Customer service orientation of human resource at Chevron Bangladesh

Abstract

Chevron Bangladesh has designed an internship program that ensures business contribution from day one. It is also known as one of the best employers in Bangladesh. In order to have that reputation, the company must be able to keep its employees delighted at all levels of their day-to-day activities. This report provides a look at some of those ways that are in place at the company. To start off, the report looks at the service provider that is often not consider as such. The human resource function is a major service provider, without the services of which, company employees as internal customers would be rendered ineffective. A basic review of HR’s structure and the various services it provides is provided at the beginning. The GAPS model of service marketing is touched on next and how employees have certain expectations of service quality. How those expectations are met leads to perceptions being formed. The GAP that occurs is detailed here and solutions are discussed. Further down the report, customer expectations & perceptions are delved into individually to understand what lets to their formation and how they can be managed. To figure out how gaps can be avoided, service development & design is explored in order to arrive at the ideal approach that should be adopted for satisfactory service quality. The critical nature of integrated service marketing communication is discussed towards the end and examples are provided on Chevron HR’s efforts to ensure consistency of communication through various channels. The report is ended on a note of what the future of the company can look like and some of the approaches recommended can certainly empower HR to become the most effective service provider inside the company, leading to extraordinary service delivery to the end customers.