RTO No: 20829 | CRICOS Provider No: 02044E | ABN: 41 085 128 525

SITXCCS006
Provide service to
customers

LEARNER RESOURCE

Issue date July 2015

SITXCCS006 Learner Resource

SITXCCS006 Provide service to customers

Table of Contents
Definition of Quality Service .................................................................................................. 2

12 Steps for Achieving Superior Quality of Service ............................................................ 3

Product vs. Service............................................................................................................ 5

The first impression ............................................................................................................... 6

Restaurant Personnel Standards ....................................................................................... 7

Restaurant Service ............................................................................................................ 9

Do’s and Don’ts in the restaurant..................................................................................... 10

Managing Conflict ............................................................................................................... 12

Types of conflict .............................................................................................................. 13

Communication skills in conflict resolution ....................................................................... 14

Golden rules of complaints handling ................................................................................ 15

How to handle complaints................................................................................................ 15

Communication ................................................................................................................... 17

Verbal Communication Skills ........................................................................................... 18

Non-verbal communication .............................................................................................. 21

Types of communication barriers ..................................................................................... 24

Assisting customers with special needs .............................................................................. 28

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Definition of Quality Service

Quality service means serving the client in a manner that exceeds his/her expectations and
posted advertisements, then adding even more value until complete customer satisfaction is
achieved.

Definition of the Hospitality Customer’s Needs

1. Travel arrangements and accommodations

Travel professionals organize trips for leisure or business, plan itineraries, and reserve
flights, cruises or other means of transportation, such as buses and rental cars. They
arrange tours, excursions, entertainment, business meetings, and seminars, and book hotel
rooms, restaurants, and more.

2. A clean, safe and secure place where to sleep and leave their personal items

Hospitality service providers must offer guest rooms or suites in clean, well-run hotels,
motels, inns, lodges, vacation villages or student campuses and pensions. The rooms must
be safe and secure, and the owners are expected to practice all sanitation rules.

3. The satisfaction of his hunger and thirst with confidence and delight

The customers need to find your restaurants, bars, snack bars and other establishments
filled with well-prepared, presented and served food and drinks, which must adhere to good
safety and sanitary habits.

4. Prompt, enthusiastic satisfaction of all other needs

Customers will appreciate a friendly welcome, good service, pleasant, relaxing surroundings,
and happy smiling faces. They would like to have all of their questions answered and their
requests met.

5. Skilful service rendered with appreciation and respect

The entire management and service staff are performing an honourable and well-paid job.
Therefore they must be proud for their knowledge of the profession and treat the paying
customer with polite due respect. The client will respond to this treatment and gladly leave a
sizeable tip.

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12 Steps for Achieving Superior Quality of Service

1. Take care of the physical surroundings.

• Ensure the establishment has identifiable and clean premises, pleasing decoration,
relaxing colours, comfortable furniture, proper lighting, and music when needed.
• Ensure that all areas are clean and sanitized.
• Ensure that there is a preventive maintenance program, and keep the building,
furniture, equipment and garden in perfect condition.

2. Make a favourable first impression.

• Smiling, soft-spoken, knowledgeable and polite employees in appropriate attire and

with professional composure welcome the customer.
• Guide the guest to into his guest room or the restaurant seat.
• Make necessary initial adjustments for his comfort.
• Each employee must execute his/her function professionally and effectively.
• Every time one comes across a client, give a salute ranging in manner from formal,
such as addressing the customer by name, to simple, such as a nod of the head

3. Train new employees.

• Create job descriptions for all positions.

• Provide an orientation for new hires.
• Pair new trainees with experienced, dependable employees.
• Do not allow contact between new employees and the customers until they are well-
trained and prepared.

4. Develop the professionalism of management and staff.

• Train and re-train management and staff. They must know the establishment, the
area, professional techniques and the company policies extremely well.
• Create incentives and awards to recognize exceptional performance.
• Test and supervise employees until they are confident in knowing their particular
functions.
• Anticipate the questions and expectations of the client.
• Combine a professional attitude with technical skills.
• Experienced employees create a following and clients ask for them by name.

5. Establish flawless communication with the client and between departments.

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• Have all potentially needed information written and available by the phone and at the
front of the house. Post a declaimer for non-liability for customers’ untended
valuables
• Facilitate communication between reception and housekeeping, maintenance and
reception, dining room and kitchen, etc.

6. Answer clients’ questions.

• The entire staff must be well-versed in hotel and restaurant terms and know the
answers to all possible clients’ questions about the area, the establishment and the
range of services offered.
• The restaurant staff must know the menu well, including details such as availability,
recipes, main ingredients, preparation time, etc.
• If an employee does not know the answer to a question, he must excuse himself find
out the answer and return with it in a timely manner, or ask the manager to respond.

7. Accommodate all reasonable wishes of the customer in a professional manner.

• Employees must make every effort to accommodate the needs and wishes of the
customer relating to the scope of their job, and do it with a smile.
• Employees must do this even when the request sounds strange (for example, a
guest asking for coffee in unusual hours).

8. Encouraging team spirit

• Create work groups per department that will work together harmoniously. They
should be helping each other, replacing, supporting and, when necessary,
completing another member’s work for the benefit of the entire team.

9. Amenities and little give-away presents for the customer.

• Small value items for which the guest does not have to pay for are a very welcome
gift. Traditionally hotels, according to their assumed classification, provide the guest
with amenities in the guest room and bathroom (pen and writing paper, postal cards,
shampoo, hair conditioner, soap, shower cap, shoe polishing cloth etc.). Some larger
hotels place chocolate mints on the pillow when they turn the beds for the night;
others offer free coffee at departure, etc.
• Restaurants frequently offer free drinks (mostly to the customers who wait for a table)
and sometimes small appetizers, relishes, crudités, etc.
• You may want to offer a small glass of local juice upon welcoming a client.
Customers remember and appreciate free items, become free advertisers and often
return.

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10. Offer incentives for the personnel.

