{"id":491,"date":"2018-11-04T14:46:46","date_gmt":"2018-11-04T22:46:46","guid":{"rendered":"https:\/\/create.twu.ca\/insightsofakahuna\/?p=491"},"modified":"2019-10-23T14:26:39","modified_gmt":"2019-10-23T21:26:39","slug":"blog-xi-implementing-a-service-oriented-culture","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/insightsofakahuna\/2018\/11\/04\/blog-xi-implementing-a-service-oriented-culture\/","title":{"rendered":"Blog XI: Implementing a service-oriented culture"},"content":{"rendered":"

In my role of managing and supporting tenants living in social housing buildings for the City of Vancouver, I would like to define what a service-oriented culture would look like in my workplace followed with some recommendations that could help my organization embody this culture. <\/span><\/p>\n

In my organization, a service-oriented culture would be one where tenants feel fully supported by staff to improve their current living situation. Many tenants who live in these social-housing building suffer from either mental health, substance addiction, or poverty for a number of reasons. From personal experience, tenants have expressed to me that they would like to see staff support them by connecting them to desired resources such as housing, health clinics, or detox. A service-oriented culture for my department would be one where staff have the knowledge and initiative to generate positive changes for our tenants.<\/span><\/p>\n

To put this into practice, upper management would need to initiate a framework for full-time staff to work with. This would start by training staff how to gather information and communicate with tenants effectively, empathetically and respectfully, provide them information of key partnerships and resources within the community, hire extra staff to support tenants on each shift, and then create an infrastructure to track both tenant and staff progress. Once staff have the basic knowledge to effectively support tenants, managers need to be able to support staff with this operation as well by conducting progress meetings with staff, encouragement, and assigning staff an appropriate caseload of tenants. This process needs to start with managers however as their investment in this initiative will reflect off staff. If managers are willing and eager to support staff with this process and provide guidance, this could help spur change in the department for staff to be more service-oriented to tenants.<\/span><\/p>\n

Managers should also be invested in the growth of their employees by asking questions such as what they\u2019re hoping to gain from working in this department or organization, asking them what their short-term and long-term goals are, and gathering feedback in how they can improve both their service to them and how staff can better serve tenants. Managers need to serve as role models for implementing this change to the organization and will need to be in the front lines with staff in the early stages of this change.<\/span><\/p>\n

Introducing a service-orientated culture for my organization would be a long process because the organization doesn\u2019t currently have any formal systems in place. However, staff need to understand the value that they are generating for the community and if management can enable staff to better invest in the work they do, not only will tenants benefit, but staff as well will feel a stronger sense of purpose in their roles. This change will reverberate throughout the community as the organization will set a precedence for what good service looks like to the disenfranchised and impoverished within Vancouver.<\/span><\/p>\n\n

\n <\/div>\n\n","protected":false},"excerpt":{"rendered":"

In my role of managing and supporting tenants living in social housing buildings for the City of Vancouver, I would like to define what a service-oriented culture would look like in my workplace followed with some recommendations that could help my organization embody this culture. In my organization, a service-oriented culture would be one where […]<\/p>\n","protected":false},"author":889,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[114,97,125],"tags":[],"class_list":["post-491","post","type-post","status-publish","format-standard","hentry","category-blog","category-ldrs500","category-unit-6","has-post-title","has-post-date","has-post-category","has-post-tag","has-post-comment","has-post-author",""],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/posts\/491","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/users\/889"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/comments?post=491"}],"version-history":[{"count":1,"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/posts\/491\/revisions"}],"predecessor-version":[{"id":492,"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/posts\/491\/revisions\/492"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/media?parent=491"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/categories?post=491"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/insightsofakahuna\/wp-json\/wp\/v2\/tags?post=491"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}