Linking Employee and Customer Behavior Through Ambassadorship · Linking Employee and Customer Behavior Through Ambassadorship ... The Role of People ... productivity and empowerment

Beyond Philosophy LLC© All rights reserved. 2001-2017www.BeyondPhilosophy.com

@ColinShaw_CX

Beyond Philosophy, LLC© All rights reserved. 2001-2017www.BeyondPhilosophy.com

LinkingEmployeeandCustomerBehaviorThroughAmbassadorship

DrivingASuccessfulStakeholder-CentricCultureWithEmployeeCommitmenttotheCompany,theValue

Proposition,andtheCustomerPresentedby

ColinShaw,FounderandCEOMichaelLowenstein,PhD,CMC,ThoughtLeadershipPrincipal


@ColinShaw_CX

BeyondPhilosophy&howwework…WEAREPRACTICALTHOUGHTLEADERS

WEACTASYOURGUIDEANDPARTNER

WEREDUCERISKANDINCREASEPERFORMANCE

OUREXPERIENCEINCUSTOMEREXPERIENCEISVAST

WEFOCUSONWHATWILLDRIVEVALUE($)FORYOU

SEASONEDCUSTOMEREXPERIENCETOOLS&METHODS

We take a scientific approach; we don’t just look at therational experience but also what drives human behavior- emotions, subconscious, behavioral economics andpsychology, and then mix this with a practicalimplementation. Thought leadership with real worldresults. Hence our name ‘Beyond Philosophy’

We’ll help you develop the strategy, guide the initiatives,and even train your CX team on our tools &methodologies. We do not wish to embed ourselves or be‘camped out’ in your organization.

We have a variety of proven tools and techniques to applyto your unique situation. We build a program aroundwhat will get you the best results. Through our vastexperience we know what works and what doesn’t.

We are the first operational CX consultancy and trainingcompany in the world. Since 2002, we have had thepleasure to serve many of the top organizations across theglobe.

We do not believe in ‘exceeding Customer expectations’ atevery point of contact. We do believe in identifying andfocusing on those aspects of your experience that willdrive the most value for you. To help achieve this we havethe world’s largest database of what drives Customeremotions.

With our vast experience we know what works and whatdoesn’t. We have evolved our tool set in practicalimplementation and these are proven to work. We can usethese on our engagement or we can train your people onhow to do this or a mix of both.


@ColinShaw_CX

SomeofOurClientsProjectsHaveIncludedBothCustomerandEmployeeExperience


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@ColinShaw_CX


@ColinShaw_CX

AboutthePresenter• ThoughtLeadershipPrincipalatBeyondPhilosophy• FormerlyEVPatMarketProbe,SVPatHarrisInteractive(Nielsen),SVP

atGfK/NOPWorld• Over35yearsmanagementandconsultingexperience;passionate

aboutstakeholderbehaviorandbrandmeasurement• M.B.A.inmarketing,organizationalmanagement• B.S.degreeineconomicsandmarketing• Ph.D.instrategy,programdevelopment,andprogrammanagement• Authorof250+articlesandwhitepapers,andseveralcustomer-centric

marketingbooks,including–– CustomerRetention(1995);TheCustomerLoyaltyPyramid(1997);

CustomerWinBack (2001),OneCustomer,Divisible(2005),and…– TheCustomerAdvocateandtheCustomerSaboteur:LinkingSocial

Word-of-Mouth,BrandImpression,andStakeholderBehavior(2011)– Newebooks/softcoverbooksonstakeholder-centricresearch,culture

andanalytics- CustomersInside,CustomersOutside(2014)andEmployeeAmbassadorship(2017)

– Top10ContentContributor– CustomerThink portal


@ColinShaw_CX

TheRoleofPeople…WhyTheyCanBeSoCriticallyImportant

70%41%68%…ofcustomersLEAVEbecauseofpooremployeeattitude

…ofcustomersareLOYALbecauseofagoodemployeeattitude

…ofcustomerbrandperceptionisdeterminedbyexperienceswithPEOPLE

UKretailer:1%increaseinemployeecommitment=

9%increaseinmonthlysalesEnterpriseIG

Source:ParkingtonandBuxton,StudyoftheUSBankingSector,JournalofAppliedPsychologyy

Source:MCABrandAmbassadorBenchmark

Source:KenIrons,MarketLeader


@ColinShaw_CX

Cultural Example: MBNA Employee Commitment Mantra(Charles Cawley Founded Bank in 1982/