• Several hotel and restaurant chains in Europe and the U.S. have established
incentive programs for their staff to reward quality of performance. The owners who
still use it prove that it works, and believe that they are worth the expense. The award
could be a dinner for two, tickets to a game or a show, recognition as the best
performer of the month, and, more rarely, monetary. This will count, of course, during
promotion time. Personally, I favour a system where once a month all employees
nominate co-workers who have given exceptional service, and the one with the most
votes wins the award.

11. Supervision

• When first starting to implement a quality program with the training of the employees,
the owner/manager/supervisor must continually observe and discreetly correct the
staff. As the service improves and the new system gains roots, he/she can begin
delegating parts of the supervision, while always maintaining the position of ultimate
authority.

12. Management Inspections

• The best way to evaluate the progress in quality service is by inspections, both at
regular intervals and by surprise. The manager must create an inspection sheet for
quality of performance, where on the left side will be the names of all employees by
department, and on the right columns with dates on the top, where he will evaluate
employee’s performance with ratings for quality, ranging from 1 (unacceptable), to 5
(superb). When filled without bias, this sheet will clearly show progress from each
inspection to the next. In addition to quality evaluation, it will also be a tool for
promotions and dismissals.

Product vs. Service

The product of the hospitality industry, in contrast to others (building, manufacturing, food
and even art), is service, a non-tangible good which rests totally on the personality and skill
of those providing it. Our employees must be well-trained and like to work with all kinds of
people. A hospitality service job is an old profession with a lot of history, and is not to be
confused with domestic servants. In situations when a guest gets out of line and treats our
employees like servants, the manager must interfere and set the customer straight.

In our business we depend on the mood of those receiving our service. We must be
empathetic and even use psychology. Try to think like customers. Train employees to
consider that hotel guests usually arrive tired, and all they want is to get to their room,

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freshen up, get comfortable, and take a shower. To achieve this, the check-in must be brief
and effective.

Restaurant clients arrive hungry and they expect to find a choice they like. Sometimes
foreign customers like to try new things and are usually easier to please; others are not
adventurous and expect to find their regular fare.

In both cases it is fair to expect our customers to be in a foul mood and must explain this to
our staff. That is the reason why we all must be friendly, patient and smiling with everybody
to put them in a more pleasant mental condition from the start.

Clients expect to find their room or meal perfectly to their liking. If the room is not clean,
secure and comfortable, at the appropriate temperature, and with everything working and a
safe place for their clothes and other things they carry with them, or if the meal does not look
and taste good, served at the right temperature and presented well, they will be dissatisfied.
Then only the most vocal ones may start complaining about this and everything else. This is
human nature.

The problem is that the majority of people rarely voices dissatisfaction during a hotel stay or
while eating at the restaurant. Smart managers ask the customers and also require the staff
to ask during the time of service and before the departure, “how everything was.” Even then,
when encouraged to give an opinion people are resistant to do so. This most common
human behaviour trait leaves the operators in the dark. A more effective way to ask a
customer is in a more diplomatic manner, “what can I do to make your experience in this
establishment better”. Then a few more will answer and will be more honest about it. In
average only twenty percent, one in five, will fill out a survey.

The first impression

In addition to the training that managers must provide to employees, they need to provide
them with informational material. Here is a sample list of what is needed:

Front Desk and Telephone Operator

Every reception/check-in desk, must be equipped with the following items:

Book containing the following:

• Emergency phone numbers, fire department, police, ambulance, manager cell phone
• All contact numbers for owners and manager
• Up-to-date employee contact phone numbers
• Maintenance contractor’s numbers, refrigeration, kitchen installations and equipment

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• Power, telephone, satellite or cable TV service, internet provider

• Plumber, Electrician, Carpenter
• Meeting support services, (projectors, microphones, flip charts, etc.)
• Instant single digit numbers for all departments, housekeeper communication device
• Airport, train and bus stations, limousine, taxi
• Garbage removal
• All other outside services, Medical doctor, Dentist, Copy service, telegraph
• Purveyors’ numbers

Maps and Directions

• To the establishment and to/from all points of interest

Signs

• Directional: To rest rooms, meeting rooms, bar, restaurant, exits, etc.

• Liability: “Our establishment will not be responsible for loss or damage of valuables
left in the guest rooms or unattended property.”

Posted mini scenarios

• Welcoming the client (Good ……. Sir/Madam, welcome to………how may I be of

help to you?)
• Answering the phone (Good ……., thank you for calling……. This is……., how may I
help you?)

Training

When you train your employees use role playing and have rotate in the role of the customer.
Create scenarios and use a lot of “what if…” questions. You must always repeat and follow
up.

Restaurant Personnel Standards

Supervisory

The supervisor must know all aspects of his business and be able to replace any employee.

General

Hygiene code:

• Shower before work, not the night before.

• Oral hygiene: Brush teeth as often as possible. Use mouthwash.
• No candy or chewing gum is allowed during service.
• Shave before work.

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• Comb hair properly. Never touch hair, face or body parts during service.
• Avoid the use of cologne or other cosmetics with overpowering smell.
• No visible tattoos

Dress code:

• Have outfit or uniform perfectly clean and pressed

• Wear comfortable shoes with clean socks. Use foot powder if needed.
• Wear a cotton T-shirt under dress shirt.
• No jewellery except a wedding band or engagement ring and small earrings.
• Wear name tag at all times.

Mise en place:

• Before opening: Set up all the tables with clean, tablecloths, polished silverware,
glassware and china. Re-fill salt and pepper. Place the chairs.
• During service, crumb the tabletop and change the napkins before resetting the table
for the next guest. Do not seat guests if the table is not completely set.
• After service: Replace all cloths before setting up for the next meal.

Follow instructions:

• During service, workers must follow instructions without questioning the supervisor’s
judgment or motivation. Sometimes the manager has to interfere to make a
correction. This must be done discretely and calmly without offending the employee
in public and without upsetting the clients. Never argue in front of a customer. Never
make a scene.

Accept changes:

• The only certain thing in business, as in life, is that there will be changes. Therefore,
expect and accept changes as they come and fully comply with the new philosophy,
new ways, or new equipment. The supervisor’s role is very critical because even if
they feel like it, they cannot show dissent; instead they must enforce their application.

