Activity plan for improving the quality of bank settlement 1 This plan is formulated to further improve the service quality of outlets, further promote the renovation project of "winning in the lobby and winning in outlets", deepen the 6S management of outlets, enhance their marketing and service capabilities, and establish a good service brand image.
First, the general idea.
The general idea of improving the service quality of outlets of the whole bank in 20xx is to implement the work arrangement of the new Party Committee, practice the service culture of "customer first and consistency", take customers as the center, take management as the cornerstone, take innovation as the driving force, strengthen service control, strengthen refined management, promote team building, improve customer viscosity, and promote outlets from transaction settlement type to marketing service type and consultant on the basis of consolidating the "two standards" of outlets.
Second, the work objectives
Based on the above general ideas, the specific objectives of improving service quality in 20xx are:
(1) The service level of employees has been significantly improved. Customer-centered, the first question responsibility system is implemented, customer satisfaction continues to improve, and the "mystery man" inspection of outlets has reached an excellent level, striving to reach more than 90 points.
(2) The service skills of employees have been continuously improved. The service marketing team continues to grow, and the professional service ability continues to strengthen. 500 training outlets (times), equipped with retail business trainers.
(3) The renovation of outlets was accelerated. More than 30% outlets were introduced for the promotion of renovation projects throughout the year. During the implementation of "soft" import, the above outlets must also complete the import of 6S management.
(d) The number of complaints about network services dropped significantly. Establish a perfect complaint handling mechanism to achieve "timely detection and effective control" to prevent customer complaints from escalating, and customer satisfaction will reach over 85%.
(v) The work of establishing network benchmarks has progressed steadily. Realize the establishment of network demonstration units and the selection of service stars, ranking among the best in the province.
(VI) The service efficiency of outlets has been significantly improved. Accelerate scientific and technological innovation, optimize the service process of outlets, establish services such as reservation queuing and free filling, and greatly reduce the waiting time of customers in line.
Third, the work measures
The improvement of service quality of outlets is not only directly related to the improvement of market competitiveness of outlets, but also related to the success or failure of outlet transformation and the quality and efficiency of retail business transformation. In this regard, banks should attach great importance to it, take effective measures seriously, and do a good job in the following aspects:
(1) Strengthen the management and control of network services and improve the level of service standardization.
1. Objective: Through the continuous refinement of daily work, strengthen the management and control of network service, expand the scope of on-site inspection of "Mystery Man", increase the frequency of off-site video inspection, and establish a three-dimensional and multi-level service monitoring system; Optimize and integrate the service inspection indicators of outlets, increase the weight of short-board indicators, add transformation evaluation indicators, and establish a dynamic and differentiated service inspection index system; Effectively use the service inspection results, strengthen positive incentives, and ensure the steady improvement of service quality and customer satisfaction of outlets throughout the Bank.
2. Contents and measures.
Sales department:
(1) In the first half of the year, the "Assessment Scheme for 20xx outlets of provincial branches" was formulated and issued, and the "two standards" off-site inspection of outlets of the whole bank was carried out every week through the video networking monitoring system, and the problems found were directly included in the annual performance assessment service quality evaluation project of the whole bank, and the inspection and rectification notice was issued to all branches once a week.
(2) In February, the preparatory work for outsourcing the "Mystery Man" inspection by third-party consulting organizations was completed, and the "Mystery Man" on-site inspection was started. The business department will organize a "mystery man" inspection once every quarter, covering at least all branches and 60% of outlets in each period, re-examining outlets with poor service below 85 points in the previous period, and conducting video surveillance inspections at least twice, with the annual inspection coverage rate reaching 100%. Hold a briefing on the "mystery man" inspection. The main venue is the three tier-one branches and related outlets ranked last in this score.
(3) From April to May, actively promote the establishment of 20xx "Qianjia" outlets. The outlets preparing to declare "Thousand Best" should speed up link transformation and facility construction, strengthen team management, service management and cultural construction, and improve marketing ability and service quality.
(4) At the end of August, organize the establishment of "five-star" service outlets and recommend civilized and standardized service demonstration units of China Banking Association.
