The Customer

It is difficult in this case to assess the fulfilment of the objectives of a person when his work not been conducted properly because of a problem in another Department, for example. -Objectivity in the assessment is an aspect that can cause problems. If the chosen objectives are not numerically measurable, they require a subjective assessment, there will be conflicts. If they do, it is possible that there is no such problem, but that might not be appropriate. The problem is that there will be preference for objectives that are measurable, although these do not contribute to the overall improvement. For example, if we set up aim of service to the client the number of customers served per day, it is a measurable objective. But is it right? Perhaps operators are dedicated to serving the client as quickly as possible to meet or even surpass its objectives but that way, will be well served the customer? -In addition to those mentioned above, one of the major stumbling blocks that presents this methodology is the feeling by employees that are simple gears of machinery, without autonomy, is too present the psychology of recompensa-castigo. I remember having read the case of a prominent chain of luxury hotels in which employees have as premise provide the best service to the customer, even if this means that occasionally have to be incurred extraordinary to get it. Expenses for which you do not have to ask permission, just take the initiative and serving the client in the best possible way. As you might imagine, employees use this possibility in a reasonable manner in 99% of cases, and the customer feels very satisfied by this excellent service, and willing to pay a price higher by this.

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