Profile: Louise Bedford, Real Estate Media
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Louise Bedford Number of years in role: 4 years |
What do you do?
As Real Estate Manager, I’m responsible for maintaining a high level of operational efficiency within my call centre and client service departments, whilst ensuring the focus is on quality and customer satisfaction. A large part of my role is to provide a supportive and solid infrastructure for my staff, to ensure that the expectations of the company and its clients are met.
What results are expected in your position?
Primarily I ensure the timely delivery of a quality product and service, whilst achieving optimal client satisfaction. I am also expected to manage my team in accordance with our company’s mission and values.
What has been your biggest career highlight to date?
It would have to be receiving the award for 2006 ‘Manager of the Year’ at our annual awards night. I was extremely flattered to be acknowledged in such a way by my peers.
What is the best and worst thing about your job?
The best thing about my job is the people I work with. I have the pleasure of managing a unique group of fun and dedicated individuals with great personalities!
The worst thing about my job would have to be the subdivision of our various departments. Due to our company’s consistent growth our operations span four buildings. It can be difficult making or maintaining contact. If often means relying on email. Despite its merits, email is sometimes not the most effective communication method.
Any tips on how to get and stay ahead?
Think with the end in mind and plan accordingly. Schedule time in your calendar to do the things that you never seem to have time to do. Trust your judgement and empower yourself by believing in your own ability to make decisions, and stick to them!
How do you encourage loyalty with your staff and clients?
With staff and clients alike, loyalty can be won by simply being there. It’s important to take the time to listen, understand and assist them with their wants and needs. It’s also important to deliver what you promise when promised.
What do you think employees want from their employer?
I think trust, honesty and respect are paramount for forming and maintaining a good working relationship, but flexibility, opportunity and understanding are also important. Feedback, both positive and constructive, is also imperative in order to promote personal growth and employee satisfaction.
What does your company do for its staff that you feel is different from what other companies provide?
I believe that we are different as we base our recruitment criteria for our call centre purely on potential, enthusiasm and the right attitude, rather than experience, skill set or previous employment history. We provide a place for young people primarily to get started, learn abundant new skills and establish a career path with many growth opportunities.
We have also recently established a ‘leadership development program’ which consists of fortnightly sessions off site for our company’s leadership group. This program is designed to equip managers and team leaders with various skills relating to leadership, communication and quality, just to name a few, whilst also delving into the talented works of Stephen Covey and John Maxwell.
What are the biggest human capital issues your industry is dealing with? …and what should be done about them?
The real estate marketing and advertising industry is facing structural changes toward more complex technology, such as internet advertising, and away from traditional print media. The stock of human capital available for our call centre tends to be skilled in the old rather than the new, so we find ourselves having to invest heavily in younger, less skilled employees and developing them internally. This brings benefits; we have created a strong and supportive culture and an environment of enthusiasm – we pride ourselves on our aptitude in getting the most out of Generation Y. The downside is the expense of acquiring new human capital and the risk of losing valuable intellectual property if staff retention rates were to fall.
Our strategy moving forward is to focus on stringent recruitment processes. We need to find the rare young individuals who possess the skills we’re looking for, as well as a sense of loyalty and a desire for long-term employment.