Role Description and Work Plan for a Position of Customer Relationship Specialist - Assignment Example

Name: Institution: Date: Job Description Form or Role Description for a Position Task 1: Question One Bank of Queensland in Australia seeks to recruit Customer Relationship Specialist to work at its branch in Browns Plains. The bank expects the prospective employee to sustain its growth rate by providing perfect service to its customers particularly in Browns Plains branch. This bank has a vision of becoming the best financial institution in terms of service delivery in the market. According to the job description, Customer Relationship Specialist is a key position in bridging the gap between the clients and the institution. This implies that the prospective employee has a responsibility of ensuring that the branch achieves maximum customer satisfaction. To achieve maximum customer satisfaction, the employee has a duty of identifying client’s needs to enable him or her know what to offer. This aspect is essential in realizing sales target while retaining or increasing customer volume. It is a plain fact that no single organization can survive without customers. Bank of Queensland fully depends on customer loyalty. This implies that it has to retain current customers and look for others. In a competitive economy like this of Australia, Bank of Queensland can achieve this by ensuring it offers effective customer service. Customer Relationship Specialist is therefore necessary for this particular purpose. Question Two Work plan is a precise outline of goals of a specific position within an organization and a clear process on how a team or an individual can achieve these goals (Chen, Tong, and Liao, 324). This ideal document enables one to have a better understanding of the tasks and gives guidance on day-to-day activities of an individual or a team. The work plan split the general objective into small achievable tasks thus allowing an individual to take a realistic approach towards achieving it. Work Plan for Customer Relationship Specialist Abstract Work plan is a tool for measuring accountability and efficiency. This is where one sets individual or departmental goals and objectives in line with those of an institution. This document provides details of activities that help in achieving those goals (Koch, and Stefan, 26). It also gives justification why the plan is necessary in an organization. Introduction/ Background Customer Relationship Specialist is specifically responsible for overall growth of branch revenue. The role relates directly with sales as well as creating amicable environment for customer satisfaction. However, it is important to note that the bank can achieve this by equipping Customer Service Officers through effective training. In addition, relationship with other sections is vital for teamwork purposes (Kerzner, and Harold, 78) Goals and Objectives In order to retain and grow the customer base in Brown Plains branch, Customer Relationship Specialist aims to achieve the following goals and objectives: Having a consultative meeting with CSOs on weekly basis to build and strengthen the team. Conducting an internal training quarterly to equip sales staff with relevant skills and to familiarize them with emerging trends in the market Recruiting at least ten new customers every month Maintaining 100% debt recovery through constant contact with customers Raising lending rate by 20% every month to raise branch revenue Maintaining constant communication with branch management for consultation and feedback purposes Resources and Constraints To realize the goals and objectives, Customer Relationship Specialist needs maximum cooperation with branch management. This is necessary in co-coordinating work program. This helps to avoid conflict with other sections. Close relationship with finance department is also a key determinant to realizing the goals since the program requires financial allocation. The success of this work plan is also pegged on availability of training facilities. Strategy and Actions Cooperation with management helps in implementing the whole work plan in a smooth way. This is where the management assists in hiring trainers and facilitators during internal trainings. Financial support is necessary in remunerating facilitators as well as acquiring training materials. Appendices By conducting regular training, sales staff is able to acquire relevant knowledge on this particular field and get latest information on emerging market trends. This is vital in reaching out to new customers and in providing service to existing ones. Constant communication helps the staff to know how far they have gone and what can be done to achieve their goals. Weekly meetings help to facilitate this where every member in the team gives account of his or her activities. This platform is also useful in sharing experiences thus creating a strong team. a. By developing work plan for Customer Relationship Specialist, the branch is able to realize efficient operations. Work plan facilitates smooth running of activities by eliminating aspect of time wastage hence efficiency. In addition, work plan enables the team to realize the organizational goals and objective by simplifying them. It splits the whole objective