verbal and Nonverbal Communication Skills Individuals’ communication skills are a basis for an effective dialogue, and involve both verbal and nonverbal communication skills. While verbal communication helps to express oneself, nonverbal enhances spoken ideas by means of bodily, voice, and eye behavior, facial expression, etc. It reinforces the effect of spoken words. In addition, nonverbal communication can be viewed as a reliable indicator of real feelings of an interlocutor. Observed and paid attention to, it can help a person to understand another one better. Effective Listening Listening is probably the most used skill in everyday communication. It involves hearing and paying attention to the speaker. However, hearing and effective listening are completely different abilities. Hearing thousands of sounds every day is a normal thing for an individual. Effective listening, on contrast, involves not only hearing, but also comprehending and understanding the message. Sounds simple. However, not everybody is a good listener – some people prefer to talk. But to be a good communicator, what is important for an individual in both the personal sphere and at the workplace is to be an effective listener. Pay attention to the speaker, first of all, in order to show you are involved in communication. Respond both verbally and nonverbally, showing that the message is being comprehended and followed. Eye contact, gestures, facial expression, short responses or brief expressions of attitude, such as nodding, help the speaker to understand whether a listener follows the conversation. Do not interrupt the speaker in the middle of a speech. Wait till the idea is explained completely, think the information over to understand the meaning, and only then provide suggestions, comments, or ask questions. Ask questions and confirm your understanding of the message. A brief summary of what the speaker said might be the best idea. It shows that the speaker was listened and paid attention to. Effective Speaking As a mean of communication, effective speaking plays a vital role in people’s lives. Though everybody speaks everyday and is able to express ideas, thoughts, or requests, not everybody can do it well. Some people are difficult to follow, some explain their thoughts in a complicated manner, and some are simply boring to listen to. Avoid these mistakes. Use plain and simple words unless the audience is specialized in the subject area. Use complete simple sentences for the message to be easier to comprehend. Do not speak too fast. It is difficult to comprehend information if much of it is presented in a short period of time. Make pauses. Pauses between sentences and ideas will give a listener some space to think the words over, to understand the message. Structure and connect ideas. Major points should be presented in a logical manner. Otherwise it is difficult to follow the speaker. So, make sure that each next thought expressed expands on the subject and on the previous point. Support ideas not only with words, but with intonation and nonverbal means of communication as well. Proper intonation can stress certain ideas you want to draw attention to. Nonverbal means of communication, such as gestures and facial expression, establish a closer connection with the audience, and enhance the message being communicated. Benefits of Good Communication in the Workplace Communication Skills Improve Workplace Efficiency Good communication in the workplace is essential and helps to improve morale, increase efficiency and create healthy working relationships. In any form of employment, good communication skills are a real asset and particularly in today’s difficult financial climate, it is more important than ever to be able to communicate effectively whether this be with colleagues, employers, employees or customers. For those who have been made redundant and are now facing job interviews or are having problems with others within the workplace, effective communication skills will be an extremely useful resource. Understanding Good Communication Skills When most people think about communication it is usually speaking that first springs to mind, however, being able to listen well is a large part of effective communication. It is also about being able to listen to what the other person is not actually saying but is communicating through non-verbal behaviours. Examples of non-verbal communication include using gestures, facial expressions, body language as well as using various props. Good Workplace Communication Improves Morale A major benefit of good communication within the workplace is that it may very likely lead to an improvement in office morale. For example if employees never or rarely receive any kind of positive feedback or idea as to how the company is performing then it is often quite difficult to stay motivated. When very little is communicated back to employees this may also trigger a sense of distrust leading to

