Be Different or be dead

March 9, 2015

Why the receptionist behind the counter gets absolutely no respect

Source: Pexels

Why the receptionist behind the counter gets absolutely no respect.

The receptionist is the most undervalued position in any organization, and leaders need to deal with the matter and make it right.

I take no issue with marketing analysts, sales people, finance specialists and business development managers getting attention.

But the lonely receptionist gets very little attention, and it’s just not right.

Consider the facts.

The receptionist position is generally reserved for a new employee.

They are generally hired with minimum compensation and few traditional job skills and credentials are required. They generally possess satisfactory communications and computer skills and have a pleasant disposition about them.

They enter an organization and soon discover that they are undervalued in terms of the impact they have on the organization. Yet they have literally no internal currency.

The it’s only a receptionist attitude pervades. The position occupies the low rung on the hierarchical ladder.

The receptionist is a position with relatively low perceived strategic value. And that’s shameful.

Really?

Who is the face of the organization when someone walks into your offices?

Who is the first voice they hear when they call in? Your lowly receptionist, that’s who.

They control the impression that someone has about who you are and what values you stand for. They control the experience someone has when they engage with your organization particularly when there’s a problem that they have to chase to resolution.

They literally personify the organization’s humanity that is projected to customers and business colleagues. If the receptionist cares, the customer concludes your organization does as well.

Source: Pexels

The receptionist deserves to be viewed in higher esteem and have a voice in how your organization is run.

Ever ask them how your business could be improved?

These are the questions they could answer that will give leaders clues on how performance could move to a higher level:

— What do people generally think of you?
— What rules and policies should be changed to make it easier for people to deal with you?
— How do people feel about the customer service you provide?
— How do you compare with the competition?
— How do people feel about the attitude of employees?
— Do they like the company’s products and services?
— How well do you think employees cooperate in solving a problem a customer has?
— Who in the organization is really helpful in dealing with customer issues?

The answers to these and other questions can be provided by the lowly receptionist if leaders would only include them in strategic and operations matters.

You would be surprised with their answers and the insights they give you to improve your business.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 3.9.15 at 04:54 am by Roy Osing
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