(5) Before the end of September, a service quality bulletin board will be added in the local area network of the business department to carry out off-site inspection of outlets with "two standards". Discover advanced demonstration models, publicly commend them, and publicize violations in informed criticism.
(6) Integrate the retail business trainer team and establish a quick repair team, which can be divided into morning meeting group, professional image group, lobby manager group and teller group, and use off-duty time to quickly introduce various problems exposed in the "mystery man" inspection, off-site inspection and on-site inspection to avoid excessive concentration and waste of resources.
Branches and outlets:
(1) All branches should strengthen the daily management and training of business outlets, increase the intensity of rewards and punishments, scientifically formulate flexible scheduling plans by dispatching videos, visiting outlets irregularly, etc. Tier-1 branches should conduct off-site inspections once a week, and the monthly comprehensive inspection coverage rate should be no less than 100%. Quarterly inspection reports should be copied to business departments in the form of official documents.
(2) All outlets should give full play to the role of morning meetings, focusing on scenario drills, new product learning, 6S management learning, marketing practice and interactive innovation. The president of a tier-one branch shall attend the morning meeting of the branch at least once a month, and the president in charge of the branch shall attend the morning meeting once every two months, conduct video spot checks and on-site supervision, and establish relevant information ledgers. Branches are not allowed to modify the morning meeting and open the door to welcome guests, and other processes must be reported for approval step by step before implementation.
(3) The lobby manager must be on duty around the clock during business hours. When the full-time lobby manager is not on duty for some reason, the outlet shall implement the post handover system of the lobby manager to ensure that the lobby manager 100% is on duty. The person in charge of the outlets and the lobby manager should take the responsibility of supervision, and urge the tellers to keep the counters clean and tidy according to the "6S" standard and the requirements of "Seven Steps for Tellers", so as to achieve unified handle, two-handed delivery and "five-tone" service, ensure accurate positioning of items, and prohibit personal items from appearing in the sight of customers.
(2) Strengthen the allocation of marketing personnel and enhance the overall actual combat capability.
Objective: By strengthening the staffing and training of each position, especially the marketing personnel, to establish a professional team with the person in charge of the outlets as the core, including lobby managers, account managers, financial managers and non-cash tellers, which can effectively straighten out the business scope of each position, give full play to the role of channel diversion and improve the service efficiency of outlets.
(1) Relying on the backbone of this line, the team of retail business trainers and the teachers of the third-party training institutions, the training courses are designed in a targeted manner, and the training of key positions of the retail business team is organized by levels, posts and stages, so as to improve the actual combat ability of employees in key positions. Strive to train more than 500 marketing personnel in rotation throughout the year, and train at least 1 product lecturer (part-time) at import outlets, so as to improve the ability of outlets to hold customer financial salons and improve the level of customer development and product marketing. 1-organized a 5-day "Spring Action" marketing service training course in March.
(2) Gradually increase the proportion of network marketers. Study the labor combination of outlets one by one, take measures such as adding machines and reducing cabinets, increasing pressure and reducing points, and gradually equip and equip powerful marketing personnel in combination with campus recruitment to ensure that the proportion of marketing personnel in outlets reaches more than 50%. All outlets are equipped with at least 65,438 full-time lobby managers and 65,438+0 non-cash tellers, boutique outlets are equipped with at least 65,438+0 individual account managers, financial centers and business departments are equipped with at least 65,438+0 financial consultants and 65,438+0 assistant lobby managers, so as to establish a team of individual account managers that can meet the requirements of VIP customer scale and effective household management, and effectively improve the marketing services of outlets.
(3) Do a good job in building a team of lobby managers. Each branch should tap the potential and increase staff, and be fully equipped with a strong hall manager team. Establish the selection and appointment mechanism of the lobby manager (assistant manager), strictly implement the access standards of the lobby manager, organize open recruitment within the jurisdiction, and effectively select employees with strong communication skills, professional skills, marketing skills and management skills to the lobby manager position. According to the requirements of the Notice on Forwarding the Opinions of the Head Office on Further Strengthening Grass-roots Management, all branches should implement the post responsibilities and benefits of full-time lobby managers joining the management team of outlets, enhance the position and role of lobby managers in the on-site management of outlets, establish a management team composed of the person in charge of outlets, operation directors and lobby managers, give full play to the on-site management and control role of lobby managers, and realize scientific management and effective linkage inside and outside outlets.
