2011 Ps Experience Exec Summary Greggroup

Humana Confidential - For Internal Use Only

Measuring Perfect Service

Experience

Bringing the “Magic” to Humana through the Disney Perfect Service Experience.


Perfect Service Experience Key ElementsSeptember 12-14 Session

Disney Field Experience Inspire adoption/

adaptation of Disney best practices

Network Create and commit to

Action Plans

September 12 – 14, 2011

Measurement of ROI

Roundtables1x1 Guide Meetings

Disney Field

Experience

Orientation

PerfectService

Experience

Pre-Experience Orientation Establish Expectations Target metrics to impact via Action Plan Determine baselines for comparison

August 1 – September 9, 2011

Bi-Weekly Roundtables Strengthen participant network

and ongoing support Share ideas, advice, best practice Discuss progress, challenge,

opportunity Promote ongoing commitment to

action plan

September 15 – March 31, 2012

Bi-Weekly 1x1 Guide Meetings Provide ongoing discussion and

support on Action Plans Examine metrics Discuss specific progress and/or

challenge

September 15 – March 31, 2012

Measurement ofReturn On Investment (ROI) Four Levels of Evaluation:• Reaction 9/14 • Learning 8/29 and

9/28• Action &

Behavior 12/1 – 1/1/12

• Business Impact 3/1/2012


Perfect Service ExperienceReward With Responsibility

Unique opportunity to participate in an interactive experience hosted onsite at Walt Disney World by the Disney Institute

Each Participant will be required to: Create an action plan Commit to execution of the action plan Commit to meeting biweekly with assigned guide Commit to meeting biweekly for roundtable discussions

The biweekly meetings will occur on opposing weeks Commit to sharing progress on action plans, status of metrics and

barriers to executing action plans with assigned guide


Why Evaluate?

Determine the effectiveness of the program

Determine how the program was received by the participants

Understand ways to improve the program

Determine if the program should be repeated


Perfect Service ExperienceFour Levels of Evaluation

Level 1 – Reaction

Level 2 – Learning

Level 3 – Application/ Behavior Change

Level 4 – Business Impact

Return On Investment*

*Source: Kirkpatrick Model four levels of evaluation

Humana Confidential – For Internal Use Only

LEADING AND SUSTAINING A SERVICE CULTURE


Loyalty Profit Chain:

Quality High>Employee satisfaction. Satisfied Employees stay longer. Retention saves replacement costs. Performance>build relationships. High Quality>Satisfied Customer. Creating Superior Customer Value. Superior Value>Exceeded Expectations. Loyalty =Complete Customer satisfaction. Revenue,Growth,Profitability:5%Increase In Customer Loyalty can produce profit Increases from 25% to 85% Shareholder Value : When revenues and profits create growth for the company

Internal

Service Quality

Employee

satisfaction

Employee

retention

Employee

Performance

External Service Quality

Customer satisfactio

n

Superior

Customer

Value

Customer Loyalty

Revenue

Growth

Profitability

Shareholder

Value


Defining Success: The Success Formula

Quality Cast Experience (Who will make it Happen) Quality Guest experience (Why we’re in Business) Quality Business Practices (How We’ll Be successful) Balanced Approach To Quality

Quality Cast Experience

Quality

Guest Experience

Quality

Business

PracticesFUTURE


Disney’s Chain of Excellence Careful measurement of the Important aspects of the

business and its leadership have validated the relationship between effective leadership and the continued success and improvements of the business.

Walt & Roy Disney set High Standards. Faced challenges, took risks , strive to improve Even as organization grows , true to values put in place.

Leadership Excellence

Cast

ExcellenceGuest

Satisfaction

Financial

Results/

Repeat Business


The Power of Story & Vision Walt Disney is a story telling Company The Disney Product thrives on the ability to tell a story that

connects to people’s emotions. The “power of story” contributes to the Disney difference in

leadership. Every leader is telling a story about what he or she values. Vision is a picture of the future that is created in the

imagination and which motivates action.

