CLP offers power to its people
While some companies operate on the premise that employees must provide outstanding services in return for their monthly pay, CLP believes good service is not only about money.
Andy Luk, senior human resources manager at CLP Power, says it is not even about training, although that is also very important - instead, it is about staff engagement.
'CLP Power has transformed its people strategy to enhance customer service. We have a development and engagement programme, we engage staff as well as their families,' Luk says.
The company boasts 99.99 per cent reliability of electricity supply and customer satisfaction of 98 per cent. It now pledges to turn staff 'from hikers to rock climbers' via a five-block people development model.
Freshmen receive three weeks' basic training that introduces them to company's core values, operation units and business objectives, followed by a job orientation. A more advanced functional base training further develops their technical, operational, IT and language skills.
'The company invests in a service culture development that includes an internal competition, which drives performance in a fun way,' says Luk.
This has earned CLP an employee satisfaction level well above average, says a 2011 employee satisfaction survey by Towers Watson, plus a gold award from the Hong Kong Association for Customer Service Excellence.