Clean after your own mess:

• Like in the kitchen, in the dining rooms also each one is responsible to clean after
their own mess. Housekeepers after service must secure away all carts, baskets,
cleaning equipment and material. This should become a basic rule in all operations
and should also apply to managers.

Discipline

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• Be fair. When administering discipline do it in private. Be firm and fair. Never

vengeful. Treat all workers equally and with respect. Real respect gained by proper
behaviour, acting professionally and fairly and cannot be forced on people.
Remember; only weak supervisors manage by fear

Restaurant Service
Welcome the guest

Welcome all new guests that enter the restaurant. The employee nearest to the door at the
time of entry must welcome the guest and say that somebody will be right with him/her. This
should be everybody’s job.

Acknowledge the client

Before being seated, every guest should be acknowledged by all floor personnel passing by,
even when waiters are carrying trays at the time. Nothing upsets the customer more than
feeling ignored.

Table service

Welcome each guest at your station. Pull chairs for all guests. Bread and butter should be
placed on the table as soon as the drink order is taken, and replenished as soon as the
bread and butter are consumed. As beverages or water are consumed, refill and take orders
for additional beverages.

Menu presentation

Present the menu from the right of the paying customer, open at the page of the meal you
are going to serve.

Be knowledgeable

The captain or waiter taking the order should be able to describe every item on the menu.
He/she should know what it looks like, the recipe, the taste, and the method of preparation.
Know the history, statistics and geography of the establishment. He/she also should know
the basic eating customs of different cultures.

Move gracefully

The need for the servers not to be clumsy in a dining room is of such magnitude that in
exclusive restaurants like a three-Michelin star restaurant in New York, Monte Carlo and
Paris, the owner hires a choreographer to teach the waiters how to move with grace.

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Be discreet

Do your chores swiftly, without interrupting and asking for permission, just smile. Do not
interrupt a discussion between guests to state your opinion. Answer only if asked by the
guest.

Use an under- liner/doyley

For everything brought to the table except china, use an under-liner. A beverage tray for
glasses, a lined caddy for the condiments, a lined plate for silverware or a tray for the coffee
cups and saucers, etc.

Teamwork

Help your co-worker today and you will get help when you need it.

Anticipate and be discreet

During service servers should try to be almost invisible. Address the guest for specific tasks
only, such as when taking orders, serving food and beverage, and collecting the bill. Take
care of maintenance procedures, re-fill glasses, replace silverware and clear the soiled
dishes while being as unobtrusive as possible.

Do’s and Don’ts in the restaurant

Do’s

• Acknowledge the guest

• Smile
• Answer all customer questions
• Pull chairs when customers seat down or get up to leave
• Give directions to the guests
• Act dignified, be proud
• Be polite and helpful
• Place silverware on the table before the food arrives
• Ask for help when needed
• Ask the guest to repeat the order in case you have missed something
• Look healthy and well groomed
• Perform your duties gracefully
• Place yourself in such a way that you can observe your tables

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• Prevent complaints
• Anticipate customer needs
• Offer suggestions when asked
• Treat bad tippers with the same courtesy as generous customers
• Carry on you: pen, light, crumbier, bottle opener at all times
• Take food back immediately if the guest did not like it
• Treat customers as you would like to be treated yourself
• Ask customers to come back

Don’ts

• Address guests but as Sir and Madam

• Be moody
• Comb your hair or touch your face
• Lean on walls or posts
• Talk loudly
• Put hand in pockets
• Sneeze or cough
• Comment on the customers
• Leave your table from your sight

• Argue with the guest

• Go in any direction with empty hands
• Leave your station unattended, even in an emergency, tell your supervisor
• Congregate in groups more than two at a time
• Show visible effort or stress yourself when performing your duties

• Let customers look around for somebody or something and not check
• Complain about your job or the establishment to the guests
• Auction off the food at the table. Never ask who gets what, when you approach the
table with food
• Serve coffee without sugar and teaspoons already on the table
• Present to the guest food that you would not eat yourself
• Be flirtatious

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Managing Conflict
Conflict can be as simple as a difference of opinion, or as complex as a lengthy battle over
matters of significant importance. It could be the result of a clash of personalities, or it could
occur when two people hold opposing views about a situation and how to handle it.
However, when properly managed, some types of conflict can be constructive.

Quality customer care is about satisfying our customers’ needs through the efforts we make
in customer service. However, although we may strive to provide only the best service
possible, occasionally there is still cause for complaint. Sometimes it is our fault, sometimes
it is not. Either way, as front line staff, we are often the ones to whom a customer expresses
dissatisfaction, and most of the time we are the ones who will need to deal with it.

From the perspective of general consumer behaviour, we are more inclined to express
dissatisfaction when something goes wrong with an expensive item, such as a holiday or
corporate function. The manner in which our complaint is handled will influence whether or
not we use that service or product again.

Handling complaints successfully is a difficult challenge for many of us. Complaints are often
viewed as conflict and many people avoid conflict, preferring to ignore the situation or just
give in to the other side rather than be confronted by it. While conflict has the potential to be
negative, it can also be positive—yes, really! We have a responsibility to manage conflict in
our work environment so that we can turn conflict into positive opportunities for the
organisation, customers, colleagues and ourselves.

The concept of conflict being negative and something to be avoided is a fairly typic.il view
and assumes that all conflict is harmful to the organisation. Certainly if conflict remains
unresolved or is ineffectively resolved then it can be harmful; however, as is generally
inevitable in any organisation, we need to identify ways to turn it i something positive.

The conflicts that present themselves on a daily basis in a hospitality environment leave us
feeling exhausted and frustrated or challenged and relieved. When handled privately, conflict
can actually lead to improved working relationships, better customer service, increased
productivity and opportunities for us to develop our interpersonal The skills we develop to
manage conflict will determine which outcome occurs,

Conflict—any situation where two or more individuals cannot agree on a particular outcome
or idea—is caused by any number of factors: differences in expect cultural differences,
personality, etc. Whilst we can accept that conflict is common, we need to identify the types
of conflict that exist and understand the specific communication skills we need to resolve
conflict.