Sold to Bank of America in 2006)


@ColinShaw_CX

SeminalBooksonLinkageofCustomerandEmployeeExperience

“Companies are only fooling themselves when they believe that ‘The Customer Comes First.’ People do not inherently put the customer first, and they certainly don’t do it because their employer expects it. We’re not saying choose your people over your customers. We’re saying focus on your people because of your customers. That way, everybody wins.” – Hal Rosenbluth and Diane Peters


@ColinShaw_CX

EMOTIONALBasedonTrust• Senseofpersonalrelationshipwithbrandorcompany• Reinforcedbyserviceexperiences• Supportedbycustomertouchpoints• Embeddedbymemory

RATIONALBasedonSatisfaction• Relationshipbasedonmeetingfunctionalexpectations• Reinforcedbyongoingperformancequality• Valueforthemoney(price/value)

RATIONALCONNECTION

EMOTIONALCONNECTION

DefiningRationalandEmotionalBondsForCustomers


@ColinShaw_CX

EMOTIONALBasedonTrustandCommitment• Senseofpersonalrelationshipwithcompany• Participationandcontribution,beliefindirection• Alignmentwithcultureandvalues• Opportunitiesforadvancementandgrowth• Recognitionandreward• Accomplishment

RATIONALBasedonSatisfaction• Salaryandbenefits(includingtraining)• Safetyandenvironment• Opportunitiesforadvancementandgrowth

RATIONALCONNECTION

EMOTIONALCONNECTION

DefiningRationalandEmotionalBondsForEmployees


@ColinShaw_CX

LinkageofStakeholderGroups• Customers whoactively(vocal,leveloffavorability,reducedconsiderationset,

etc.)expresstheirpersonalcommitmenttoasuppliercanbestronglypositive(advocates),neutral,ornegative(saboteurs).Levelofcommitmentandadvocacybasedontheirrationalandemotionalresponsetoexperiencesandrelationships.

• Employees,similarly,cansignificantlyimpactcustomerloyaltybehaviortowardtheiremployerthrougharangeofattitudesandbehaviorsonbehalfofthebrand,companyandcustomerintermsofemployerfavorabilitylevel(includingloyaltyfactors)andevidence/amountofinformalcommunicationabouttheemployer.Theseattitudesandbehaviors,likecustomers,canrangefromhighlypositive,toindifferent,tohighlynegative.

• Customerfactorsareproventodirectlyandindirectlyimpactemployeebehavior;employeefactorsdirectlyimpactcustomerbehavior


@ColinShaw_CX

Implications for All Enterprises…

• Howdowemosteffectively…– Getsatisfiedandengagedemployees?– Buildonengagementtoreachambassadorship?– Alignourorganizationandprocessesaroundthe

customerandbecomemoreobsessivelystakeholdercentric?

– Recruit,mentor,train,reward,recognize,promote,retain,align,communicatewith,motivateemployees?


@ColinShaw_CX

Where Is Much of the Corporate World?

Customer Experience

Employee Engagement

and Experience


@ColinShaw_CX

CustomerExperience

Inconsistency

LackofPurpose

Gaps&Overlaps

ResultinaconfusedCX.

Internally,employeeshaveone

perceptionofvalue

delivery,andcustomers

haveanother..