(4) Strengthen the management of retail business trainers. According to the requirements of the Notice issued by the Head Office, the requirements of "at least 2 retail business trainers for tier-two branches, at least 1 for branch headquarters and at least 2 for branch headquarters with outlets exceeding 10" were implemented, and a working group of retail business trainers was established, which was managed by the Personal Finance Department of the business department under centralized management, and engaged in service management, transformation, promotion, service marketing skills training and product knowledge promotion. At the same time, in accordance with the relevant requirements of the Measures for the Administration of Trainers in Retail Business of Agricultural Bank of China, we will implement the responsibility of trainers' outlets and the assessment management of points, supervise trainers to provide service guidance to linked outlets, and establish points management files. Trainers with unqualified points and unfulfilled responsibilities will be eliminated and withdrawn in time.
(3) Strengthen transformation and introduction and 6S management to enhance the comprehensive competitiveness of outlets.
Objective: By introducing soft transformation and "6S" management, we can effectively straighten out the job responsibilities, improve and optimize the marketing service process, introduce total performance management, standardize the positioning of the counter, sort out the goods and facilities, effectively improve the refined management level of the outlets, promote the service culture of the outlets, and promote the transformation of the outlets from transaction settlement type to service marketing type.
"Two-in-one promotion" is led by the sales department. According to the implementation plan of the transformation project "Win in the Lobby, Win in the Network" of the provincial branch, the project management was promoted with the mode of "12 1" and "6S" management was introduced. The overall goal of 20xx project promotion is to complete the introduction of 30% outlets, and all outlets above the boutique are completed.
(1) to (1), organize internal training personnel in the whole jurisdiction to carry out a pilot project in the business hall of the sales department, explore an effective replicable promotion model, determine the list of import outlets this year, make an import plan this year, and hold a soft transition project promotion kick-off meeting.
(2) In April-165438+ 10, combined with the actual situation, retail business trainers were the main force, and the sales department tracked the import situation on a monthly basis.
(3) Conduct another acceptance check on the promotion outlets on a regular basis every year, and strengthen the supervision and inspection, effectiveness acceptance and experience summary of the import work. The number of spot checks in each period is 50% of the planned number of demonstration outlets in the current period.
Formulate and introduce the soft transition assessment method for outlets, clarify the cost incentive policy, organize spot checks on the transition outlets of branches, supervise the branches with slow progress in the construction of demonstration outlets and weak execution and driving force, and incorporate the acceptance results into the comprehensive performance assessment of the whole bank.
(4) Strengthen the promotion of theme activities and enhance the penetration rate of service culture.
Objective: By organizing a number of service theme activities, we will strengthen the service awareness education of network employees and strengthen the infiltration and solidification of service culture concept among employees.
(1) Carry out "Typical Service Exhibition" activities. Organize the selection activities of "Service Star" and "Smile Ambassador". On this basis, each branch should carefully select the service mode, organize the publicity activities of the service mode within its jurisdiction in combination with the marketing activities of "sending education to the grassroots" and "six promotions" of key retail products, and create a good service atmosphere throughout the bank through benchmarking.
(2) Carry out the "Service Creative Competition". Sub-branches should carry out personal financial marketing skills competitions, morning meeting competitions and essay-writing activities to stimulate the sense of ownership of front-line employees of outlets and consciously safeguard the service image of banks.
(3) Carry out "service experience" activities. Branches should organize "peer service experience" activities, arrange outlets' employees to experience services at advanced outlets in the same industry, find out the advantages and disadvantages of their own services, conduct a review against themselves, and take the form of discussion, speech, debate, suggestions and suggestions, so as to make the best use of the situation and cultivate employees' positive team spirit.
(4) Strengthen the cultivation of network service culture. Promote the network culture of "daily 1% progress", make the daily progress a quantifiable and visible effect, and stimulate employees' sense of ownership through various tools such as network totem, singing bar and progress manual.