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Types of conflict
When we think of conflict, we usually only associate it with a disagreement between people.
There are in fact several types of conflict of which we should be aware and these are
discussed below.

Conflict within ourselves

This type of conflict arises when we are ‘in two minds’ about something. For example, it
could be as simple as having difficulty in prioritising the completion of two tasks. The conflict
can also be more serious and have ethical or legal implications that may impact on others,
such as taking the credit for work we didn’t do or not employing someone because of our
prejudices. It may also be as a result of being given instructions with which we are
uncomfortable.

Conflict between us and a colleague

In the workplace, conflict between colleagues is a common occurrence. It is important to

recognise that it exists and to learn how to manage it. Unresolved conflict between
colleagues can be disruptive and potentially damaging to the standard of service delivered
and the wellbeing of the establishment. On the other hand, if handled correctly, differences
of opinion can be used to produce better solutions to issues. Many of these conflicts are
role-related, while others are personality-related

Conflict between us and a customer

Conflict often occurs between customers and staff. As a service industry, hospitality is
usually concerned with providing customers with the best possible service within its means.
However, many organisations frequently find they have failed to meet the customer’s
expectation of service, thus creating an area of conflict. Complaints or difficult customer
service situations may include:

• problems or faults with the service or product

• delays or poor timing of product or service supply
• misunderstanding or communication barriers
• customers with different or special needs, or different expectations.

Of course, customers can also have unrealistic expectations of us and our product,
therefore, we also need to learn how to resolve these situations satisfactorily. Chapter Work
with Colleagues and Customers, includes a six-step standard complaint- handling strategy
suitable for most simple customer complaints.

Conflict between organisations

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Conflicts between organisations often arise because each organisation is striving to achieve
its own goals (of profit, success, growth, market share) and this may sometimes be a
detriment of similar organisations. Perhaps a more appropriate term for this conflict is
competition’.

This form of conflict (competition) is generally perceived as ‘good’ as it contributes to more

vigorous marketplace where consumers can often obtain very good value. This form of
conflict sometimes leads to the development of better services and products (when one
competitor is forced to review its operations or design) or lower prices, however it can also
create an extremely negative view of the industry if not handled professionally.

Other types of conflict between organisations may occur due to perceived infringements of
copyright, poaching of staff, or aggressive pricing by one competitor against another. Some
of these types of conflict may end up in court.

Conflict between customers

Occasionally customers will argue between themselves and we have to be sensitive in

dealing with these types of conflict. Conflict between customers may be due to the influence
of drugs, alcohol, domestic disputes or just emotion, and in all situations we must weigh up
the wellbeing of all the people involved, including other customers and our staff.

Communication skills in conflict resolution

Managing conflict effectively, irrespective of causes or types, requires excellent
communication skills. We need to be able to express ourselves clearly, assertively and
diplomatically, and be able to establish open lines of communication.

If a customer is being rude and aggressive in a public area, try to calm the customer down
and remove them to a more private area. For example: ‘Ms Frederick, I can appreciate that
you are upset and I am sorry that this happened. If you would like to take a seat over here
we can talk about how we can fix this for you.’

It is very difficult for someone to continue being aggressive when we are calm, pleasant and
concerned. Because of our immediate attention and concern, it is likely that the customer will
be willing to sit and talk more quietly about their problem. Also, most people will need to take
a breath before they sit, and this alone can assist in them calming down. Once we have
gained some control over the situation, we will be able to implement a complaint handling
strategy.

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Golden rules of complaints handling

Although no one likes receiving a complaint, they present you with an opportunity to identify
and rectify specific problems with your current systems or product. They can also help you to
develop your relationship with your customer by allowing you to demonstrate that you value
their trade by taking their concerns seriously and dealing with their complaint

1. Develop a strategic plan

Have a clear, flexible, welcoming and open policy on complaints. A complaint is a gift and
you should consider yourself lucky that a customer is prepared to give up valuable time to
help you improve your organisation.

2. Train your staff and management in complaints handling

Give them confidence to tackle the difficult customers and support in their actions. Excellent
complaint handling isn't easy and can sometimes be stressful and feel unrewarding. Confirm
its importance in providing great customer service.

3. Give complaining enough priority and authority

Staff should be aware that complaints are a top priority item for your operation, and
ANYONE who deals with them must have sufficient authority to resolve them completely.

4. Ensure that you can process complaints from all sources

Nowadays there are four main ways to complain - in person, by email/internet, by telephone
or by mail - and your organisation must be able to handle all of these efficiently.

5. Set up a process to log and analyse all complaints and share with everyone

One can learn so much about problems with internal processes, training, specific
employees/managers, and product - free.

How to handle complaints

There are several key stages when handling a complaint:

❖ Thank the customer for complaining - You should consider yourself lucky that the
customer is prepared to give up their time and money to let you know they have a
problem, instead of just walking away - a complaint is a gift.
❖ Say that you are sorry that the problem has happened - This is NOT an admission of
guilt on your part, it's just good manners.

