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The Importance of Internal and Customer-Facing Processes

Discuss about the Human Resource Management for Professional Communication Skills.

Internal process facing makes the business operations work efficiently, that will result in the ultimate delivery of the product or service to the customer. Customer facing processes gives out the source for the competitive advantage by the experience of the customers after using the product or the service (Raab, Ajami and Goddard 2016). Customer facing solution is designed to deliver a satisfying experience to the customers.

Here, the process to redesign can be followed after planning the business process by predicting the outcomes and forecasting performances that are essential for the functioning of the business. Then improving the business processes along with satisfying the customer is taken care of. The next process is marketing, which convinces the members of the target market to buy the product. Here the customer-facing process is highly involved and integrated. Sales and marketing are customer facing and is delivered to the customers as per their need. Then the order processing is another process that deals with the working of the company function. Business process such as booking of the sales, billing, shipping according to the time and with low cost impact the customer satisfaction as well (Abolghasemi, Khodakarami and Tehranifard 2015). The designing of purchase factor is an internal facing that includes the structure to supply the business. Customer service is another key factor function that implements the company success. Thus, customer facing jobs are to be imposed with the scripts of the scenario and detailed feedback to provide the customer with the aspect to produce satisfied customers.

In all the above practices while designing the internal and customer-facing jobs the employees are to be trained according to standards to enhance their skills to perform their work efficiently. Training is required in both the customer facing and internal processes where employees need to interact with customers and with the services they provide. The most important training is when the customer facing facets are represented in terms of their companies in a consistent way. 

The human resource department and the other branches of management must be dedicated towards redesigning processes that will improve the revenue and productivity of the business. The internal facing job holders are mainly responsible for the process of business operation. This can be improved by establishing a system of Key Performance Indicator where the employees will be responsible for their actions (Pollock, Jefferson and Wick 2015). It will be seen in the indicators how the employees are improving in their performance. The redesigning can happen even with the job flowchart. The management can be directly keeping a tab on the different internal departments to understand the needs.

Redesigning Processes for Overall Success

The customer facing job holders are the face of the company. Therefore these people need to be trained in a way that there is maximum level of customer satisfaction (Mulki et al. 2015). There are some very basic principles that work such as always smiling while serving and behaving nicely with the customers. The employees working in the customer facing departments are also required to have a high degree of knowledge about human psychology that will enable them to understand the needs of the customers (Elmada? and Ellinger 2018). There are ways in which customer satisfaction can be measured through empirical means, one of these is the review and feedback system. This can be used to understand what more can be done to redesign the customer facing jobs.

The ultimate aim of redesigning the process is improving the overall business of the company. This should be carefully planned and properly implemented to get the desired outcomes.

To draw at least some of the shop workers from the existing staff,various advantages and disadvantages are there to this one decision. The advantages of this could be offering the employees with the opportunity of multi-national orientation with the work experience at the parent company. There could another advantage that the parent company would establish:  guaranteeing the transfer of the company culture in the business and management practices (Starnawska  and Popowska  2015). The advantages of drawing existing staffs to be sent as workers include the existing staff members who are already knowledgeable enough about the job and they have understanding of the job better than anyone who would be inducted in the future. Therefore their existing experience can be utilized to gain success in a new scenario where the company is endeavoring to set up business. The existing employees are already very much adapted with the work environment of the company hence this will help them in taking the company ahead even in the new scenario (Verburg et al. 2017). The employees will already be closely involved which will create a tighter control and closer coordination with the international subsidiaries and the headquarters of the business. Hence instead of hiring completely new sets of employees the company can use existing employees to its advantage. 


On the other hand, disadvantages would stand for the employees who are not familiar with the local environment and culture which would be ineffective and a drawback to the business. There are several disadvantages in sending existing employees to the new location because this would generate vacancies in the existing locations which would again require appointment of new employees. This can affect the business in a negative way. This could also raise the cost of the company by increasing the salary cost and the transfer fee of the employees. The existing business can go down in the previous locations. Apart from that the company has to incur expenditure in order to transport the employees from one location to the other location which is the new location. In this case the employees being transferred to the other workplace will lead to result in personal and family problems which can become a reason to affect the local morale and motivation of the employees among the employees. The vacancies generated at the older locations will result in untrained and inexperienced employees taking charge. This will also affect the existing customer base which can reduce revenues. The organizations rate of failure will gradually increase as the employees will be completely new to the culture which could increase the failure chances.

Advantages and Disadvantages of Using Existing Staff as Workers in a New Location

The job description is used as an object that lists a specific set of attributes related to the job that can be used by the applicant to understand his or her skills that would mark as eligible for the job (Kerzner and Kerzner 2017). The key responsibilities and expected competencies to do the job are detailed in the job specification. It is useful for the potential applicants to understand the job role. In order to create job description at first the main purpose of the job is to be described in one sentence. Then it follows the main duties and the roles of the job to focus directly on the key responsibilities to be performed while in the job, there will be clearly stated the scope of the job.  Core activities are to be clearly justified to be prepared to make reasonable adjustments. The job description is made from the perspective of the department of the organization instead not from the applicant side (Cook  2016). The job description has to be current and in subjective terms, while opinions or recommendations are to be avoided. The templates are created and used by the organization to understand the corresponding parameters of the job (Guo, Alamudun and Hammond 2016). It is often the first factor that is looked upon by the potential hire (Board 2017). There is no such significance to described with the duties that are to be performed in the future. 


