Published on March 5, 2014
Going Social... Business Boon or Bust?
Aligning Customer Experience and Workforce Experience
February 26, 2013
IDEAL STATE Employee engagement drives customer and business success Sources: Hay Group, Towers Watson, Gallup, Corporate Leadership Council, BC Stats, HBR
What are B2B marketers expectations and current usage of social channels?
85% of business decision-makers are using social channels Source: How B2B Marketers Use Social Now, May 13, 2013
Business decision makers rely on communities for business and personal purposes Source: Forrester - The Social Behaviors Of Your B2B Customers, July 2013
B2B marketers are looking to social media to help build their brands, communities and businesses
Companies are relying on engaged employees to realize their business priorities. But, is the workforce motivated and ready to deliver?
CURRENT STATE Today’s workforce is feeling unfulfilled and not appreciated by their employers Source: “State Of The American Workplace,” Gallup, 2013
CURRENT STATE There is a ‘chasm’ between management expectations and employee realities Gap between expectations vs. performance Source: Employee Insights -‐ 2013 Edelman Annual TrustBarometer
CURRENT STATE Employees are the most trusted influencers within organization and should become brand ambassadors 2014 Edelman Annual TrustBarometer – Global Study
Through 2015, 80% of social business efforts will not achieve their goals Gartner Research, 2013
Customer Experience & Workforce Experience Are Two Sides Of The Same Coin.
Customer experience design is critical to success of an engaged workforce 1. Customer experience and workforce experience are two sides of the same coin 2. Workforce experience Is built on engagement, productivity, and customer impact 3. To improve workforce experience, CIOs, HR, and CMOs must work together Source: Forrester -‐ Measure Workforce Experience Through Engagement, May 7, 2013
Be Social There is value in two-way dialogue. It brings your organization together, provides insights, and transforms employees from passive recipients to active participants.
The “voice of the employee” feeds two key customer experience activities 1. Improving customer experiences. Employees can spot customer problems and unmet needs and eﬃciently identify and execute solutions. 2. Building a customer-centric culture. Employee insight can also help build customer-centric culture through eﬀective hiring, socialization, and reward and recognition programs.
Customer Experience And Workforce Experience Are Two Sides Of The Same Coin Customers want a company to: 1. deliver value 2. be easy to do business with 3. be enjoyable to do business with 1. Engagement: willingly invests time and energy in the success of the business 2. Productivity: convert the energy of engagement into the productivity. 3. Impact: The positive business outcome of engaged, productive employees is happy customers.
Source: Harvard Business Review, Leadership Is a Conversation, June 2012
Best practices approach to workforce alignment.
Caterpillar has defined their customer journey and aligned employee engagement
Non-financial incentives are effective motivators of behaviour change McKinsey Global Survey 2009 - http://bit.ly/1evBegK
Southwest Airlines – Heroes of the Heart
Planning is the critical piece to ensuring the right business objectives, social strategy, measurement and technology are aligned to both the customer and employee experience.
Mature organizations align customer and workforce experience to deliver optimized results Customer Experience Discipline Workforce Experience Deﬁne a clear vision of the type of experience company must deliver to customer. Strategy Practices required to deﬁne a clear vision of the type of experience for employee and how they intersect with the customer. Deﬁne a clear, consistent and accurate picture of target customers preferred experience Audience Understanding Determine the exact characteristics of interactions that exceed customer expectations Design Ongoing measurement of customer experience across the enterprise Develop practices to monitor and manage customer experience quality Develop a culture that embeds the value of delivering a great customer experience Measurement Governance Culture Ensure extensive “listening” and employee surveys to understand needs Involve employees in co-creation process to ensure their voice aligns to program objectives Measure interactions, volume of activity, sentiment and alignment to customer experience Hold people accountable for their role in the customer experience and create broad awareness through cross-functional support. Socialize staﬀ around CX expectations and reward behavior that drives customer satisfaction. Source: How B2B Firms Improve Customer And Partner Experience, March 14, 2012
Define a clear planning process with a focus on customer experience outcomes and employees will engage
Our workforce is more than just a collection of productive employees, they are empowered media channels Unengaged employees are media channels and if not energized through recognition will negatively aﬀect business • The shocking reality is that, 70% of US employees remain unengaged or even worse are actively disengaged. What is the impact to our business and brand? • We must recognize that the relationship between brand and audiences is now ready to be shaped and delivered by empowered and equipped employees. • Ultimately, employees may become the channel through which consumers increasingly receive branded content in the future, so we must ensure that employees are as connected to the external message and internal purpose of the brand. 1. IPA Eﬀectiveness Awards 2012: The employee works – From audience and message to brand medium 2. Gallup. (2013). State of the U.S. Workplace: Employee Engagement Insights for U.S. Business Leaders.
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