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❖ Put yourself in the place of the customer - This will instantly give you an advantage,
as you not only will have more empathy with the customer, but also you know your
business better than them and so can hopefully see the solution quicker.
❖ Start with the view that the customer has a valid point, not that they are trying to rip
you off - It is true that there are some professional complainers out there, but they
are in the minority, and, if you are a local store, you probably know them anyway.
Accepting that the customer may well have a point, even internally, may well trigger
off ideas for an acceptable resolution.
❖ Get all the facts first - Letting the customer give you all of the information helps you
fully understand the situation AND, if they are emotional, will give them time to calm
down.
❖ Correct the mistake - Don't leap straight to the "free gift" route. While it's very
tempting to give the customer a gift, or vouchers, too often it is done INSTEAD of
solving the problem. This can lead to more complaints about the same thing in the
future because the problem hasn't been hasn't been fixed.
❖ Make sure that your definition of the right fix is the same as the customers.
❖ Learn from every complaint - Do something! Fix the process; train staff in the issue;
eliminate the fault. Wherever possible let the complaining customer know that they
have helped you resolve a problem - they'll feel great and come back again and
again (and will probably tell their friends!).
❖ Minimise reasons for complaints - Do you have a continuous improvement culture?
Do you check customer (and employee) satisfaction regularly? Do you check the
quality of the goods sold in your organisation?
❖ Always respond - Make sure that EVERYONE who complains on the telephone, by
letter, or by email gets a rapid and appropriate response.
❖ Listen to your staff - They nearly always care about your company and doing a good
job. They are also much closer to the customers than you are. Ask their views
regularly and make changes when they are sensible. Make sure THEIR complaints
are handled too.
❖ Lead by example - It's not that your staff DON'T listen to what you say, it's that they
DO listen, so make sure that you are always setting the right example, and giving
complaints your personal priority. Reward good complaints handling.
❖ Remember - it costs at least five times as much to gain a new customer than keep an
existing one. Keeping a complaining customer should be the top priority, and at these
cost ratios you can afford to be generous in your time and effort.

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Communication
Communication is simply the act of transferring information from one place to another.

Although this is a simple definition, when we think about how we may communicate the
subject becomes a lot more complex. There are various categories of communication and
more than one may occur at any time.

The different categories of communication are:

• Spoken or Verbal Communication: face-to-face, telephone, radio or television and

other media.
• Non-Verbal Communication: body language, gestures, how we dress or act - even
our scent.
• Written Communication: letters, e-mails, books, magazines, the Internet or via other
media.
• Visualizations: graphs and charts, maps, logos and other visualizations can
communicate messages.

The process of interpersonal communication cannot be regarded as a phenomena which

simply 'happens', but should be seen as a process which involves participants negotiating
their role in this process, whether consciously or unconsciously.

Senders and receivers are of course vital in communication. In face-to-face communication

the roles of the sender and receiver are not distinct as both parties communicate with each
other, even if in very subtle ways such as through eye-contact (or lack of) and general body
language. There are many other subtle ways that we communicate (perhaps even
unintentionally) with others, for example the tone of our voice can give clues to our mood or
emotional state, whilst hand signals or gestures can add to a spoken message.

In written communication the sender and receiver are more distinct. Until recent times,
relatively few writers and publishers were very powerful when it came to communicating the
written word. Today we can all write and publish our ideas on the Internet, which has led to
an explosion of information and communication possibilities.

The Communication Process

A message or communication is sent by the sender through a communication channel to a

receiver, or to multiple receivers. The sender must encode the message (the information
being conveyed) into a form that is appropriate to the communication channel, and the
receiver(s) then decodes the message to understand its meaning and significance.

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Misunderstanding can occur at any stage of the communication process. Effective

communication involves minimising potential misunderstanding and overcoming any barriers
to communication at each stage in the communication process. See our page: Barriers to
Effective Communication for more information.

An effective communicator understands their audience, chooses an appropriate

communication channel, hones their message to this channel and encodes the message to
reduce misunderstanding by the receiver(s). They will also seek out feedback from the
receiver(s) as to how the message is understood and attempt to correct any
misunderstanding or confusion as soon as possible. Receivers can use Clarification and
Reflection as effective ways to ensure that the message sent has been understood correctly.

Verbal Communication Skills

Effective verbal or spoken communication is dependant on a number of factors and cannot
be fully isolated from other important interpersonal skills such as non-verbal communication,
listening skills and clarification.

Clarity of speech, remaining calm and focused, being polite and following some basic rules
of etiquette will all aid the process of verbal communication. See our page: Effective
Speaking for more information.

Opening Communication

In many interpersonal encounters, the first few minutes are extremely important as first
impressions have a significant impact on the success of further communication.

Everyone has expectations and norms as to how initial meetings should proceed and people
tend to behave according to these expectations. If these expectations are mismatched,
communication will not be effective or run smoothly, and some form of negotiation will be
needed if relations are to continue.

At a first meeting, formalities and appropriate greetings are usually expected: such
formalities could include a handshake, an introduction to yourself, eye contact and
discussion around a neutral subject such as the weather or your journey may be useful. A
friendly disposition and smiling face are much more likely to encourage communication than
a blank face, inattention or disinterested reception.

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Reinforcement

The use of encouraging words alongside non-verbal gestures such as head nods, a warm
facial expression and maintaining eye contact, are more likely to reinforce openness in
others.

The use of encouragement and positive reinforcement can:

• Encourage others to participate in discussion (particularly in group work)

• Signify interest in what other people have to say
• Pave the way for development and/or maintenance of a relationship
• Allay fears and give reassurance
• Show warmth and openness.
• Reduce shyness or nervousness in ourselves and others.

Effective Listening

Active listening is an important skill and yet, as communicators, people tend to spend far
more energy considering what they are going to say rather than listening to what the other
person is trying to say.

Although active listening is a skill in itself, covered in depth on our listening pages, it is also
vital for effective verbal communication.

The following points are essential for effective and active listening:

• Arrange a comfortable environment conducive to the purpose of the communication,

for example a warm and light room with minimal background noise.
• Be prepared to listen.
• Keep an open mind and concentrate on the main direction of the speaker's message.
• Avoid distractions if at all possible.
• Delay judgment until you have heard everything.
• Be objective.
• Do not be trying to think of your next question while the other person is giving
information.
• Do not dwell on one or two points at the expense of others.
• The speaker should not be stereotyped. Try not to let prejudices associated with, for
example, gender, ethnicity, social class, appearance or dress interfere with what is
being said.

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Questioning

Effective questioning is an essential skill. Questioning can be used to:

• Obtain information.
• Start a conversation.
• Test understanding.
• Draw someone into a conversation.
• Show interest in a person.
• Seek support or agreement.

Closed Questions

Closed questions tend to seek only a one or two word answer (often simply 'yes' or 'no') and,
in doing so, limit the scope of the response. Two examples of closed questions are "Did you
travel by car today?" and "Did you see the football game yesterday?" These types of
question mean control of the communication is maintained by the questioner yet this is often
not the desired outcome when trying to encourage verbal communication. Nevertheless,
closed questions can be useful for focusing discussion and obtaining clear, concise answers
when needed.