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Customer-EmployeePerceptualGapProfiling

ACustomer-CentricityTwo-Sided‘Mirror’


@ColinShaw_CX

MeasuringFinServ CustomerandStaffAlignment

0%

20%

40%

60%

80%

100%

Product, ServiceKnowledge

Interest in MyNeeds, Goals

Follow-through onProblems

Responsiveness Makes Me FeelPart of a Special

Group

Anticipates MyNeeds

Inspires My Trust Gets AnswersQuickly

Staff All Customers HNW Customers

Significantmisalignment

*Basedon%6/7performanceratingsona7-pointscale


@ColinShaw_CX

PerceivedPerformanceGapProfileStaffvs SpecialEducationvs MainstreamSubjectAreas

HighPerformance*

SpecialEducation MainstreamStaff

70% 90%50%30%10%

*Basedon%high(5)performanceratingsona5-pointscale

1.Simplicityofmaterials2.Appropriatenessofmaterialsforreadinglevels3.Overallcost

4.Responsivenesstoservicerequests

5.Shipmentaccuracy

6.Rangeofmainstreammaterialsavailable7.Rangeofremedialmaterialsavailable8.Effectivenessinhelpingreachteachinggoals

9.Overallgraphiccontent10.Contemporarynatureofmaterial

11.Speedoforderdelivery

OverallPerformance


@ColinShaw_CX

EmployeeMirroring:CustomerNeedImportancePerceptualGaps

RelativeImportanceOfIssue

.00 .10 .20 .30

Product Reliability

Tech Support

Customer Service

Product Features

CustomersEmployees

Actualvs.PerceivedCustomerNeeds


@ColinShaw_CX

CustomerandStakeholder-FocusedDynamic:OptimizationandIntegration

Customer Experience

Employee Engagement

and Experience


@ColinShaw_CX

Measures

Values

Behaviors

Brand CustomerExperience

EmployeeExperience

Culture

Communications

Consistency– moreefficient,savesmoney

UnifiedPurpose

ReduceGaps&Overlaps

Strength


@ColinShaw_CX

ParaphrasingW.EdwardsDeming:Everyoneinthecompanymustunderstandtheirroleincustomerrelationships,andthisshouldbeevidenttothecustomeraswell.

• Whataretheexperienceswearetryingtodeliver?• Whatdeliveryelementsdrivemostvalue?• Howdowedesigndeliberate,positive,andmemorable

customerandemployeeexperiences?

CustomerExperience

EmployeeExperience


@ColinShaw_CX

Vacationexperiences

Personalexperiences

SocialExperiences

Familyexperiences

Spiritualexperiences

Employeeexperiences

Customerexperiences


@ColinShaw_CX

Whatdrivesvalue?

Whatexperiencearewegoingtodeliver?

Designnewexperience

Howdowemeasureourcustomers’experience?

Howshouldwemeasureouremployeebehavior?

Trainemployeeonbehaviors

Howcanwepredicthowourcustomerfeel&whattheywilldo?

Whatbehaviorshouldourcustomer&employeesdisplay?

Whatdrivesvaluefor

employees?

Defineemployeeexperience

Designemployeeexperience

Executetoimproveemployeeexperience

Measureemployeeexperience/customerfocus

CustomerExperience

EmployeedirectlyorindirectlyinteractingwithCustomer

EmployeeExperience

Whatisourexperienceliketoday?

Identifycustomerlikelybehavior-convertthisinto

ourdesiredemotions

ATrulyIntegratedApproach


@ColinShaw_CX

DefinitionsofEmployeeResearchConceptsandMethods

• EmployeeSatisfactionandLoyalty – Identifiesemployeeattitudesandbehaviorsleadingtojobsatisfactionandemployerloyalty

• EmployeeEngagementandAlignment – Identifiesemployeeattitudesandbehaviorsleadingtoagreementwith,andbeliefin,overallcompanymissionandobjectives,aswellas‘fit’,oralignment,andproductivitywithinorganizationalculture

• EmployeeAmbassadorship – Identifiesthemostactivelevelofemployeecommitmenttothecompany’sproductandservicedeliverypromise,tothecompanyitself,andtooptimizingthecustomerexperience.Itislinkedto,butalsodistinctivefrom,thecoreproductivityandempowermentelementsofemployeesatisfaction,engagement,andalignmentresearchbecauseitsemphasisisbuildingcustomervalueandrelationshipsthroughemployeeinteraction.