into workable tasks that require minimum strength to achieve. b. Work plan is a vital tool in financial planning. By developing a work plan, one gives management sufficient time to prepare financial support. Since these tasks require financial resources, budget is necessary and allocation is done when the position holder hands in the work plan in good time. c. One can only achieve an outcomes focused work output by having an advance plan. This is where an individual is able to measure his or her effectiveness by looking at the results at the end of a specific period. Work plan is an essential tool in realizing accountability and justifiable results. Regular feedback and constant assessment are critical aspects of ideal work plan that enables one to get the desirable outcome. Question Three Customer Relationship Specialist is a key person in directing sales staff in achieving best performance by delivering unique service to the bank customer. To do this, the person should be flexible enough to allow changes in approach. There may be some changes in market demands that he may need to accommodate thus flexibility is vital in delivering unique service to customers (Hrebiniak, and Lawrence, 56) The person also has a duty of ensuring there is personal relationship with customers. This requires him to develop face-to-face relationship with them. To build relationship, constant and accurate communication is vital. This entails analyzing customer needs and establishing a reliable platform for interacting with customers. Listening skills help the specialist to get exactly what the customer requires hence able to communicate the right information. This fosters deeper relationship, which gives rise to loyalty. Question Four When carrying out employment, the company should adhere to several legislations such as Fair Work Act 2009, Fair Work Regulation Act and Work Place Relations Act among others. There are also other agreements to abide with before and in the course of employment. This aims to protect basic interests of employees while safeguarding the interest of employers too. Question Five Work plan is a viable expectation, which an individual or a team aims to achieve. This does not guarantee success in any way although it is a gateway to success if that individual implements it correctly (Buzacott, John, Houmin Yan, and Hanqin, 427). Failure in one part affects the whole plan hence failing the whole process. Wrong timing is also another risk where an individual allocates insufficient time on tasks. Change in management is can also turn to be a potential risk to work plans. Task 2: Question One Performance Management System (PMS) enables the organization to measure actual output for each employee. The system allows managers to relate each performance with goals of an organization. Performance management takes the form of job evaluation and appraisal that takes place at the end of calendar. Although this system works for the organization, it fails to achieve maximum benefits. Question Two Instead of waiting for end year to conduct performance review, an organization may adopt system that is more effective. It is better to concentrate the function in each department rather than centralizing it. The departmental head knows better what each employee in respective department faces in the course of his duties. Human Resource only needs to have a representative in each department. The departmental head may carry out performance management on monthly basis. When this exercise is continuous, it results into high productivity since the managers and staff discuss about individual productivity on regular basis (Govindaraian, and Vijay, 89). Question Eight The manager may opt to give performance feedback to staff either formally or informally. Formal feedback may take a form of letter, which includes comments and suggestions. Through this, the staff is able to take the corrective measure to either improve or maintain the record. Informal means is when the manager calls for staff meeting and gives a general view of performance. Through this, the manager does not discuss the specific individual but general perception. They may discuss the performance of the department and allow staff contribution on the same issue. This is suitable where the whole team performs the task as a group and not as an individual. It may also work in a situation where tasks of all employees are similar and where there is no tool for measuring individual performance. Reference: Buzacott, John, Houmin Yan, and Hanqin Zhang. "Risk analysis of commitment–option contracts with forecast updates." IIE Transactions 43.6 (2011): 415-431. Chen, Wei‐Tong, and Shen‐Li Liao. "A job‐plan based performance evaluation for construction value engineering study." Journal of the Chinese Institute of Engineers 33.2 (2010): 317- 333. Govindaraian, Vijay. "Strategic innovation and the science of learning." MIT Sloan Management Review 45.2 (2012). Hrebiniak, Lawrence. Making strategy work: Leading effective execution and change. FT Press, 2013. Kerzner, Harold R. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons, 2013. Koch, Stefan. "Organisation of work in Open Source Projects: expended effort and efficiency." Revue d'économie industrielle 4 (2012): 17-38. Read More