Encouraging employee to be polite?!

[debbiem]

We're commercial and industrial heating engineers. Our engineers visit customers sites and service or install heating systems. Obviously they need to be able to communicate verbally with the customer and give a good impression.

We have an engineer who is very good at his job, hard working, honest, reliable, etc. etc. He's been with us for two years.

The only issue we have with him is his manners! He doesn't mean to be rude, but he is naturally very abrupt to the point of rudeness. This was quite a shock when we first took him on, and if he didn't have all of the other good attributes we wouldn't have kept him.

I'm aware that he probably doesn't come across very nicely to customers until they get used to him.

I'm wondering if anyone has any suggestions on how to either discuss this with him, or to be more diplomatic, can anyone suggest a course we could send him on?

Thanks,

Debbie

 

[IanG]

If that's his character then he'll probably want you to address the problem directly rather than any sort of diplomacy or course.

If this is genuinely causing you some problems in business then make the business case that being nice is more profitable.

If its not then consider how much of an impact you'll have or indeed whether its actually necessary - if he's doing the job and a bit introvert then he's doing the job. Unless its also in his contract to smile. Some people just prefer doing the job.

 

[IanG]

until they get used to him.

One other thing - whose problem is this?

 

[Newchodge]

have you had any customer complaints, or are you just worrying they may be unhappy?

if you have had a recent complaint you could habn a discussion on that.

 

[Ian J]

If this is genuinely causing you some problems in business then make the business case that being nice is more profitable.

I wouldn't use the word nice as he probably is being nice even if abrupt in manner. "Friendly" is probably a more appropriate word to use

 

[Gecko001]

If he is just a bit abrupt and direct with customers that might be OK. Nobody will expect him to behave like a hotel reception clerk. However, if he is swearing in front of customers or even using any kind of language which might offend customers or in fact any of the staff, then you need to tackle it in my view dealing with that actual words that he uses. Hints about being nicer or friendlier are just too vague and a bit meaningless. He might not be a very nice or friendly person, but if he gets the job done and does not cause offense with regard to language then I cannot see why there should be an action taken either formally or informally.

 

[simon field]

Buy him a week's worth of 'Mr Grumpy' polo shirts!

 

[Clare@ClarityTaxation]

Whether or not it's an issue I think depends on the whole experience a customer has with your company. If I called to book an engineer and the customer service was lovely but the engineer was a grump I'd be fine about it - he doesn't need to be my friend he just needs to do a good job and grunt an affirmative when I offer him a cuppa. As long as you invoice promptly, do a good job and don't charge a stupid fee I'd be fine with it personally

As above though, if he swears or is nasty that's a different thing, and not acceptable.

 

[Vectis]

If, as you say, his manners came as a shock to you - and you are his employer and work with him, so you're perhaps more used to it - then goodness knows what your customers think of him?

Have you tried ringing some clients after he's visited to get some general feedback - not just on that issue but it would give your customers a chance to say if there was something wrong with his manner.

 

[KerryDoingFine]

I think in a customer facing role he signed up to deliver a great customer service, and that includes the experience customers have while interacting with him. I would say yes don't beat around the bush but just sit down with him, (if you have monthly reviews that would be a good time to do it) - if not, maybe implement them. I think it would be useful to set some objectives for his job role if they haven't already been set as well. Visit customers, repair faults, etc. But make one of the objectives around delivering an outstanding customer service. Then you at least have something to discuss his communication issues around.

I think it also depends how bad his communication is. Some people are just naturally abrupt, but may still smile etc. If a customer makes a witty remark. Some employees just point blank have an attitude problem, and I guess you need to figure out which one of these two categories your employee falls in to.

So if they are just oblivious to the impact their poor communication is having on the customer relationship / experience, you can train him, but if it's more a deliberate act of hostility towards your customers, I'd say the disciplinary route would be better.

Either way I think an honest and open discussion about the problems as you see them and time for him to explain how he perceives things would be a useful starting point.

Best of luck

 

[soundengineeruk]

I have managed engineers, who great at what they do, but if they cannot communicate with people effectively, then It is shape up or ship out..

Harsh I know, but when I recruited engineers replacing the ones shipped out, I went with personality & communication skills followed by technical aptitude with their drive to learn/self develop themselves.

It is easy to teach technical skills than communication skills..

Yes, took time to get them up their technically on individual level, however having a balanced dynamics with the team meant they all worked together and helped each other out..

 

[Frequent_nomad]

There's a difference between skill and will. You can train people and inform them of how you expect them to perform and act, but if they have no will to do so... well that's handled very differently

 

[debbiem]

Some great answers and feedback, thanks everyone.
I haven't done or said anything yet, still thinking about it!

 

[Jeff Nev]

Maybe, if the budget is there you could look into some training for small groups of employees that may 'coincidentally' happen to include said engineer. Most soft skill training courses, in my experience will cover tone and body language. Facilitation skills, assertiveness and confidence, leadership - etc. If the course itself doesn't prompt change, maybe you could make less than subtle hints at why they were included on the course in the first place. Just a thought, hope it helps!