@ColinShaw_CX

CustomerCommitmentandAdvocacy

OptimizingCustomerExperienceandRelationships

LinkingCustomerandEmployeeCommitmenttoBusinessResults

StrongCorrelation/Causation

WeakandIntuitiveCorrelation/CausationCustomerLoyalty

TQandSatisfaction

CUSTOMER

RESEARCH

EMPLOYEE

RESEARCH

EmployeeCommitmentandAmbassadorship

EmployeeEngagementandAlignment

EmployeeSatisfaction&Loyalty

Now Now

1990’s 1990’s

1980’sandearlier 1980’sandearlier


@ColinShaw_CX

ManyWaystoDefineEmployeeEngagementAnalysisconductedbyTheConferenceBoardin2006 showedthat,amongtwelveleadingengagementresearchcompanies,therewere26 individualkeydrivers,ofwhicheightwerecommontoall:- Trustandintegrity– Howwelldomanagerscommunicateand'walkthetalk‘?- Natureofthejob– Isitmentallystimulatingday-to-day?- Lineofsightbetweenemployeeperformanceandcompanyperformance– Do

employeesunderstandhowtheirworkcontributestothecompany'sperformance?- Careergrowthopportunities– Arethereopportunitiesforgrowthwithinthecompany?- Prideaboutthecompany– Howmuchself-esteemdotheemployeesfeelbybeingassociatedwiththeircompany?

- Coworkers/teammembers– Howmuchinfluencedotheyexertontheemployee’slevelofengagement?

- Employeedevelopment– Isthecompanymakinganefforttodeveloptheemployee'sskills?

- Relationshipwithone'smanager– Doestheemployeevaluerelationship(s)withmanager(s),andistheretrustandcredibilitybetweenthelevels?

Typically,littleornomention/inclusionof‘customer’,‘customervalue’or‘customerfocus’inmeasuresoranalysisemployeeengagement.Thoughcustomerexperience,andresultantbehavior,isoftenimpactedbyengagement,itismoretangentialthanpurposefulinnature.


@ColinShaw_CX

BuildingOurFramework:TheTwoKeyComponentsofEngagement

CommitmenttoCompany- Commitmentto,andbeingpositiveabout,thecompany(throughpersonalsatisfactionandanexpressionofpride),andtobeingacontributing,andfullyaligned,memberoftheculture.

CommitmenttoValueProposition- Commitmentto,andalignmentwith,themissionandgoalsofthecompany,asexpressedthroughperceivedexcellence(benefitsandsolutions)providedbyproductsand/orservices


@ColinShaw_CX

EmployeesThatScoreHighonCommitmenttotheCompanyandTheValuePropositionAreConsideredEngaged

Company ValuePropositionEngaged


@ColinShaw_CX

TheThreeComponentsofEmployeeAmbassadorship

CommitmenttoCompany- Commitmentto,andbeingpositiveabout,thecompany(throughpersonalsatisfactionandanexpressionofpride),andtobeingacontributing,andfullyaligned,memberoftheculture.

CommitmenttoValueProposition- Commitmentto,andalignmentwith,themissionandgoalsofthecompany,asexpressedthroughperceivedexcellence(benefitsandsolutions)providedbyproductsand/orservices.

CommitmenttoCustomers- Commitmenttounderstandingcustomerneeds,andtoperforminginamannerwhichprovidescustomerswithoptimalexperiencesandrelationships,aswellasdeliveringthehighestlevelofproductand/orservicevalue.


@ColinShaw_CX

EmployeesThatScoreHighonCommitmenttotheCompany,TheValueProposition,andtheCustomerAreConsidered

Ambassadors

Company

Customer

ValueProposition

Ambassador


@ColinShaw_CX


AllStakeholdersArePeople,AndActonEmotional,RationalandSubconsciousMemoryofExperience:

Applying(Customer)EmotionalSignatureSM toEmployeeExperienceandBehavior


@ColinShaw_CX

RationalandConscious

EmotionalandSubconscious

EmotionalSignatureSM LooksatBothSidesoftheEmployeeExperience


@ColinShaw_CX


OurResearchConstruct:ExampleEmployeeEmotionalSignatureSM

DesignandActualStudyResults


@ColinShaw_CX

SimplifiedEmployeeEmotionalSignatureSM Model:TrueDriversofEmployeeExperience/Commitment

Stimulus:theattributesoftheemployeeexperience

Response:Theinternalemotionalresponsetheemployerhas,oftensubconscious

Effect:Thevalueoutcomesthebusinessisinterestedinimpacting

What does the business and employee get as a

result?