Open Questions

Open questions broaden the scope for response since they demand further discussion and
elaboration. For example, "What was the traffic like this morning?" or "What do you feel you
would like to gain from this discussion?" Open questions will take longer to answer, but they
do give the other person far more scope for self-expression and encourage involvement in
the conversation.

Reflecting and Clarifying

Reflecting is the process of feeding-back to another person your understanding of what has
been said. Although reflecting is a specialised skill used within counselling, it can also be
applied to a wide range of communication contexts and is a useful skill to learn.

Reflecting often involves paraphrasing the message communicated to you by the speaker in
your own words, capturing the essence of the facts and feelings expressed, and
communicating your understanding back to the speaker. It is a useful skill because:

• You can check that you have understood the message clearly.
• The speaker gets feedback as to how the message is received.
• It shows interest in, and respect for, what the other person has to say.
• You are demonstrating that you are considering the other person’s viewpoint.

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Summarising

A summary is an overview of the main points or issues raised. Summarising can also serve
the same purpose as 'reflecting'. However, summarising allows both parties to review and
agree the communication exchanged between them up to that point in time. When used
effectively, summaries may also serve as a guide to the next steps forward.

Closing Communication

The way a communication is closed or ended will, at least in part, determine the way a
conversation is remembered.

A range of subtle, or sometimes not so subtle, signals are used to end an interaction. For
example, some people may avoid eye contact, stand up, turn their body away, or use
behaviours such as looking at a watch or closing notepads or books. All of these non-verbal
actions indicate to the other person that the initiator wishes to end the communication.

Closing an interaction too abruptly may not allow the other person to 'round off' what he or
she is saying so you should ensure there is time for winding-up. The closure of an interaction
is a good time to make any future arrangements. Last, but not least, this time will no doubt
be accompanied by a number of socially acceptable parting gestures.

Non-verbal communication
Interpersonal communication is much more than the explicit meaning of words, the
information or message conveyed. It also includes implicit messages, whether intentional or
not, which are expressed through non-verbal behaviours.

Non-verbal communications include facial expressions, the tone and pitch of the voice,
gestures displayed through body language (kinesics) and the physical distance between the
communicators (proxemics).

These non-verbal signals can give clues and additional information and meaning over and
above spoken (verbal) communication.

Non-verbal Messages Allow People To:

• Reinforce or modify what is said in words. For example, people may nod their heads
vigorously when saying "Yes" to emphasise that they agree with the other person,
but a shrug of the shoulders and a sad expression when saying "I'm fine thanks,”
may imply that things are not really fine at all!
• Convey information about their emotional state.
• Define or reinforce the relationship between people.
• Provide feedback to the other person.

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• Regulate the flow of communication, for example by signalling to others that they
have finished speaking or wish to say something.

Learning the Language

Many popular books on non-verbal communication present the topic as if it were a language
that can be learned, the implication being that if the meaning of every nod, eye movement,
and gesture were known, the real feelings and intentions of a person would be understood.

This, of course, is absolutely true.

Unfortunately interpreting non-verbal communication is not that simple. As covered on our

Interpersonal Communication page, non-verbal communication is not a language with a fixed
meaning. It is influenced and driven by the context in which it occurs. This includes both the
place and the people concerned, as well as the culture.

For example, a nod of the head between colleagues in a committee meeting may mean
something very different from when the same action is used to acknowledge someone
across a crowded room, and again when two people are having a social conversation.

Interpersonal communication is further complicated in that it is usually not possible to

interpret a gesture or expression accurately on its own. Non-verbal communication consists
of a complete package of expressions, hand and eye movements, postures, and gestures
which should be interpreted along with speech (verbal communication).

The Cultural Context

The good news is that most of us learn to interpret non-verbal communication as we grow up
and develop. It is a normal part of how we communicate with other people, and most of us
both use it and interpret it quite unconsciously.

This can make it harder to interpret consciously. However, if you stop thinking about it, you
will probably find that you have a very good idea of what someone meant.

The bad news is that non-verbal communication can be very culture-specific.

Examples of culture-specific non-verbal communication

1. The popular stereotype of Italians, involving big gestures, lots of hand-waving, and
plenty of loud and excited shouting, may be a stereotype, but it exists for a reason. In
the Italian culture, excitement is shown a lot more obviously than in the UK, for
example, and non-verbal communication tends to be a lot more obvious. This can
make it much harder for Italians to interpret non-verbal communication in the UK or

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USA, where it is more subtle. However, even in Italy, there are geographical
variations.
2. The thumbs-up gesture, which generally signals approval in English-speaking
countries, is considered offensive in other countries, including apparently Greece,
Italy and some parts of the Middle East.
3. Making an OK gesture with thumb and forefinger. Making a circle with your thumb
and forefinger like this means OK in Western cultures. It is used in particular by
divers in this way. In Japan, however, it is reputedly the sign for money, and in Arabic
countries, it is a threat.

The Importance of Non-verbal Communication

When we communicate, non-verbal cues can be as important, or in some cases even more
important, than what we say. Non-verbal communication can have a great impact on the
listener and the outcome of the communication.

Warning!

People tend to have much less conscious control over their non-verbal messages than of
what they’re actually saying.

This is partly because non-verbal communication is much more emotional in nature, and
therefore much more instinctive.

If there is a mismatch between the two, therefore, you should probably trust the non-verbal
messages, rather than the words used.

A lack of non-verbal message may also be a signal of sorts, suggesting that the speaker is
carefully controlling their body language, and may be trying to hide their true emotions.

Types of Non-Verbal Communication

The types of interpersonal communication that are not expressed verbally (with speech) are
called non-verbal communications. There are many different types of non-verbal
communication.

