JOB CODE:       2801-2806                                 FUNCTIONAL:            Services and Support

SURVEY JOB TITLE:      Customer Service Mgmt              SUBFUNCTIONAL:     Customer Support

PRIMARY RESPONSIBILITY:

Customer Service Mgmt (Levels 1 through 6): Provides strategic leadership and direction for the delivery of pre- and post-sales services and support to clients/customers. Manages all facets of customer retention (CRM) including participating in the resolution of customer concerns and defining and developing a customer contact strategy. Analyzes operational processes, escalation procedures and performs training needs assessments for identifying opportunities for service delivery improvements and value add to the customer/clients. Develops customer service department procedures. Liaises between customers and manufacturing, sales, field service, order processing and accounting to resolve status, production, delivery and billing inquiries. Reviews warranty claims.  Develops and manages return materials authorization (RMA) processes for ensuring customer returns, exchanges, service and repairs are done with speed and accuracy and all client/customer service delivery issues are resolved. Manages market research to determine special pricing for non‑standard items in the interests of ensuring appropriate profit margins are reached and maintained. Selects, develops, and evaluates personnel to ensure the efficient operation of the function. Survey Tip: If primary responsibility is order processing, match to Order Process Mgmt (2751-2755).

LEVELING REQUIREMENTS:

Level 1:

·          SCOPE:  Receives predetermined work assignments that are subject to a moderate level of control and review.  Directs subordinates to complete assignments using established guidelines, procedures, and policies.          

·          JOB COMPLEXITY:  Works on issues of limited scope. Follows established practices and procedures in analyzing situations or data from which answers can be readily obtained.  Monitors daily operations of a unit or sub-unit.  Requires full knowledge of own area of functional responsibility.

·          DISCRETION:  Erroneous decisions or failure to achieve results may cause delays in schedules.

·          INTERACTION:  Interacts daily with subordinates and/or functional peer groups. Interaction normally involves exchange or presentation of factual information.

·          SUPERVISION:  Provides immediate supervision to a unit or group of employees, assigning tasks, checking work at frequent intervals, and maintaining schedules.  A portion of time is normally spent performing individual tasks related to the unit or sub-unit.  Generally supervises semi-skilled nonexempt employees (i.e., assemblers, operators, clerical).

Level 2:

·          SCOPE:  Receives assignments in the form of objectives with goals and the process by which to meet goals.  Provides direction to employees according to established policies and management guidance. Administers company policies that directly affect subordinate employees.  Recommends changes to unit or sub-unit policies.  Management reviews work to measure meeting of objectives. 

·          JOB COMPLEXITY:  Works on issues where analysis of situation or data requires review of relevant factors.  Exercises judgment within defined procedures and policies to determine appropriate action.

·          DISCRETION:  Erroneous decisions or failure to achieve results will cause delays in schedules.

·          INTERACTION:  Frequently interacts with subordinate supervisors and functional peer groups.  Interaction normally requires the ability to gain cooperation of others, conducting presentations of technical information concerning specific projects or schedules.

·          SUPERVISION:  Provides direct supervision to exempt employees and/or skilled, nonexempt employees (i.e., technicians, designers, support personnel).  Acts as advisor to unit or sub-units and may become actively involved, as required, to meet schedules and resolve problems.

Level 3:

·          SCOPE:  Receives assignments in the form of objectives and determines how to use resources to meet schedules and goals.  Provides guidance to subordinates within the latitude of established company policies.  Recommends changes to policies and establishes procedures that affect immediate organization(s).

·          JOB COMPLEXITY:  Works on issues of diverse scope where analysis of situation or data requires evaluation of a variety of factors, including an understanding of current business trends.  Follows processes and operational policies in selecting methods and techniques for obtaining solutions.  Acts as advisor to subordinate(s) to meet schedules and/or resolve technical problems.  Develops and administers schedules and performance requirements; may have budget responsibilities.

·          DISCRETION:  Erroneous decisions or failure to achieve results will add to costs and may impact the short-term goals of the organization.

·          INTERACTION:  Frequently interacts with subordinate supervisors, customers and/or functional peer group managers, normally involving matters between functional areas, other company divisions or units, or customers and the company.  Often must lead a cooperative effort among members of a project team.

·          SUPERVISION:  Manages, perhaps through subordinate supervisors, the coordination of the activities of a section or department with responsibility for results, including costs, methods and staffing.  In some instances this manager may be responsible for a functional area and not have any subordinate employees.

Level 4:

·          SCOPE:  Establishes operational objectives and work plans, and delegates assignments to subordinate managers.  Senior management reviews objectives to determine success of operation.  Involved in developing, modifying and executing company policies that affect immediate operations(s) and may also have company-wide effect.

·          JOB COMPLEXITY: Works on issues where analysis of situations or data requires an in-depth knowledge of organizational objectives, as well as an understanding of company “politics.”  Implements strategic policies when selecting methods, techniques, and evaluation criteria for obtaining results.  Establishes and assures adherence to budgets, schedules, work plans and performance requirements. 

·          DISCRETION:  Erroneous decisions will result in critical delay(s) in schedules and/or unit operations, and may jeopardize overall business activities.

·          INTERACTION:  Regularly interacts with senior management or executive levels on matters concerning several functional areas, divisions, and/or customers.  Requires the ability to change the thinking of, or gain acceptance from, others in sensitive situations, without damage to the relationship.

·          SUPERVISION:  Manages activities of two or more sections or departments through subordinate managers who exercise full supervision in terms of costs, methods, and staffing.  In some instances this manager may be responsible for managing staff function and may not have subordinate managers.

Level 5:

·          SCOPE:  Participates with other senior managers to establish strategic plans and objectives.  Makes final decisions on administrative or operational matters and ensures operations’ effective achievement of objectives.

·          JOB COMPLEXITY:  Works on complex issues where analysis of situations or data requires an in-depth knowledge of the company.  Participates in corporate development of methods, techniques and evaluation criteria for projects, programs, and people.  Ensures budgets and schedules meet corporate requirements.

·          DISCRETION:  Erroneous decisions will have a serious impact on the overall success of functional, division or company operations.

·          INTERACTION:  Regularly interacts with executives and/or major customers. Interactions frequently involve special skills, such as negotiating with customers or management or attempting to influence senior level leaders regarding matters of significance to the organization.

·          SUPERVISION:  Directs and controls the activities of a broad functional area through several department managers within the company.  Has overall control of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods.

Level 6:

·          SCOPE:  Develops corporate and/or organizational policies and authorizes their implementation. Detailed knowledge of company allows for innovative concepts and promoting new ideas.  Provides direction to senior managers in various areas, groups, and/or operations.  Recognized as an influential leader.

·          JOB COMPLEXITY:  Consistently works with abstract ideas or situations across functional areas of the business. Through assessment of intangible variables, identifies and evaluates fundamental issues, providing strategy and direction for major functional areas.  Requires in-depth knowledge of the functional area, business strategies, and the company’s goals.

·          DISCRETION:  Erroneous decisions will have a long-term effect on the company's success.

·          INTERACTION:  Interacts internally and externally with executive level management, requiring negotiation of extremely critical matters.  Influences policymaking.

·          SUPERVISION:  Directs and controls the activities of one or more functional areas, divisions, product groups or service areas through senior managers who have overall responsibility for the successful operation of those assigned areas.