(5) Strengthen the support of scientific and technological innovation and improve service efficiency.
1. Purpose: Comply with the development of e-banking and the trend of Internet finance, improve service functions by using scientific and technological means, optimize customer service processes, strengthen systematic management of high-quality customers, and realize service visualization and manageability.
2. Contents and measures:
(1) micro-marketing. The use of emerging media, such as WeChat, Weibo, Microfilm and other new media, to achieve product and service promotion, brand communication and other full chain integration, effectively improve the marketing level and service quality.
(2) Strengthen employees' use of satisfaction tester, report to outlets and sub-branches with low frequency of off-site inspection, and report to sub-branches within their jurisdiction on a regular basis.
(3) Make full use of the system to identify customers, segment customers and maintain marketing customers by scientific and technological means. Strengthen the training of internal related systems, give full play to the advantages of the system, give full play to the functions of system identification, segmentation, maintenance and marketing, accelerate the unified identification of customers, and promote the construction of the service system for large customers.
(six) to strengthen staff service awareness, improve customer satisfaction.
Objective: To enhance consumers' understanding and cognition, earnestly safeguard consumers' legitimate rights and interests, properly handle disputes, and safeguard consumers' confidence and trust in the banking industry.
(1) implements the first question responsibility system. All branches should strictly implement the "first inquiry responsibility system", implement the requirements of "who receives and who is responsible", respond enthusiastically and promptly to consumers' financial service needs, and take necessary help measures. If the customer's demand for financial services exceeds his/her work authority, he/she shall promptly report to the superior supervisor and initiate emergency or emergency measures; Practical measures should be taken to correct employees' rigid implementation of the system, and educate and guide employees to enhance their service awareness.
(2) Pay attention to the differentiated services of special consumer groups. Strengthen the daily training and education of employees, and enhance their awareness of caring for and serving disabled customers; Set up barrier-free ramps or barrier-free service facilities at outlets with high-quality products and conditions, and set up a love window for the disabled to provide priority services. Conditional outlets are also equipped with convenient facilities such as wheelchairs and hearing AIDS to ensure that disabled customers can handle business smoothly. For special groups such as the old, the weak, the sick and the disabled, we will open up a green channel for financial services, arrange special personnel to guide services, give priority to handling windows, appropriately simplify service processes and improve service efficiency. In the case that customers can't handle business in person for some reason, we advocate active door-to-door service to meet customers' personalized and professional financial service needs.
(3) Continue to carry out public education activities. In accordance with the principle of "continuous advancement, steady advancement, focusing on key points and long-term", we will continue to carry out in-depth financial publicity and public education activities, effectively enhance public awareness of bank products and services, and enhance the awareness and ability of bank consumers to protect their rights.
(4) Attach great importance to customer complaints and guard against reputation risks. Each branch can refer to the management methods and procedures for handling customer complaints issued by the provincial bank, formulate a quick, standardized and transparent complaint handling mechanism, implement standardized service terms and service procedures, and realize the standardization of complaint handling procedures, dispute handling, legal review and external reply. Marketers, such as the person in charge of outlets, should enhance their sense of crisis, deal with objections and effectively solve complaints when customers complain. Problems that can be solved within the authority of outlets should be solved on the spot; If it can't be solved, it should be reported to the superior in time. The person in charge of each branch and the lobby manager should be on duty, to ensure that the person in charge is on duty at the business site every day, to ensure smooth communication for 24 hours, and to report relevant information according to procedures.
Three. Relevant evaluation policies
(1) service quality evaluation and soft transfer assessment policy of outlets. First, the service quality assessment methods of outlets, the soft switching of outlets and the promotion of 6S management are included in the comprehensive performance assessment of the whole bank; Second, the staffing rate of retail marketing personnel, the completion rate of full-time retail business trainers and the staffing rate of full-time lobby managers will be included in the comprehensive assessment of retail business in 20xx.
(B) "Mystery Man" assessment reward and punishment policy.