To do this effectively , a leader at any level must:– Know and understand the vision of the organization.– Create a vision that supports and contributes to the

overall vision of the organization.– Communicate the organization’s vision in a way that is

compelling and inspirational.


Continuous Improvement Process:

“You can dream, create, design, and build the most wonderful place in the world, but it requires people to make the dream a reality”

Walt Disney

Continuous

Improvement

Process

Listen

&

Learn

Measure

ACT

RE-Measure

Recognize &

Celebrate

SHARE


What is the Corporate Culture?

System of values and beliefs an organization holds and drives behaviors and influences Relationships.

Four Components of a Successful Corporate Culture:

By Design Well-Defined Clear to all Goal-oriented

Operationalizing the Culture Language and symbols: Affects

thinking and behavior Heritage and traditions:

Friendly informal work environment.

Support Training & Education High Quality Products Pride in Disney Image

Shared Values: Honesty, integrity, respect, courage, openness, diversity, balance.

Traits and Behaviors: Make guests happy, work as a team, encourage risk-taking and paying attention to detail.


External Casting Process: TraditionsProgram

Applicant walks into Casting/Visitsdisneycareers.com/Applicant calls Job-line

Offer Extended or not right fit and opts

out


Developing Quality Standards:

Safety>Provide for welfare of guestsEnvironmental protectionEmergency servicesPrevention and loss controlSecurity

Efficiency>Provide for smooth operation Capacity of facilityGuest flow patternsOperational readinessTeamwork

Walt Disney World

Resort

Quality Standards


Disney Service Basics:

I stay in Character and play the part• Preserve and protect the magic• Provide excellent Show Quality

and Safety• Performs the role efficiently by

reducing hassles and inconveniences

I go above and beyond• Anticipate needs and offer

assistance

• Create surprises and magical moments

• Provide immediate service recovery

I project a positive image and energy

• Smile• Look approachable• Look happy and interested • Model the Disney look• Keep conversations positive

I am courteous and respectful to all guests including children

• Make eye contact and smile• Engage in guest interaction• Treat guests as individuals• Greet and welcome each guest• Thank all guests and invite

them back


Creating a Memorable Experience: Experience Mapping

A point of contact is any representation of the company that a consumer comes into contact with.

Experience mapping is a method for analyzing the effectiveness of the experience at each point of contact. See service through the

“eyes” of the customer Align ideas to your core

strengths What will it take to move from

meeting Expectations to “Exceeding Expectations”?

Human

a Me

mber

Brochure

ReferralBillboar

dDMSCall

Center

Humana Agent contact

Humana

Guidance

Center

Customer

Service Center

Provider

Contact


The Disney Care PhilosophyRecognition and Rewards

Disney expects cast members to treat each other the way we treat our guests.

Disney Leaders show concern, support, and empathy for cast members.

Recognize accomplishments, involve in guest relation strategies, make best use of talents and skills.

Disney believes the feeling of care will be passed on to the guests.

What Disney Recognizes• Guest satisfaction• Performance• Behaviors• Longevity

Types of Recognition• Global Programs• Area recognition programs• Day to day


Objective: Expand the Cincinnati HMO Foot Print Year over Year with 25 days less time to do it in.

Accomplished By : AEP lessons learned/Road-Map Agent Time Management Positioning the PCP in HMO Tracking the Metrics Daily Leveraging the Guidance Center Feedback and clear expectation Team Building/Inspiration Recognition & Fun Rewards

2011 AEP 2012 AEP0

500

1000

1500

2000

2500

3000

3500

4000

34%

52%

Overall Sales

HMO Sales

Continuous Improvement Process Sept

Memorable Experience Oct - Ongoing

Story Telling Nov. 15 – Dec 7

Humana Confidential - For Internal Use OnlyHumana Confidential – For Internal Use Only


Leadership Excellence


Duckburg, Inc.


Monorail Challenge


On Stage



Documents

2011 Ps Experience Exec Summary Greggroup