Mr. Fawaz Sulaiman Al-Othman, acting deputy general manager of Kuwait Finance House (KFH), said that successful institutions are those who can create a distinct image for its employees through the service extended to customers. "Since its inception, KFH has adopted this methodology as a tool for enhancing its concept." He said.
In an address he delivered on the occasion of honoring the outstanding performers in the banking branches during the 2nd quarter of this year, al-Othman stressed that since the commencement of the Service Quality project in 2004, KFH has achieved continuous relative growth in enhancing the concept of quality by developing the staff performance. "The growth reflects KFH's successful application of the project, which put it on the lead ahead of competitors." He added, indicating that such distinction is the fruit of 28 years of giving since KFH's inception.
The Concept of Quality
Al-Othman indicated that KFH strategy to develop the concept of service quality required the initiation of a unit specialized in this area by identifying the goals of studying the customer needs in the scope of service and meeting their requirements in order to build a bridge of positive relationship, thus making the customers loyal to the bank in the developing banking market. Competition in improving the staff performance is achieved by periodic monitoring of business and constant visits to the branches by a team specialized in implementing the quality concept, was made possible. The purpose is to measure the development rates and recognize the positive as well negative aspects, which can then be remedied in order to increase staff efficiency at the bank.
Al-Othman stated that KFH supports the outstanding performers, including young employees, by constant honoring, provision of awards and incentives, which constitute a means of encouraging them and creating a competitive spirits among the employees at large. The purpose is to develop customer service performance. Honored employees are selected in accordance with standard, accredited criteria, based on the outcome of individual staff appraisal. These are standards applicable in the world's major banks. They are divided into branch standards and employee standards. They accurately identify what should be done by each employee, covering all customer service pivots, from the start to the end of transaction.
"There are several factors that boost responsiveness and interaction between KFH and its customers." Al-Othman mentioned. "These include activating the geographic expansion policy by opening more branches, in addition to introducing a set of integrated services in the branch nearest to customer, via the "Comprehensive Branch" concept.' He elaborated, adding that the concept derives its business methodology from the basic nature of KFH, which includes providing a basket of diversified services that tackle all aspect of individual life. In addition, technology utilization has been deepened in all services, and fresh techniques have been adopted to cope with the development in equipment and automated payment systems, such as bankcards, ATMs, and other new developments in banking.
He referred to the highly positive ratings obtained by KFH from the world's major rating agencies, which have always commended its successes. This reflects a factor of success in confidence building with customers. It constitutes a disti