How to Build a Culture of Service Excellence – One Shift at a Time

One of the biggest concerns keeping leaders up at night is how to ensure consistency in customer service, especially when casual team members work only a few hours a week.

It’s an easy assumption to make—that limited hours mean limited impact. But what I’ve seen time and time again is that it’s not about how many hours someone works. It’s about whether they feel connected to the strategy, have clear expectations, and are supported with training to build confidence.

When team members feel truly engaged, they show up ready to deliver. Without that sense of belonging, it’s easy to slip into clocking in and out, doing the bare minimum, and never fully understanding the impact of their role.

That’s why the real opportunity lies not in questioning if they’re invested, but in ensuring they can be. When people feel equipped, valued, and part of something bigger, even a few hours a week can make a remarkable difference.

And that sense of purpose changes everything.

If we want to elevate the customer experience, it’s not enough for leadership to hold the vision. Every person, whether they work three hours a week or full-time, needs to understand the why behind it. When team members know the purpose, values, and expectations that shape service, they start to see their role as more than just a shift.

But setting them up for success, especially those working limited hours, takes more than good intentions. It comes down to three things:

1. Connection to the strategy 
Knowing why their work matters builds a sense of ownership. It’s about making every team member feel like an essential part of something larger, not just someone filling a roster.

This connection starts with storytelling and bringing the strategy to life in a way that resonates with frontline team members. It’s about showing how their actions contribute to the organisation’s goal, whether that is creating a memorable customer experience or proactively helping a customer, their need to see how their role directly supports the bigger picture.

2. Clearly articulated signature service standards 
Great service thrives when expectations are clear. When team members are encouraged to bring their unique personalities to work within a framework of well-defined service standards, they know exactly what exceptional service looks and feels like.

These standards aren’t about scripting interactions; they’re about creating a shared understanding of the behaviours, attitudes, and moments that define great customer experiences. It’s about empowering people to deliver consistent excellence while staying true to themselves.

3. Developing customer interaction skills 
From warm greetings to handling complex situations, team members need the right tools to build confidence. This is especially true when it comes to difficult customer interactions. Without guidance, even the most enthusiastic team member can feel stuck.

I was reminded of this when a 16-year-old retail assistant recently shared their experience:
“I just stand there with my hands by my side. I have absolutely no idea what to do.”

By the end of the workshop, they had practical strategies they could lean on, not because they had gained years of experience, but because they were equipped with the right skills.

And that’s when something powerful happens: belief.

While working the past few months on a large-scale, organisation-wide service culture program involving over 900 people, I’ve met some extraordinary casual team members, some as young as 14 and working only a few hours a week. What stood out wasn’t their experience but the moment they understood how their individual actions contributed to the bigger picture.

When service standards are clear, and skills are developed, hours no longer limit impact. Every shift, no matter how short, becomes an opportunity to make a difference.

I know this because I’ve lived it.

I started working in customer service at 14 years and 9 months—the legal age to get a job where I lived. Remembering customers’ names, anticipating their needs, and experiencing the power of human connection lit something in me that shaped the rest of my career.

Recently, after a workshop, a casual team member wrote in their feedback: “As a teen, I now believe I can do anything.”

This is what happens when people, regardless of age, experience, or hours worked feel connected to the strategy, equipped with the right skills, and confident enough to step into their role.

And when we get that right, even three hours a week can make a lasting impact on the customer experience, on team culture, and on the sense of purpose each person takes home at the end of their shift.

Written by Monique Richardson.
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