In my new report, "How To Hire And Onboard Customer-Centric Employees," I describe how companies can transform their hiring processes to ensure new employees are customer-centric. CX professionals must partner with their HR department and hiring manager colleagues to change the way they screen, interview and onboard new employees. The report describes specific ways to make each step in the hiring process more customer-centric. For example:
Get customer-centric applicants into the hiring funnel. A customer-centric hiring process starts by attracting the right kind of applicants and filtering out the wrong kind. The careers section of a website provides an opportunity for companies to tell applicants what they value in employees. For example, The Container Store's website describes the company's commitment to putting employees first and draws a clear distinction from other companies that focus on shareholders first. Contrast that first impression with the careers landing page on Bed Bath & Beyond's site, where the opening sentence talks about stock performance and its expansion.
Last month, I delivered a webinar about digital CX teams in the post-PC era. I described the importance of having a clear strategy for the digital customer experience and how it should align with the overall customer experience vision in nondigital touchpoints. I shared examples of how companies hire and train essential in-house skills like journey mapping and storytelling to avoid overreliance on partners. And I talked about how companies should take an ecosystem approach to organizing their digital resources. There were some great questions posed during the call, and I wanted to answer them here.
Q. What is the typical team structure of a post-PC CX team?
A. There is no one standard model for digital CX teams — we see a variety of different structures. Some teams, like the one at Target, are quite large and encompass many disciplines and skills. Others, like the team at Express Scripts, are smaller and focus more on the high-level vision and orchestration of projects.
What is consistent across teams is that they build strong connections with key stakeholders throughout the company. Teams actively foster collaboration and skills development both within the team and with key partners inside and outside of their organizations. Many teams provide career paths for individual contributors and mentors for junior team members by promoting strong performers to manage subteams within the larger digital CX team.
Simultaneously: using two devices at the same time to “multitask for efficiency.” Despite overwhelming evidence that humans cannot really split their attention among multiple tasks, 82% of global consumers believe that multiscreening makes them more efficient, and they act on that belief.
Q: What are the measurements or the questions being asked to gauge employee engagement?
A: Virtually all companies measure employee engagement today. I would encourage everyone to take a look at their existing employee engagement survey to see what questions are being asked in their organizations. Here are some examples of the broad categories typically covered in employee engagement surveys:
Employee Net Promoter Score (NPS), loyalty, and satisfaction.
Support and competence of direct managers.
Confidence in the company’s vision and mission.
Belief that company is customer-focused.
Clear communication and collaborative work environment.
Growth and career opportunities.
Empowerment and flexibility, including autonomy and work-life balance.
The idea of customer-focused rewards and incentives for employees isn’t new. But lack of widespread adoption points to missed opportunities for many companies. Forrester asked customer experience (CX) executives whether or not their firms link employee recognition to customer experience metrics, and the vast majority of informal and formal reward programs are not tied to customer experience outcomes.
My recent interview with Blair Skramstad from John Deere Financial reinforced why connecting employee and customer goals is so important. Blair told me that they recently rolled out a customer experience storytelling competition to collect great CX stories and shift their culture to be more customer-centric. One of their customer experience champions expressed frustration that so many of the story submissions she received were anonymous. She discovered that employees were afraid that their managers would be upset that they were spending time with customers as opposed to their primary responsibilities. This is a perfect example of where well-crafted customer-centric goals would have made a difference.
Earlier this summer, Gallup published their 2013 State of the American Workplace report. That report showed that higher levels of employee engagement correlate with better customer outcomes like improved satisfaction scores and loyalty. But it also found that rates of employee engagement in the US working population remain stubbornly low: Fully 70% of US workers report that they’re either not engaged with their jobs, or actively disengaged.
Create employee engagement roadmaps. Customer experience leaders should start by assessing the level of employee engagement at their firms today. With this data in hand, CX pros can perform gap analyses to identify areas for improvement.