In the inspection of the head office or provincial branches, the top five outlets in the business department and the current score of 90 points or more will be rewarded. If the annual average score of business outlets is above 90 points and ranks in the top three in the whole jurisdiction, the business department will commend the outstanding outlets with "two standards" and give performance rewards. If the score of outlets is less than 85 points, the performance salary of outlets will be deducted; If the score is less than 80 points, performance pay will be deducted.
(3) Off-site inspection reward and punishment policy
In the off-site inspection of provincial branches and business departments, if the score of outlets is less than 85 points, the performance of outlets will be deducted; If the score of the outlet is less than 80 points, the performance of the outlet will be aggravated.
(four) demonstration units to create incentive policies.
Who won the "Top 100", "Top 100" and provincial demonstration outlets of China Banking Association, the business department will give corresponding supporting rewards. Individuals who have won the honorary titles of service categories such as China Banking Association, Agricultural Head Office and provincial branches will be rewarded with performance pay.
Fourth, the job requirements
All branches should attach great importance to the improvement of the service quality of outlets, take the improvement of the service quality of outlets as a lifeline project, and take effective measures to comprehensively improve the service quality of outlets.
(1) Attach great importance to and strengthen organizational leadership. The business department has set up a leading group for "improving the service quality of outlets", with the head of the department in charge of retail business as the leader and the general manager of the personal finance department as the deputy leader. Members are mainly responsible for finance and accounting department, operation management department, personal finance department, credit card and e-banking department, information technology management department, human resources department, working committee office and supervision department, and are responsible for organizing and leading the service quality improvement plan of outlets under their jurisdiction. The leading group has an office attached to the personal finance department, which is responsible for the overall planning, departmental coordination and deployment of activities. Each sub-branch shall set up a corresponding leading group to coordinate the improvement of the service quality of the bank's outlets, and formulate the activity plan and implementation details of the bank according to the overall planning of the business department, and implement them at different levels.
(two) careful deployment, strengthen the evaluation. Branches should combine the content of improving the service quality of outlets, reasonably match the financial expenses resources, and increase support for the service quality improvement activities of outlets. In the promotion of key products, VIP customers' activities, evaluation and reward. We will provide necessary policy resources, improve the enthusiasm and initiative of network personnel in service marketing, and promote the smooth completion of various objectives and tasks. It is necessary to formulate detailed and operable evaluation and acceptance criteria, clarify responsibilities, and prevent unclear responsibilities from affecting the effect of improving service quality. At the end of the year, the business department will evaluate the service quality improvement activities of all banks, and will hold the branches accountable if the service quality improvement is not in place.
(3) Strengthen supervision and publicity. Branches should mobilize widely, increase publicity, base on local characteristics, combine comprehensive marketing activities such as "Spring Action", "Passion in Summer", "Winning in Autumn", "Financial Knowledge Traveling to Wan Li Road" and "Traveling to Hundreds of Counties and Thousands of Townships", innovate activity forms, refine activity plans, organize them in an orderly manner, and expand the influence and scope of the activity of "improving the service quality of outlets". At the same time, branches should establish a monthly report system to improve service quality, report and summarize the activities and achievements in a timely manner, increase the propaganda of "improving service quality", constantly create a good public opinion environment, and expand the effect of activities.
The second activity plan to improve the quality of bank settlement is to reverse the unfavorable situation that the service quality of our bank is in the bottom of the province. According to the spirit of the Notice on Improving the Service Quality (Huaiyou Yinfa [20xx] No.36) and the Notice on Printing and Distributing the Inspection Standard for Mysterious Persons in Jiangsu Branch of China Postal Savings Bank (20xx Edition) (Suyou Banking [20xx] No.21) in 20xx,
First, the establishment of service quality improvement work leading group.
Team leader: Liu Shikang
Deputy team leaders: Jeff and Tao Yahui.
Members: presidents and department heads of tier-two branches. The comprehensive business department is responsible for improving the service quality of the whole region.
Second, the service quality improvement work purpose:
First, through drills, training, inspection and other means, the service quality of outlets will be rapidly improved to achieve the effect of improving the operating performance of outlets; Second, through the implementation of inspection, rewards and punishments and rectification work, the service quality will be continuously improved.
