1. What is the average salary of a Field Service Engineer I?
The average annual salary of Field Service Engineer I is $71,305.
In case you are finding an easy salary calculator,
the average hourly pay of Field Service Engineer I is $34;
the average weekly pay of Field Service Engineer I is $1,371;
the average monthly pay of Field Service Engineer I is $5,942.
2. Where can a Field Service Engineer I earn the most?
A Field Service Engineer I's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Field Service Engineer I earns the most in San Jose, CA, where the annual salary of a Field Service Engineer I is $89,488.
3. What is the highest pay for Field Service Engineer I?
The highest pay for Field Service Engineer I is $85,224.
4. What is the lowest pay for Field Service Engineer I?
The lowest pay for Field Service Engineer I is $58,312.
5. What are the responsibilities of Field Service Engineer I?
Field Service Engineer I provides on-site support and technical assistance with various products or equipment. Installs, configures, troubleshoots, and maintains products/equipment. Being a Field Service Engineer I identifies, analyzes, and repairs product failures. Orders and replaces parts as needed. Additionally, Field Service Engineer I develops detailed service reports to document service visits, issues, and troubleshooting actions and logs and tracks maintenance activities. Answers basic customer questions about product features. May provide some customer training. Typically requires a bachelor's degree. Typically reports to a manager. The Field Service Engineer I work is closely managed. Works on projects/matters of limited complexity in a support role. To be a Field Service Engineer I typically requires 0-2 years of related experience.
6. What are the skills of Field Service Engineer I
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
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Pneumatics: Pneumatics (pronounced new-MATT-ix) is an aspect of physics and engineering that is concerned with using the energy in compressed gas to make something move or work.
3.)
Customer Satisfaction: Customer satisfaction (often abbreviated as CSAT, more correctly CSat) is a term frequently used in marketing. It is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals." The Marketing Accountability Standards Board (MASB) endorses the definitions, purposes, and constructs of classes of measures that appear in Marketing Metrics as part of its ongoing Common Language in Marketing Project. In a survey of nearly 200 senior marketing managers, 71 percent responded that they found a customer satisfaction metric very useful in managing and monitoring their businesses. It is seen as a key performance indicator within business and is often part of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy.