questback "employee engagement and customer experience surveys – two sides of the same...
TRANSCRIPT
Jamie Lawrence, Editor, HRZone
Paul Barnes, Managing Director, Questback UK
Ben Kent, Managing Director, Meridian West
Employee engagement and customer experience surveys – two sides of the
same coin?
Employee engagement and customer experience surveys – two sides of the same coin?
Paul Barnes
26.11.2014
Vers
ion
Q3
2014
, v2.
3
PRESENTATION NAME
3
Back to the 90’s - The Service Profit Chain
PRESENTATION NAME
4
“The way you treat your employees is the way they will treat your customers” Richard Branson
PRESENTATION NAME
5
There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow.
Jack Welch
PRESENTATION NAME
6
POLL QUESTION: Does your organisa8on link employee engagement and customer experience data?
Vers
ion
Q3
2014
, v2.
3
PRESENTATION NAME
So we’re all on top of this…. right?
7
Does your organisation combine the data from customer experience and employee engagement feedback?
5% Yes, fully integrated
38% 31% No plans to do so Yes, partly integrated
26% No, but planning to
within the next 18 months
Vers
ion
Q3
2014
, v2.
3
PRESENTATION NAME
The benefits are clear
8
What benefits are you aiming to achieve from combining customer experience and employee engagement feedback?
Identify ways to improve customer
83%
experience
More motivated and engaged employees 75%
Get insight into activities that can link 58%
directly to specific business objectives
Link CX feedback to specific 51%
employees
Gain greater insight into 49%
customer behaviour
Provide a more personalised 44%
service to customers
Reward strongest performing employees 29%
Other 8%
Reduce research costs 7%
PRESENTATION NAME
9
POLL QUESTION COMPARISON OF POLL RESULTS
Vers
ion
Q3
2014
, v2.
3
PRESENTATION NAME
So what’s holding us back?
10
Are there any specific reasons why you are not planning to combine customer experience and employee engagement?
Vers
ion
Q3
2014
, v2.
3
PRESENTATION NAME
Moving forward – a question of ownership?
11
Who will lead on the combined customer experience and employee engagement feedback programme?
Other
CEO 5%
Customer service team
5%
7%
14% HR department
15% CX/marketing department
External consultancy/agency 2%
29%
A combination of HR and either customer service or CX/marketing departments
24% Central insight function
Vers
ion
Q3
2014
, v2.
3
PRESENTATION NAME
12
Final thoughts - everyone benefits
CUSTOMER
Customer experience issues are identified more clearly and resolved through actionable insight
EMPLOYEE
Real time feedback from “my” customers Identifies areas where support, training and development will be valuable
BUSINESS
Capture the voice of the “non-responder” Early warning on issues to support better decision making …and back to the service to profit chain
Vers
ion
Q3
2014
, v2.
3
PRESENTATION NAME
www.meridianwest.co.uk
Employee engagement and customer experience surveys – two sides of the same coin? Kent Blaxill Case Study
Established in 1838 – the year Victoria was crowned
15
2012 the board agrees to do an on-‐line survey
• 607 responses
• 68% -‐ ‘very good’ or
‘outstanding’
16
Gulp!
• “I have been using Kent Blaxill for at least 35 years and have always found them to be brilliant until the last few years. The helpfulness of staff has really gone downhill and to get staff to do anything for you -‐ they have a "can't be bothered" attitude! I know this is not just my opinion as many in the business are now going elsewhere! (Landscaper, Colchester)
17
Staff survey highlights some alarming problems
• “Staff need to feel part of one company -‐ not sectioned off into small departments ....
• Staff need to be pro-‐active in communication and not sit back thinking 'well no one told me' but actually ask questions and look interested in what else is going on? “
18
The board
Colchester
Bury St Edmunds
Branches
Ron McConnachie joins 1. Kicks off customer profit analysis and account plan
19
Account plans
Customer profit data
Survey
165 customers followed up by sales reps Resulted in new sales £600k of new sales projected for 2014
2. We develop a customer charter – Number 1 and committed to repeating research in 2014
20
3. We run a workshop of “influencers” to create an action plan for a more open, performance-‐driven firm
21
Lots of ideas were shared and this g roup gave people a chance to be heard. Everyone thought that this workshop was beneficial and that the invitees should change regularly to allow new ideas from people who wish to be included.
Actions
1. Annually – a presentation to the staff from Simon Blaxill together with a short presentation from Kevin Sturdy g iven staff the numbers.
2. Monthly -‐ short meetings with line managers. All information needs to be cascaded
down to everyone (this to include KPIs) Andy mc agreed to look at operational KPIs for the different departments.
3. More walking around the branch by Simon & Ron to get to know staff.
4. Ben Kent to put together a short version of the customer survey so staff can see
what came back – there is a lot of good information in it and he will make it into a video for all staff to watch. Quotes from the survey to be used in marketing .
5. The Customer Charter – Ben & Ron to look at ways of getting this over to all staff.
Possibly presenting it to them in small g roups.
4. HR consultants are hired to revamp policies
Customer service training
Revamp appraisals and
create competency frameworks
Internal communications
strategy eg posters with our
mission, newsletter, MD presentation
22
Ron publicises success stories Show monetary impact
23
125% increase in timber sales
What a difference a year makes
• 2013 – Board dominated by operations and finance issues
– Loss making – Declining morale
• 2014 – HR and customer issues represented on the board
– Back into profit. Revenues up. New branches.
– Better morale and communication
24
Challenging but worthwhile
What worked well
1. Staff survey 2. Integrating customer
profitability and survey data to create account plans
3. Customer charter 4. Celebrating small wins
Where did we struggle
1. Work on getting real commitment from the board took time
2. It needs consistent face to face communication from the management. This is not just “words”
3. Maintaining momentum. It is a journey! Culture takes a while to change.
25
Meridian West at a glance. Research, consultancy and training to help firms become more client-‐focused and increase their profitability.
We focus on professional and financial services:
• Where are the biggest growth opportunities for our firm?
• I want to launch a new product or service offering to the market...
• How do we improve our client satisfaction by delivering better client service?
• How do I design and deliver an effective thought leadership campaign?
• What do our clients think about our service and how do we compare with competitors?
• How do we enhance our account management systems and processes?
• I want to refresh our firm’s brand positioning… • How do I make our fee-‐earners more
commercially-‐savvy? • I want to improve the financial performance of
engagements through better project management…
• I want to provide coaching and training to help fee-‐earners become more client-‐centric…
Accountancy Wealth management
Executive search
Law Corporate and investment banking
Property
What issues do our clients typically come to us with:
About Meridian West and how we work with our clients:
Insight-‐led: unrivalled knowledge of professional and financial services.
Outcome-‐focussed: working collaboratively to meet client objectives, support lasting change
and deliver results.
Satisfied clients: average satisfaction score of 4.44 out of 5; 100% of our clients say they would
definitely recommend Meridian West.
Flexible and creative: our hands-‐on, adaptable approach makes us a trusted partner to leading
professional firms across the globe.
A well-‐rounded team: experienced hands from inside the industry coupled with fresh,
innovative thinkers.
Added-‐value: a regular programme of conferences, roundtables and white papers
showcasing industry best practice.
For more information contact: www.meridianwest.co.uk [email protected] +44 (0)20 7261 4700
Outcome-‐focussed planning
Dedicated project team
Successful implementa8on
Meridian West Client-‐centric strategies for financial and advisory firms
23 Carnaby Street London W1F 7DD t 0207 292 4979 w www.meridianwest.co.uk
27
Q&A Put your ques8ons to our
panel.