1. What is the average salary of a Customer Service Manager?
The average annual salary of Customer Service Manager is $99,013.
In case you are finding an easy salary calculator,
the average hourly pay of Customer Service Manager is $48;
the average weekly pay of Customer Service Manager is $1,904;
the average monthly pay of Customer Service Manager is $8,251.
2. Where can a Customer Service Manager earn the most?
A Customer Service Manager's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Customer Service Manager earns the most in San Jose, CA, where the annual salary of a Customer Service Manager is $124,885.
3. What is the highest pay for Customer Service Manager?
The highest pay for Customer Service Manager is $131,550.
4. What is the lowest pay for Customer Service Manager?
The lowest pay for Customer Service Manager is $77,188.
5. What are the responsibilities of Customer Service Manager?
Manages a team or unit of customer service representatives and ensures service levels are met or exceeded. Establishes efficient and balanced workflows that maximize efficiency and produce high levels of service quality and customer satisfaction. Monitors and measures service metrics and utilize to develop standards, improvements, or changes to process. Makes recommendations for changes to products or services based on customer feedback and requests. Typically requires a bachelor's degree or equivalent. Typically reports to a director. Manages subordinate staff in the day-to-day performance of their jobs. True first level manager. Ensures that project/department milestones/goals are met and adhering to approved budgets. Has full authority for personnel actions. Typically requires 5 years experience in the related area as an individual contributor. 1 - 3 years supervisory experience may be required. Extensive knowledge of the function and department processes.
6. What are the skills of Customer Service Manager
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
2.)
Onboarding: Onboarding, also known as organizational socialization, is management jargon first created in the 1970's that refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors in order to become effective organizational members and insiders. It is the process of integrating a new employee into the organization and its culture. Tactics used in this process include formal meetings, lectures, videos, printed materials, or computer-based orientations to introduce newcomers to their new jobs and organizations. Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as higher job satisfaction, better job performance, greater organizational commitment, and reduction in occupational stress and intent to quit.. These outcomes are particularly important to an organization looking to retain a competitive advantage in an increasingly mobile and globalized workforce. In the United States, for example, up to 25% of workers are organizational newcomers engaged in an onboarding process. The term induction is used instead in regions such as Australia, New Zealand, Canada, and parts of Europe. This is known in some parts of the world as training.
3.)
Billing: Billing refers to the aspect of banking, whereby someone is charged accurately for what item they purchased.