Person specification is useful for a number of reasons to an organization and the applicant as it helps the applicant to understand and to take decisions to decide to apply for the job. It is used to underpin the documentation regarding the practice of strategic recruitment and selection.  In order to create person descriptions it is important to consider profile of the personal skills, qualifications, abilities and experiences that are to be implemented in the time of recruitment. The person description is classified in two different types of criteria namely, essential and desirable. Essential criteria are those that are satisfactorily needed to perform and become considerable eligible for appointment.  On the other hand, desirable criteria are those that enhance the capacity of the person to do the job successfully. It cannot be expected as essential rather it can be acquired in the employment. The significant job related skill or ability has to be mentioned in the specifications along with the essential function that is assumed. The preferred elements are achieved by the individual is to be mentioned to provide. Several factors are to be considered such as skills and knowledge, type of experience, education and training and personal qualities to interview the applicant. The person specifications are to be build carefully and must be capable of objectively justified such that it can suit the designation effectively. It is necessary to state the level of knowledge with experience that is required for the job. Person specification does not only focus on the good educational background but also to an individual’s skills and experiences that will be required to perform the task efficiently.

Creating Effective Job and Person Specifications for Recruitment

The skills and abilities of the field sales representatives and that of the shop staff are somewhat similar. The most significant skill that both the sales representative and the shop staff would require are the time management skills. The list to do the job in the shop or in the field is endless. Hence, it becomes important to thrive for the employees that can manage various tasks at a time. Both the representatives are to excel in customer service quality and to react calmly with the customers in all kinds of situation including in the time of stress (Johnston and Marshall 2016). Then both the staff are in a willingness to take the ownership of the situation they are good at are mostly practiced. The shop staff and the sales representative have another quality in same that is handling the situation and the customer with the effective problem solving skills (Shi et al.  2017).

It is necessary as in a whole day they need to interact with several of the decisions related to the interest of the customer. They both keep in mind that the strategies used while in the decision making to handle the situation is made carefully such that it brings benefit to the company and satisfies the customer as well (Arnold and Boggs 2015). Both the sales and shop staff are to be ensured that they have organizational awareness. They should keep themselves updated with the knowledge of the product that they are representing and of the company they are working for. It is beneficial in situations when the customer cross checks their knowledge or come to clear their doubt. It is the duty of both to start their job with knowing all the related knowledge. All these processes are completed then it starts the job analysis part. 


However, to some extent there is a difference in the situation that the sales representatives working in the field are more engaged in strategic planning to build a quick seller-buyer agreement where as the shop staffs are less effective in this criterion but are partly involve in the process. The communication skill and active listening skill are the most essential skill that one requires at the time of facing the customers (Hannington 2016). It can be concluded from both the state of job roles that the skills and abilities are similar in both the sales representative and the shop staff. 

Reference

Abolghasemi, M., Khodakarami, V. and Tehranifard, H., 2015. A new approach for supply chain risk management: Mapping SCOR into Bayesian network. Journal of industrial engineering and management, 8(1), pp.280-302.

Arnold, E.C. and Boggs, K.U., 2015. Interpersonal Relationships-E-Book: Professional Communication Skills for Nurses. Elsevier Health Sciences.

Board, G., 2017. Recruitment & Selection.

Cook, M., 2016. Personnel selection: Adding value through people-A changing picture. John Wiley & Sons.

Elmada?, A.B. and Ellinger, A.E., 2018. Alleviating job stress to improve service employee work affect: the influence of rewarding. Service Business, 12(1), pp.121-141.

Guo, S., Alamudun, F. and Hammond, T., 2016. RésuMatcher: A personalized résumé-job matching system. Expert Systems with Applications, 60, pp.169-182.

Hannington, T., 2016. How to measure and manage your corporate reputation. Routledge.

Johnston, M.W. and Marshall, G.W., 2016. Sales force management: Leadership, innovation, technology. Routledge.

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Mulki, J.P., Jaramillo, F., Goad, E.A. and Pesquera, M.R., 2015. Regulation of emotions, interpersonal conflict, and job performance for salespeople. Journal of Business Research, 68(3), pp.623-630.

Pollock, R.V., Jefferson, A. and Wick, C.W., 2015. The six disciplines of breakthrough learning: How to turn training and development into business results. John Wiley & Sons.

Raab, G., Ajami, R.A. and Goddard, G.J., 2016. Challenges for Global Customer Relationship Management The Primary Challenges Facing Successful Customer Relationship. In Customer Relationship Management (pp. 127-138). Routledge.

Shi, H., Sridhar, S., Grewal, R. and Lilien, G., 2017. Sales representative departures and customer reassignment strategies in business-to-business markets. Journal of Marketing, 81(2), pp.25-44.

Starnawska, M. and Popowska, M., 2015. CSR in family business-ethnocentric meaning socially responsible?.

Verburg, R.M., Nienaber, A.M., Searle, R.H., Weibel, A., Den Hartog, D.N. and Rupp, D.E., 2017. The role of organizational control systems in employees’ organizational trust and performance outcomes. Group & Organization Management, p.1059601117725191.

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