Three. Annual goal of improving service quality
(1) The service inspection score of "Mystery Man" in the provincial bank ranks among the best in the whole region 15 outlets, with a score of over 98 in the fourth quarter.
(2) The customer complaint rate of 95,580 customers is at least 40% lower than the basic value of 20xx.
Four, service quality improvement is divided into three stages.
(1) The first stage: 20xx65438+10-April, which is a self-examination and rectification stage, and the service inspection score of the whole province is above 92 points.
(2) The second stage: May-August of 20xx, which is the stage of reaching the standard, and the service inspection score of the whole province is above 95 points.
(3) The third stage: September 20xx-June+February 5438, which is the promotion stage, and the service inspection score of the whole province is above 98 points.
Five, rewards and punishments:
(1) The following reward and punishment targets are the presidents of tier-two branches.
(2) Awards:
1, in the fourth quarter, all outlets scored more than 98 points in the service inspection of the whole province, and 300 yuan was rewarded for reaching the standard in advance every quarter.
2, the local network service inspection score reached the stage score requirements and ranked in the top 2 in the region, respectively, reward 500 yuan.
3, outlets throughout the year without assessment work order reward 500 yuan.
(three) assessment: the top 200 outlets in the province are not assessed;
1, stage 1, stage 2
If each outlet fails to complete the scoring plan in the first and second stages, the assessment will be 1 1,000 yuan, and the assessment for each difference in 200 yuan will be 1 minute. Namely:
Assessment = 1000+ (target score-score) *200 yuan
2. The third stage: the service inspection scores of branches in the province rank at the bottom of the province 100 and the scores are below 98 (excluding 98), and the branches are assessed at 20xx yuan; After the countdown, 10 1-200 people will be evaluated 1000 yuan; And the score is lower than 98, and 200 yuan is evaluated for every difference 1 minute. Namely:
Examination = 1000 (20xx for reciprocal 100)+(98 points) *200 yuan.
3. If the service inspection scores of outlets in the whole region rank in the last two places in the whole region, each difference of outlets 500, 300 yuan and 200 yuan will be assessed 1 point respectively.
4, the same problem occurs repeatedly or the superior key rectification project points double assessment.
(4) Other rewards and punishments
1. If the customer likes it in writing or through 95580 and 96086, each reward will be 100 yuan; Those who are praised by major media at the county, city, province and national level will be awarded 200- 1000 yuan each time.
2. Service innovation (featured service, differentiated personalized service): firstly, it is used and reported to the county bank, and if it is approved by the leading group for improving the service of the county bank, it will be awarded 200-500 yuan each time.
3. Those who win prizes or score the highest in service competitions and drills at all levels will be awarded RMB 100- 1000 yuan each time as the case may be.
4. During business hours, there are unnecessary documents, statements and articles for business transactions outside the equipment within the sight of customers in the business hall. 100-200 yuan. Raise your hand when using the pager, and deduct 100 yuan/time if there is no queue for the outlets that don't use the pager and find new customers. Tellers should ask customers to wait one meter away in order when they find other customers who have not handled business gathered around the counter. If they don't do this, they will be deducted 100 yuan/time. There shall be no irrelevant or irregular posters and billboards in the business hall, and relevant publicity shall be hung neatly. Failure to do so should be assessed as 100-200 yuan.
5. The branch manager fails to apply in time if the articles in the fixed position are lost or damaged.
6. Due to subjective reasons such as service attitude and business skills, customers have reason to complain about each assessment-500 yuan. The negative reports, exposures and circulars of county, city, province and national media or supervision units were investigated and dealt with, and each 1000- 10000 yuan.
Specific measures and requirements of intransitive verbs
(a) to carry out the inspection by combining on-site and off-site methods.
(1) Off-site inspection is conducted by reading and monitoring. The branch manager must provide video time slots according to the requirements of the county inspector for each inspection, covering all the contents of the "Mystery Man" inspection and all the high and low cabinet tellers, lobby managers (assistants), security guards and other personnel, scoring according to the Mystery Man inspection standard, and punishing according to the first standard of this scheme.
