In the face of severe competition, Jones Lang LaSalle has launched an in-house training programme for all its staff
THE PROPERTY MANAGEMENT sector is fiercely competitive on price and service levels. Typically, contracts are signed for two or three years and detailed performance reviews may take place as often as every six months.
'That means if we want to renew contracts or secure extra business we have to keep raising standards,' said Eric Lee, international director and head of management solutions in Hong Kong for Jones Lang LaSalle. He added that success in the industry depended on how well staff dealt with clients, making customer service a top priority.
With this in mind, the company decided to launch its own 'Service A+' training programme. Representatives from nine in-house functional committees devised it and then refined the concepts to cater for needs at all levels of the organisation.
Mr Lee said members of staff ranged from ambitious university graduates to technicians, cleaners and security guards who might not have completed secondary education. 'The challenge was to ensure each person had a clear understanding of the principles of customer service and applied them during their day-to-day work. Since this is a 24-hour business, every employee on each shift had to realise the part they could play,' he said.
Rather than turn to external consultants, the company trained about 50 in-house trainers, known as 'service angels'. They were volunteers drawn from different parts of the company and recommended by a supervisor or manager. The basic qualifications were to have more than five years' experience, good communication skills and a broad knowledge of the business. Each took on the role of trainer in addition to their normal responsibilities.