They include:

• Body Movements (Kinesics), for example, hand gestures or nodding or shaking the
head;
• Posture, or how you stand or sit, whether your arms are crossed, and so on;
• Eye Contact, where the amount of eye contact often determines the level of trust and
trustworthiness;

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• Para-language, or aspects of the voice apart from speech, such as pitch, tone, and
speed of speaking;
• Closeness or Personal Space (Proxemics), which determines the level of intimacy;
• Facial Expressions, including smiling, frowning and even blinking; and
• Physiological Changes, for example, sweating or blinking more when nervous.

Types of communication barriers

There are many different factors that can create barriers to effective communication.

Language barriers

Language barriers occur when people do not speak the same language, or do not have the
same level of ability in a language. However, barriers can also occur when people are
speaking the same language. Sometimes barriers occur when we use inappropriate levels of
language (too formal or informal) or we use jargon or slang which is not understood by one
or more of the people communicating.

Often the situation in which the conversation is taking place, and whether or not people have
prior experience of the matter being discussed, can also contribute to such barriers being
formed.

Overcoming language barriers

Remember that preparation is an important part of communication.

Think about:

• who you are communicating with

• what their language needs may be.

Using visuals (photographs, drawings, diagrams and so on) can help to overcome language
barriers as can using appropriate non-verbal communication. Be aware, however, that
different situations and different cultures (including workplace cultures) have varying
interpretations of non-verbal communication. What is acceptable in one culture may be
offensive in another. What is clear to you may not be clear to others: a nod for ‘yes’ may not
mean the same thing in another country! See ‘Take care with gestures’ in Section 2 for more
examples.

The quality of your voice is also important for clear communication. Be sure to speak with
appropriate volume for the situation and use clear diction. Listening actively to other people
and letting them know that you are listening (nodding, asking questions etc) is an excellent
way to overcome language barriers.

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Attitudes and values

A common cause of communication breakdown in a workplace situation is people holding

different attitudes and values. An example of this is differing perceptions people have of
power and status.

Some people may think that they should treat people or be treated differently based on what
they perceive as their status or power within a workplace or in the community. If they think
that managers and supervisors have power over staff, for example that they can allocate
duties, reward, promote, or dismiss staff, this may lead to barriers before the communication
even takes place.

However, what one person considers power and control might be considered leadership or
mentoring by another person. Effective communication is necessary no matter what level or
position you occupy. If you feel someone is trying to exert power or control over you,
communicate this to them.

Dealing with change

We all bring our own attitudes and values to our behaviour in the workplace or community.
Workplace change can highlight very different attitudes and values. When faced with
workplace change, people’s behaviour may be very different. People react differently to
change.

Change in the workplace causes us to face minor and major changes. Sometimes people
view change as good, but sometimes they feels that change is happening too fast, too often,
or without bringing any real benefit. When people can’t see a good reason for change, they
are more likely to resist. We need to deal with potential barriers because of these differences
in attitudes.

Valuing differences

Australia’s multicultural society means we have a great variety of cultural groups with
differing beliefs, behaviours and experiences. For our workforce this means we have the
richness of diverse experiences to draw on.

If you are aware of how your attitudes and values contribute to your identity, you will be more
sensitive to the attitudes and values of others. This will help you to avoid or overcome
communication barriers. You will be able to help people at work make the most of the range
of experiences available to you.

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But to work effectively, you must first be open to understanding how culture can influence
behaviour and communication styles. Your workplace will also benefit from supporting and
mentoring people with special needs, such as physical or mental needs.

Discrimination

Discrimination arises when people make judgments about individuals or groups without
thinking clearly. Behaviours such as stereotyping, bias and prejudice are forms of
discrimination. When people discriminate, they make decisions without bothering to get all
the necessary information about the people they are judging.

Discrimination causes people to miss out on the value of difference, and the benefits that
individuals and groups bring to any situation. Valuing people who are different allows you to
draw on a broader range of insights, ideas, experience and knowledge.

Each person’s uniqueness comes from personal characteristics such as:

• race
• gender
• education
• age
• ability
• lifestyle
• experience.

Bias, generalisations and stereotyping

These behaviours can cause communication barriers. Having these attitudes and not
confronting them is not just wrong, it’s bad for business. In the workplace, such attitudes can
cost the organisation time and money.

Stereotyping occurs when you assume you know something about a person because of their
cultural or social background. Your views may come from a bias you may have against a
particular behaviour, appearance, possession or even a particular geographical area.

An example of generalisation is where you know one person from a particular background
and then generalise that all people from that background are the same.

Your situation, appearance and behaviour may contribute to other people’s stereotyped
views. This could contribute to communication breakdown. Learn to treat everyone as an

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individual. You will open up the channels for communication and overcome the barriers
based on discrimination.

Cultural awareness

Communicating with people of different cultures and backgrounds means becoming aware of
the differences in values, beliefs and attitudes that people hold.

Empathy is important for overcoming barriers to communication based on culture. Empathy

means sensing the feelings and attitudes of others as if we had experienced them
personally. There is a common expression that describes how you can develop empathy:
‘You need to walk a mile in another person’s shoes’.

There are many techniques involved in creating empathy. We can try:

• respecting other’s feelings and attitudes

• using active listening skills
• encouraging involvement of others by asking questions while respecting personal
privacy
• using open body language and an encouraging vocal tone
• taking other people’s fears and concerns into consideration.
• refraining from giving unsolicited advice.
• not blaming, instead working towards a solution.

Environmental barriers

Not all barriers to communication are caused by people. There are many environmental
factors affecting the effective communication process. Messages can be blocked by
environmental factors, such as the physical setting or the situation where communication
takes place.

Managing environmental factors

Here are some points to help you manage environmental factors for effective communication
when in teams.

• Team meeting rooms should be cool but not cold. A warm room makes participants
sleepy; a cold room can make them very unhappy!
• Make sure that the environment is comfortable and secure. People need to feel safe
before they will listen or offer suggestions.

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• Check that nothing behind or near the team member will cause distraction (for
example, activity seen through an open window or door; a television screen).
• Turn off your mobile phone when you are communicating with other people.
• Wait until machinery (or any other distracting noise) is turned off before you even try
to communicate. If this is not possible, move to a quieter location.
• Use accepted format in any written communication (letters, memorandums and
reports) and, if it’s important, check with someone beforehand that they can
understand it.