(2) According to the problems existing in the 20xx "Mystery Man" inspection and the 20xx "Mystery Man" inspection standard, rectification shall be carried out in stages:
The first stage, 20xx,1-April, focuses on the hardware upgrade of outlets. Details are as follows:
1, three outlets have seen that the store recruitment knowledge is not clean, and many times, each outlet is required to find a cleaning company to clean it regularly according to the specific situation;
2. Post and scribble advertisements outside the door, and ask the branch to arrange the first person to visit the outlets every day to check the situation inside and outside the business hall;
3. Before going to work every day, the person in charge of the outlet arranges the lobby manager to check the signs in the business hall, the opening of the money counter, the sundries in the greening and the warm reminder board, and make irregular inspections during the business period, and immediately rectify any problems found;
4. The documents are not placed neatly, the order in front of the counter is not maintained in place, the low cabinet does not handle business, the service supervision board is not placed, and the lobby manager does not perform his duties in place;
5. If the UnionPay logo cannot be used and posted normally in the self-service area, the sub-branch will arrange compliance personnel to add banknotes in time, and replace the logo immediately if it is damaged. At the same time, the secondary branches need to repair, replace and adjust the walls, floors, business billboards and store signs. The inside and outside of the business hall and the self-service area shall be inspected according to the "Mystery Man" inspection standard of the business outlets of Jiangsu Branch of China Postal Savings Bank, and a written report shall be made to the corresponding departments of the county bank. Hardware facilities must be rectified in the first stage. If it is found that the hardware will be deducted after May, it will be deducted in other places except this plan.
The second stage, May-August of 20xx, is mainly to rectify the software. Details are as follows:
1, the lobby manager's clothing is not standardized, such as shoes are not black, and more jewelry is brought. ;
2. The low cabinet teller uses the mobile phone (which has nothing to do with business);
3. The teller failed to achieve four-tone service: greeting (greeting or asking about business type), question and answer (answering customer questions), singing and paying (confirming the collection amount with the customer when collecting and paying on behalf of the customer), and sending out (saying goodbye politely when the customer leaves, such as "Please walk slowly, please leave, goodbye and welcome to come again");
4. The tariff standards should be memorized;
5. The teller didn't remind the customer to count the money face to face;
6. The lobby manager does not take the initiative to greet customers when he is free, says goodbye to customers impolitely when he is free, and does not properly guide customers;
7. The security guard is not sitting properly, behaving indecently, and does not walk around the hall to help maintain business order. At the same time, it shall be implemented according to the software requirements of China Postal Savings Bank Jiangsu Branch "20xx" Mystery Man Inspection Standard ". From May at the latest, county banks will conduct off-site inspections of outlets that fail to meet the standards, and report them to the assessment in real time. Tellers with problems will stay for training and drills at the party to ensure that the same problems will not occur again. The outlets that fail to meet the standards must leave the tellers who have problems that night to study and practice, and comment at the morning meeting the next day. The outlets shall provide the monitoring videos of study, practice and morning meeting comments to the comprehensive business department of the county branch for inspection.
(b) Strengthen training and drills to upgrade the "software"
The county branch will carry out standardized service etiquette training in March, so as to combine training with drills; Organize everyone to watch the video (Qilu Bank Service Video), learn from the good practices of other commercial banks and apply them to practical work. Since April, outlets have used the morning meeting time to conduct drills every day. Since May, the "software" has been mainly checked, and the "software" is not in place.
(3) Strengthen the inspection in the second stage.
"Software" service is an uninterrupted behavior, and it is also the most difficult to rectify. Therefore, the county service inspector and the sub-director were granted the right to be punished on the spot. If the punished person has any objection, he can appeal to the next higher level. The assessment standard for each point is 200 yuan, and first offenders must participate in evening drills; If the same problem is committed again, 500 yuan will be assessed for each point, and he will attend the training for more than half a day (the training-related expenses will be borne by himself). Ensure that good habits have been basically formed in the second stage of service, and the score is above 95 points. In the third stage, from September, 20xx to June, 65438+February, both software and hardware can be done well, the service quality has been really improved, and the inspection and assessment of outlets that cannot be improved have been strengthened.