Handling difficult people and situations is one of the most stressful aspects of the modern working environment. This handling difficult people and situations training course provides a practical guide on how to handle difficult people and situations effectively and ensure successful outcomes. Delegates will examine aspects of human behaviour and review their options when faced with difficult, aggressive or un-co-operative people. This course provides delegates with an opportunity to discuss their own experiences as well as those of others in a safe and supportive environment. Dealing with customers frustration quickly and professionally are all part of providing a high quality customer service level. Everyone has his or her own personal customer service nightmare story. So it’s easy to understand how a customer may perceive things from their side of the counter when they confront you looking for satisfaction. The next time you encounter a difficult customer relation situation either on the phone or in person consider the following steps: Step 1: Remain Calm Yourself When a customer begins to vent their frustration it is important to remain calm yourself. Staff may take things personally and assume that the customer’s anger is directed at them and so then it is natural to become defensive. *Realize that in most situations the customer is likely angry at the situation and not you. Step 2: Allow the Customer to Vent Their Frustration: Do this without interrupting. If you would like to defuse the customer’s anger, try apologizing. You could use such phrases as, • “I’m sorry you had to go through this.“ • “I can understand why that would be so upsetting.” Usually when you apologize, the customer’s anger is immediately dissipated. You may feel uncomfortable for apologizing for something that you are not responsible for. However, keep in mind that you are apologizing on behalf of the facility not yourself. Step 3: Paraphrase The Problem In your own words, paraphrase what the customer is saying and feeling. Show you are truly sympathetic with the customer’s problem. Step 4: Resolve The Problem Once you have gained the customers confidence, you are in a position to resolve the problem. It’s a common mistake to try to solve the problem while the customer is still angry. The customer is often looking for an apology first, then a resolution to the problem. Record and report the incident to your supervisor. This can assist them in determining if the problem is a common issue for customers that needs possible changes to the operation to avoid future situation and /or if follow up is required with the customer. In some circumstance you may not be able to resolve the customers concern. Record the details and forward them to your supervisor for follow-up. This will assure that all that can be done will be done Here are some further techniques for dealing with an upset customer: Technique 1: Keep It Impersonal and Professional It is important not to antagonize the customer by the way you speak to them. For example, if you have to inform them that they did not interpret the swim schedule correctly. Never say, “You didn’t read it correctly.” Instead say, “There are a few areas on the schedule that could be improved upon.” Can you see the difference in the way the message could be sent and received? It’s as if the customer was not at fault. Technique 2: “I Versus You” Imagine an upset customer trying to explain something to an employee that does not understand. The employee says, “You are confusing me.” This statement makes the customer feel more frustrated. Instead of saying, “Excuse me but I am confused” or “Let me see if I have this straight.” Using “ I” instead of “you” avoids angering the customer further, and will help, as opposed to hinder, the communications process. Technique 3: Avoid Saying, “But It’s _______Policy” Nothing frustrates a customer more than to hear the phrase “It’s our policy” To the customer this suggests that the organization comes first and the customer comes second. Think how some banks treat customers these days and you will visualize the frustration that your customers will experience with a statement like that. Instead take the time to explain why such a decision has been made. Technique 4: Take Responsibility How many times have you experienced an employee say, “It’s not my job”, When you ask them a question, or you ask the clerk where a certain item is located in a store, and you are told where you can find it, instead of being escorted to it. Always take the steps to ensure the customer’s needs. Technique 5: Keep The Customer Informed Sometimes when a problem arises that cannot be resolved immediately, you can tell them that you or your supervisor will get back to them by a certain time. Even if you don’t have that problem solved by that time, call the customer back to advise them that you are working on it. The customer will respect you and the facility for keeping in touch. Technique 6: “You Have To…” A customer doesn’t have to do anything. The customer is doing us a favor, not the other way around. Instead of saying, “You have to do this“ say, “Would you mind doing this so we may resolve the problem quickly”. The customer will see that you recognize the importance of resolving the issue quickly and will likely support your request of them.In the height of busy times, it is sometimes difficult to follow these steps and techniques, but if you have had a bad experience, review these suggestions and see how you may have handled things differently. A few words to consider… Our Customers Customers are the most important people …in person on the phone or by mail. Customers are not dependent on us … we are dependent on them. Customers are not an interruption of our work… they are the purpose of it. We are not doing them a favor by serving them… they are

Once you have identified what you need to know about your customers you can start gathering the information together. There is a huge amount of market information available that you can tap into. Much of that information is available free of charge and is readily available. For example, your customer records will tell you which customers have purchased from you, what they purchased, when they placed their orders and how much and how often they buy. If your current data doesn’t provide you with the information you need, it is often worth asking customers directly. You can do this in face-to-face or telephone interviews, online surveys or in group discussions. Other sources of free customer information include: business contacts local business reference libraries your local authority, Business Link or Chamber of Commerce the internet UK Trade & Industry for information on export markets If you can’t find the information you require from these free sources, you might decide to buy the information you require. There is a huge amount of commercially published information that you can purchase direct from market information publishers. Alternatively, you might decide to employ a market research agency or freelance researcher to get the information you need. It can be more cost-effective to use the services of a professional, although you will need to ensure you draw up a clear brief and budget.

1. Who they are If you sell directly to individuals, find out your customers’ gender, age and occupation. If you sell to other businesses, find out what industry they are in, their size and the kind of business they are. For example, are they a small private company or a big multinational? Knowing this can help you identify similar businesses that you could target. 2. What they do If you sell directly to individuals, it’s worth knowing their occupations and interests. If you sell to other businesses, it helps to have an understanding of what their business is trying to achieve. 3. Why they buy If you know why customers buy a product or service, it’s easier to match their needs to the benefits your business can offer. 4. When they buy If you approach a customer just at the time they want to buy, you will massively increase your chances of success. 5. How they buy For example, some people prefer to buy from a website, while others prefer a face-to-face meeting. 6. How much money they have You’ll be more successful if you can match what you’re offering to what you know your customer can afford. Premium, higher priced products are unlikely to be successful if most of your customers are on a limited budget – unless you can identify new customers with the spending power to match. 7. What makes them feel good about buying If you know what makes them tick, you can serve them in the way they prefer. 8. What they expect of you For example, if your customers expect reliable delivery and you don’t disappoint them, you stand to gain repeat business. 9. What they think about you If your customers enjoy dealing with you, they’re likely to buy more. And you can only tackle problems that customers have if you know what they are. 10. What they think about your competitors If you know how your customers view your competition, you stand a much better chance of staying ahead of your rivals.