When Satya Nadella took over Microsoft, he didn’t begin with a focus on the competition or restructured product portfolio; rather he set out to rebuild the company’s culture starting with redefining the mission of the company.
He engaged all its employees to recommend the new mission for the company, and with its new north star, the firm’s stocks prices tripled since he became CEO. This just illustrates the importance of employee engagement, with the objective to inspire the company to serve its customers in deeper, meaningful, and more purposeful ways.
To drive employee engagement with the Customer Experience agenda, companies should persistently focus on these four broad categories…
Establish a CX vision and ‘walk the talk’: A CX vision creates clarity around a company’s intended experience and helps all employees understand how best they can contribute to provide better customer experiences. Alan G Lafley, the man who transformed Procter & Gamble, would make it a point to visit the retail stores around the world and observe the shopping behaviour of the customers, thereby exhibiting the behaviours for his leadership to follow.
The top leadership needs to be trained and inspired in driving CX across the organisation by taking tangible steps to remove blockers like long approvals hierarchy, short-term profit chasing, and toxic employee behaviours.
Ways of working
Cross functional collaboration: Fortune 500 companies are improving collaboration through internal hackathons that involve having people from different functions problem solving together in groups. IBM holds internal hackathons called Cognitive Build, where employees from across the world participate in the competition by forming teams of different people from different countries and different functions, aligning their perspective on CX and sharing customer knowledge.
Agile transformation & design thinking: Methodologies are being used to continually adapt to changing customer preferences, as it allows you to quickly test your hypothesis with customers and co-create solutions with them.
Developing emotional intelligence: This is the ability to understand how customers feel and take this into account when solving business issues at any level. It is only recently that emotional intelligence has become a topic of significant importance, and the one that gives a real competitive advantage in the current environment.
Customer immersion programs: These help employees empathise and walk in the customer’s shoes. At Airbnb, every new employee goes on a trip and documents the entire customer journey, which will then be presented and shared with the entire company as insights, pain points, challenges, and opportunities.
Customer immersion is not limited to journey mapping, and involves continuous learning about customers’ needs and wants, as well as understanding your ability to meet them. Each employee in different parts of the organisation should be able to relate to how his role and department create value to the company’s customers.
Employee listening and involvement
CX governance: Listen to customer feedback though the employees, and establish an empowerment and escalation system whereby no customer problem goes unnoticed. In my work at a UK insurance company, I developed an employee feedback system for customer issues and within weeks we started receiving up to 4000 suggestions a month.
Sixty percent were addressed within the same month by addressing operational errors quickly, fixing broken processes, and preventing complaints resulting in cost savings. It also delivered continuous improvement in customer satisfaction with the contact centre (+5% over the course of the year).
Employee experience: Companies like Coca Cola and SCB Bank are using design thinking and employee journey mapping to transform their employee experience globally, focusing on employees’ daily journeys. Shifting the organisational focus from process to people creates more engaged and loyal employees able to deliver your CX strategy.
Recognition and reward system: This should encourage the behaviours creating value to customers. If courtesy and speed of service are of paramount importance to your customers, like it is to Hertz’s, these should be targeted and rewarded based on the customer feedback.