Customer Service and the Greater Good
Posted by Ioana Bazavan Justus on June 9, 2009 · Leave a Comment 
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by Ioana Justus
I received a response to my blog titled “End Users: IT’s biggest barrier to good customer service” that I found particularly interesting. The responder wrote, “Some users tend to think that IT is here to serve them. To a point we are, to keep computers/servers/printers/etc running and functional. However, some think that if anything has to do with the computer, then we should be the ones taking care of it. As an extreme example, that IT should be responsible for ordering paper, since paper goes into a printer, and a printer can be hooked to a computer, so it is up to IT to order it.”
Although this is indeed an extreme case, it’s an interesting example and it does bring up a valid point: is it sometimes not our job to provide service to the customer? And do we tell them this?
The answer is, as usual, it depends. The reality is that IT professionals are generally better paid than their business counterparts, and although having IT personnel performing non-IT tasks may occasionally benefit an individual or even a small group, it ultimately hurts the bottom line of the company. So sometimes, it really is in the company’s best interest for IT to not provide the requested service. That said, when faced with such a situation, telling the customer no or not providing the service is not beneficial, either.
So now what? Handling a situation like this really depends on who the customer is. I think there are three categories of customer here:
- A “general” customer – i.e., someone with whom you do not have a current relationship, and whose motivations are unfamiliar to you
- A “VIP” customer – i.e., someone with whom you already have a relationship that you want to build further, or a senior executive of the company
- A “repeat offender” – i.e., someone who is a known pain in the rear or who consistently circumvents the process
Let’s take a look at each case, continuing with the “IT being asked to order paper” theme…
For a general customer, it’s worth it to do some root cause analysis: why are they asking you to order the paper for them? I’d be willing to bet it’s because either they don’t know the official process, or because the process doesn’t work. If they don’t know the process, you can provide excellent service and build a new relationship by helping them learn. Don’t just do it for them – take a little extra time to teach them how to fish. If there’s a form to fill out, show them where to find the form, and help them fill it out. If there’s a person to call, provide the name and phone number of the person, and then call them for the customer. For the single instance, the added time does cost more than just doing it for them, but it will be more than made up if the customer doesn’t have to ask you again.
If, on the other hand, the customer is circumventing the process because it’s cumbersome or doesn’t work, then a little process re-engineering is in order. Depending on who you are in the organization, you may or may not be in a position to facilitate this yourself. In this case, help the customer through the red tape, and at a minimum escalate the situation to your manager and suggest some potential solutions. If you can effect change, be sure to follow up with the customer to let them know.
For a VIP customer, the initial action is just to order the paper for them. To improve the level of service for this group and be cost-conscious for the company, the best thing you can do is coordinate proactive ordering with the right person or department. If the paper replenishes itself, the VIP customers will be happy because they no longer need to worry about it, and they won’t have to ask you to place the order anymore.
In the case of a repeat offender, it may be worth it to do a root cause analysis. If the process is tedious, you could repair a not-so-good relationship by helping to improve the process – or at a minimum, you can get this person out of your hair. If there’s nothing wrong with the process and the person just can’t be bothered with following it, well, that’s why management gets paid the big bucks – to deal with people like that.
Ioana Bazavan Justus has been an InfoSec professional since 1998. She began her career working for Accenture, where she had the opportunity to build security organizations, conduct risk assessments, write and implement policies, establish identity management practices, and design a privacy and compliance offering for companies and organizations such as Microsoft, Pacific Life, Visa, California county governments, the US Air Force, and Accenture itself, as well as for several start-ups. Ioana moved to Safeway in 2004, where she built a world-class access services organization and helped to implement an enterprise identity management suite. Ioana is the co-author of Information Security Cost Management, has spoken at RSA, and has been quoted in numerous media publications.
