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“Customer experiences are being harmed because business efforts to improve employee engagement are fundamentally flawed” – Neil Davey (Managing editor, MyCustomer.com)

As a result, there has been increasing attention paid to the employee experience in recent years, with growing focus on areas such as wellness, diversity, inclusion, mental health, capability development and training.

Yet despite the proliferation of these projects, estimates by Temkin Group suggest that the number of engaged employees still remains disturbingly low – with its research indicating that only 33% of staff are highly engaged, and that number dropping to as low as 26% for those aged 18-24. This last statistic is of particular concern because this demographic is amongst the most likely to be serving customers, whether in contact centers or in other customer-facing roles.

He identifies a few reasons why engagement continue to be so low despite the surge in employee experience effortsincluding the mistake of treating money as an overriding motivator.

Among them are two crucial areas, I thought, that go a long way in strengthening employee engagement and in turn CX:

“Failing: Not engaging staff with the company’s wider purpose.

If understanding employee motivations is crucial, there is also the other side of the coin to consider: do employees understand the organisation’s motivations? Do staff know what the company’s purpose is, and do they buy into it…

Whatever the purpose is, it has to have meaning and connect with the employees in the organization…whether it’s a customer-centric purpose, or a profitability purpose, it has to be something that employees want to rally behind to achieve…

And then the leaders need to translate that purpose to every part of the business in a meaningful way.

Reminds me of an inspiring anecdote SU (a Division head) shared with us years ago:

In his days as a salesman, on one occasion, he moved heaven and earth to fix a problem on a IBM 1403 (a legendary line printer) he had sold to a customer – the awry drum and fan-fold paper movement was ultimately traced to dampness in the paper, fixed by heating up the stock with an electric bulb before usage! For him, a mere salesman, and his organization, the sale did not end with invoicing and collecting.   

Needless to emphasize the purpose needs to be authentically reflected in both thought and action at all times. Any incongruence at any time in this regard on part of the leadership, careless or otherwise, seriously undermines the cause.

This leads us to the second significant failing which is a little more of a challenge.

“Failure: Not connecting day-to-day tasks to the bigger purpose.

…As well as understanding and being engaged with the organization’s wider purpose, the employees also need to understand how their basic, daily activities contribute to that purpose.

The most famous and possibly apocryphal story that best demonstrates this, concerns President John F. Kennedy’s first visit to NASA headquarters in 1961. During his tour of the facility, he introduced himself to a janitor who was mopping the floor and asked him what he did at NASA. “I’m helping put a man on the moon,” came the reply.

The janitor understood his employer’s wider purpose, and also understood his daily task’s contribution to it – by ensuring everything was spotless, all of the sensitive equipment could function without fault. The cleaner did not view himself as simply a janitor, but a member of the NASA space team with an important role.

Without this important connect, the purpose remains as a lofty statement enshrined on some plaque. The tail does not go with the head!

For instance, it’s necessary and important to ask and answer How does having a customer-centric purpose translate to a call center agent? At the meaningful level, how does that tell you to behave and operate in a certain way? Does that tell you to smile more often, or to say please, or thank you, or does it help you answer the telephone in a slightly different way?

Of course it is not always so simple when it comes to those daily tasks that often appear dull and of non-strategic value. At this point it is important to realize even these tasks are connected; else they would not be performed in the first place. The trick is to uncover and present the connection that exists in right context.

Guarding against these two failures significantly enhances employee engagement.

And, how does an engaged employee perform?

Here’s a short and timely anecdote from Seth Godin:

“The $50,000 an hour gate agent:

Conventional CEO wisdom is that top management is worth a fortune because of the high-leverage decisions they make.

But consider the work of Wade, an unheralded Air Canada gate agent. Yesterday, I watched him earn his employer at least $50,000 while getting paid perhaps .1% of that.

The microphone was out of order, but instead of screaming at the passengers, he walked over and spoke directly to the people who needed to hear him.

On his own, he started inquiring about the connection status of a family of four. He could have cleared the standby list, closed the flight and told the four that they’d have to find another way home. Or, he could have saved them their four seats, which would have flown empty if they hadn’t been filled. Instead of either path, he picked up the phone, organized other staff to find and expedite the family and get them on board.

And then, in an unrelated bit of valor, he tracked down a lost wallet and sent his #2 to fetch it from where it had been left–getting it to the plane before it left.

Most of all, in an era when loyalty is scarce, he probably increased the lifetime value of a dozen wavering customers by at least a few thousand dollars each.

Krulak’s Law states that the future of an organization is in the hands of the privates in the field, not the generals back home.

In conclusion, when Godin asks, “Where is your Wade? What are you doing to make it more likely that he or she will bring magic to work tomorrow?” you know where and how!

Davey may be read here and Godin here.

End

Source: Pinterest, Wikimedia.org and huffpost.com.

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