As a communicator, you need to think about what are the potential and real environmental
barriers in your workplace or community.

Communication is about sharing meaning. With no sharing, there is no communication. To

communicate successfully in a team or with others, at work or in the community, you need to
understand the communication environment and the barriers which prevent messages being
sent and received successfully.

As senders we must monitor feedback and change out communication to suit the diversity of
the person with whom we are communicating. We are fortunate to have a richness of
different experiences in our Australian workplaces to tap into.

Assisting customers with special needs

Communication and/or mobility impaired customers have the same requirements as other
customers, quality products and services that meet their needs, reliability, and competitive
market prices. And as it happens among most consumers, staff attitude is a key deciding
factor. We would ideally suggest providing specialized training for managers and staff.

If you are not used to communicating with a person who has any kind of impairment and
have any hesitations or concerns, use your common sense, be polite, considerate and
patient as in some cases it may take a little time, depending on the person's impairment.

Blind/visually impaired persons.

People who are blind or vision impaired have wide and varied requirements and
preferences. What is deemed helpful and appropriate by one person may not be so for
another. The best way to identify the most appropriate way to help a customer is to ask the
person how you can help.

In a restaurant

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• Braille and large-print menus are very helpful. Ask customers with impaired vision if
they would like to use either of these formats. NCBI’s Media Centre offers a Braille
transcription service
• Producing your menu in clear print will make it easier for all customers to read your
menu.
• If your menu is not available in Braille or large print, offer to read the menu aloud.
• When serving the meal, offer to describe the location of food on the customer’s plate
as corresponding to the numbers on a clock face. For example, tell the person that
their hamburger is at 3 o’clock and their chips are at 9 o’clock.
• You can also use this method to describe the location of other items on the table; for
example, if the dinner plate is directly in front of the person, you can say that the
ketchup is above the plate at 1 o’clock, and the person’s glass is at 2 o’clock.
• Ask the person whether they would like you to refill their cup, before doing so. If you
refill it without telling them, it could cause a spill.
• If you are filling up a person’s glass or cup, don’t fill it to the brim, in case it spills as
they lift it.

At reception

• Offer to guide or accompany the customer over to the reception desk. Find out more
about how to guide a person with sight loss safely.
• If the customer needs to complete a form, standard practice is for a staff member to
read out the questions, and write down the answers on the customer’s behalf.
• If the customer is required to provide a signature, ask the person if he or she would
like to use a signature guide – a simple device to help people who are blind or vision
impaired to write their signature in the appropriate place.
• If you are entering information into a computer, explain exactly what you are doing
and why.
• When the customer is leaving, make sure they have picked up all of their belongings.
Make sure they know their way by giving clear verbal instructions or offer to guide or
accompany them.

Making a payment and leaving

• Ask the person how they would like to pay.

• Offer to show them where to sign on cheques or credit card slips.
• Ensure that the person has complete privacy if they are entering a PIN or password.
• Count the person’s change aloud, coin by coin, as you place it into their hand.
• Identify any other person that becomes involved in the transaction. For example, ‘My
manager is here now, on your right-hand side.’

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• When handing more than one item to the customer explain which is which.
• When leaving make sure the person has picked up all of their purchases and
belongings and knows the way out.
• Offer to guide or accompany the customer to the door.

Persons using mobility aids or with mobility impairments.

• When walking with persons who use crutches, bracers, canes or just walk slowly,
adjust your pace to theirs.
• Enable people who use crutches or canes to keep them within reach.
• Offer assistance in a dignified manner with sensitivity and respect.
• Do not proceed to assist if your offer to assist is declined. If the offer is accepted,
listen to or accept instructions.
• Offer to hold or carry packages in a welcoming manner.

Wheelchair users.

• When speaking to a person in a wheelchair for more than a few minutes,

sit in a chair and place yourself at that person's eye level to facilitate
conversation (consider kneeling to get yourself on the same eye level as
the wheelchair user).
• When talking to a person who uses a wheelchair, look at and speak
directly to that person, rather than through a companion who may be
along.
• If you don't know how to handle the wheelchair, ask the user and follow
instructions.
• When addressing a person who uses a wheelchair, never lean/hang on
the person's wheelchair as the chair is part of the space that belongs to
the person who uses it.
• Be aware that some wheelchair users may choose to transfer themselves
out of their wheelchairs (do not move the wheelchair out of reaching
distance).

People with speech impairments.

• Don't be embarrassed when a person who has speech impairment

addresses to you and give your whole attention with interest.
• Do not pretend to understand if you do not. Ask the person to repeat what
you do not understand or try rephrasing what you wish to communicate.
You may as well ask short questions that require short answers or a nod
of the head.

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• Do not raise your voice unless requested as most speech-impaired

persons can hear and understand.
• Stifle any urge to complete a sentence.

Deaf or hearing impaired persons.

• When talking to a deaf or hearing impaired person look directly at the

person and speak clearly, naturally and at a normal pace. Only raise your
voice when requested.
• To get the attention of a person with a hearing impairment, tap the person
lightly on the shoulder or wave your hand.
• Place yourself facing the light source and keep your hands, cigarettes and
food away from your mouth when speaking.
• Make sure that the person has understood what you wish to
communicate.
• Brief, concise written notes may be helpful if all else fails.

People with understanding / learning impairment.

• Be natural and speak clearly. Do not use complex sentences.

• Be supportive and friendly
• Answer all questions making sure that you are being understood.
• Treat adults in a manner befitting adults (treat mentally/learning
impairments adults as adults, not children)
• Don't provide assistance further than needed/required.

People with behavioural impairment/ impaired social skills

• Avoid any situation that can lead to violence, like arguments or criticizing.
• Try to understand their situation and enhance their participation in all
activities.

Persons with other impairments.

There are numerous impairments that do not fall under the general categories, many of them
are not immediately perceived or might be hard to be realized, as chemical sensitivity,
allergies that can occur from exposure to the sun, through the air, food, water. The best
sources of information about their needs are our customers themselves.

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