When a company is faced with growing competition in the market, the notion of customer service becomes of paramount importance in terms of retaining clientele. Thus, in the case of MSB, numerous customer complaints concerning the quality and consistency of cleaning put the company at a considerable disadvantage. Moreover, it is known that inconsistency in the cleaning patterns as well derives from the supervisors’ inability to delegate knowledge properly. Since Abu’s employment philosophy relies heavily on the value of educating newcomers with the help of a powerful team of supervisors, there is a need to reconsider the supervisors’ knowledge to eliminate customer complaints.
The first solution to the aforementioned problem of tackling customer complaints from the HR’s perspective would be to evaluate the current supervising staff to ensure their competence and compliance with the company’s guidelines. Once the inconsistencies are identified, the MSB HR managers are to develop a framework of professional training for both supervisors and part- and full-time workers with an intention to eliminate the risks of customer complaints. The supervisors should also be trained on the matter of their ability to disseminate knowledge among their colleagues. Indeed, while an HR manager’s role is not explicitly correlated with addressing customer complaints, the managers are responsible for hiring and training customer-centric organizations (Rao & Syed, 2019). For this reason, conducting supervisor evaluation within one month, developing a training network during the next two months, and implementing the training network across the company over the next six months will likely have eliminated the issue of customer complaints by the year 2021.
Rao, K. N., & Syed, F. (2019). Building customer-centric organizations: An evolving role of HR. South Asian Journal of Marketing & Management Research, 9(4), 35-39. Web.