Doskonałość operacyjna w produkcji
Zapraszam do udziału w wydarzeniu, w którym wezmę aktywnie udział. To szansa spotkania wielu praktyków na co dzień pokonujących wyzwania stojące przed przedsiębiorstwami produkcyjnymi.
Reklamacje towarów – zmiany w przepisach konsumenckich
Reklamacje konsumentów – zmiana przepisów
01.01.2023 wejdzie w życie Ustawa o zmianie ustawy o prawach konsumenta, ustawy – Kodeks cywilny oraz ustawy – Prawo prywatne międzynarodowe. Ustawa wprowadza nowe zasady odpowiedzialności sprzedawcy i gwaranta za jakość sprzedawanego towaru.
Wraz z wejściem w życie Ustawy zaczną funkcjonować trzy podstawy prawne do złożenia reklamacji wynikające z przepisów Ustawy o prawach konsumenta, Kodeksu cywilnego i gwarancji przy sprzedaży. to kolejna, trzecia w ostatnich dwudziestu latach zmiana przepisów regulujących reklamacje towarów i usług. Zmiana nie jest radykalna, ale modyfikuje uprawnienia konsumentów wobec sprzedawców. Rozszerza też zakres odpowiedzialności tych ostatnich w porównaniu do części dotychczasowych regulacji.
Zapraszam do udziału w szkoleniu Prawne aspekty sprzedaży – reklamacje. Program szkolenia dedykowany jest pracownikom bez wiedzy prawnej, którzy na co dzień obsługują klientów. Poza reklamacjami omówione zostaną wszelkie możliwe roszczenia odszkodowawcze ze strony klientów oraz zasady sprzedaży na odległość (Internet, telefon).
Zapraszam do kontaktu.
Implementing changes in the sales department. Part 9/12. Stage VII – Staff changes.
The consistent implementation of the process of implementing changes and the motivation system presented in previous stages was aimed at assessing the team’s potential and raising the competence of its individual members. The openness of individual employees to changes and the introduction of a work model was also examined. As a result of the implementation of these stages, the quality of staff will be verified in the context of meeting the criteria of the competency model adopted as the expected ‘model’ of the employee. As a result of this analysis, it may be necessary to end cooperation with some team members. The reason for this decision will most often be the individual attitude of employees throughout the entire cooperation. From the point of view of further cooperation, disqualifying features and behaviors are:
- Reluctance to change,
- Open, unobjective and emotional critique of superiors and proposed new solutions,
- Not taking action as a result of official orders or apparently carrying them out,
- Inciting other team members to protest against implemented changes,
- Reluctance to develop further,
- Exorbitant and non-objective assessment of one’s own competences.
When assessing such decisions in retrospect, it should be emphasized that they are necessary and have a positive impact on changing the attitude of other employees. Thus, negative factors affecting relationships within the team are eliminated. From a managerial point of view, the decision to terminate cooperation should be transparent for the entire team. The manager should also show that he is not hostage of his own employees.
Implementing changes in the sales department. Part 8/12. Stage VI – Determining the employee’s competence profile.
Employees of customer service and sales should be people who understand customers from the emotional side and be able to reach their shopping motivations. In addition, they should have a key feature which is the ability to be entrepreneurial when working with clients. This is due to the complexity of the tasks performed and many factors affecting the sales result. Optimal use of all commercial opportunities (e.g. speed of order processing, selection of appropriate transport, quick establishment of internal production plans, organization of meetings with clients) allows for better economic results. This means that the priority is to instill in employees an economical approach to sales and customer service – “work as if it was your company!”.
It is therefore crucial to create an appropriate organizational culture in the entire department, which would be transferred to employees of other departments during their daily relations. This culture is also to be a showcase for customers who quickly understand its features:
- Flexibility for customer needs,
- Quick response to customer inquiries,
- Precise answers,
- Openness to new projects and challenges.
The above list is a manifestation of the implemented organizational culture noticed by customers. From an internal point of view, sought candidates and current employees should have the following competences:
- Self-discipline – the ability to perform tasks on time and in good quality without the need for continuous managerial supervision,
- Readiness to achieve goals within the team – the ability to cooperate with team members regardless of their role,
- Openness to new ideas,
- Honesty,
- Regularity and good organization of own work.
The above-mentioned features are the foundation of the employee’s competency model from the interpersonal side.
Implementing changes in the sales department. Part 2/12. Premises for managerial decisions.
When making managerial decisions, it should be noted that sales teams usually have large but unstructured market knowledge. Additionally, individual employees present a different attitude (openness) to proposed changes. Therefore, you should take the following approach related to the personnel functions in the sales department:
- First, catalog the tasks performed by employees,
- Then diagnose the intensity of these tasks and distribution to individual team members,
- Perform a full mapping of the customer service process to be able to identify step by step its positive elements building a stream of value for the customer, and those points that for the final recipient did not constitute any added value,
- Present and discuss with the whole team the conclusions of this analysis and ask for an opinion on the proposed directions of change,
- Start implementing changes and monitor implementation progress,
- Engage directly in processes.
In this process, the manager should assume the position of an active participant in changes, involving all interested employees in order to obtain the widest possible perspective and dynamics of reorganization.
In the context of the process of implementing changes, the manager should be guided by his own concept, which will be based on a checklist that allows analyzing the organization in terms of the value stream for clients. This may be due to the following premises:
- The team has not previously dealt with modern management systems,
- Employees are apprehensive, mainly afraid of job losses,
- The pay scale is below market standards,
- Recruitment of new team members is time consuming and requires significant expenditure (team verification will be unavoidable anyway),
- It is necessary to motivate employees to learn new things and perform more demanding tasks.
It should be remembered that a manager cannot suddenly or drastically make a slowdown or even stop the sales and customer service processes. Therefore, the manager should adopt the concept of implementing changes based on intense motivation factors that will lead to increased involvement in work and building employee openness to new challenges. The basis for all decisions made will be team cooperation as a basic element of work culture in the entire sales department and the company.
Warsztaty menedżerskie
Miałem przyjemność zrealizować trzydniowe warsztaty dla jednej z firm technologicznych. Głównym tematem był rozwój kompetencji menedżerskich, a w szczególności zarządzanie czasem i relacjami w zespole.
Mobilność polskich pracowników w europie – seminarium
Będę miał przyjemność wziąć aktywny udział w seminarium pt. Mobilność polskich pracowników w Europie, które odbędzie się w dniu 05.10.2019 w Gdyni. Zmieniające się otoczenie polityczne, prawne oraz ekonomiczne w Europie z całą pewnością dostarcza wielu pytań o przyszłość rynku pracy na Starym Kontynencie.
Poniżej program seminarium. Ja będę miał przyjemność być jednym z panelistów.
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