What the employee does?

How do employees feel?

Divest

ProductAcquisition

Trust Valued

Frustrated NeglectedStressed

Cared for

Beliefinvalueofproducts/services

Beliefincompanygoals

Recommendationofcompanyasemployer

No effects on emotions or

value

HumanTouch • Via SEM modelling, we would be able to find which stimuli

touchpoints drive or destroy emotions and business value and quantify their effects.

• In the example here, the “Human Touch” touchpoint has a positive effect of 0.5 on Trust, Valued and Cared for. Those 3 emotions drive have a bigger positive effect on “Rent Again”than on “Ease of doing business”.

• “Product Acquisition”, however, in the example here drives negative emotions, which destroy “Recommendation”.


@ColinShaw_CX


Designing Core Employee Research Components

and Developing Key Analytics and Insights


@ColinShaw_CX

Financial Services Client Employee Survey

37

• 503 Survey Completions

• High Response Rate, Drawn

from Three Locations

• 437 Desirability (Max-Diff)

Exercise Completions

• Conducted October, 2015

• Evaluation by Function, Level,

Location, Gender. Tenure, etc.


@ColinShaw_CX

ClientEmployeeAttributes&Touchpoint Groupings(DevelopedviaWorkshop)

Cross-training opportunities help me provide better value to customersTraining received aligns with how I perform my job

My salary is on par with other companiesThe department is responsive to changing employee needs

I plan on making my career at companyImprovement ideas are implemented

I understand expectations for positions in which I’m interested

There is opportunity for career advancement

There is freedom to express ideasMy work contributes to company’s successI feel valued as a team memberI am proud to tell people I work in the department

I feel like I can be my true self at work My department uses employee feedback to make improvements

I enjoy coming to work This is the type of job in which I can feel a sense of personal accomplishment

I have involvement in decisions that affect my workI can make decisions to solve customer problems without asking for approval

Feedback and guidance are provided to help me improve personal performance

Selection process for promotions is fair and consistent

Feed

-bac

k &

Train

ing

Adva

ncem

ent

Oppo

rtuni

tyBo

ndin

gW

ork-

plac

e


@ColinShaw_CX

ClientEmployeeAttributes&Touchpoint Groupings

I know how to use the tools made available to communicate with customersI know how to use the tools available to do my job

I’m a valued member of the teamMy leadership is approachable

Customer issue resolution is more important than production quotasThe department cares about customer perceptions

My manager cares about me as a person

I can trust my supervisor to direct my career path

The department has strong relationships with customersThe department is customer-focusedThe department has a clearly defined mission of creating customer valueThe department focuses on timely problem and/or complaint resolution

I have a clear understanding of the department’s mission, goals, and objectivesI contribute directly to the formation of the department’s customer-focused objectives

I am motivated to help the department be successfulI support the department’s long-term business initiatives

The department understands that employees can have an effect on customer loyalty behavior

I am dedicated to providing value to customers

Other departments have the same customer focus as my department

My leadership is committed to the same level of customer value as I am

Tool

sTe

amBu

sines

s Alig

nmen

tCu

stom

er F

ocus

Lead

ersh

ip


@ColinShaw_CX

SurveyQuestion

•Overall, how satisfied are you with your job?• In the next year, how likely are you to continue working for

company?•How loyal are you to company?•How strong is your personal commitment to the success of the

organization?•How strong is your personal belief in the goals and objectives

of the organization?

ValueIndicator

EmployeeSatisfaction

EmployeeEngagement

•How frequently do you tell others how good the organization’s products and services are?

•How frequently do you tell others how bad the organization’s products and services are?

•How strong is personal belief that the organization’s products/services exceed customer expectations?

EmployeeCommitment

Data Provided by companyInternalAppraisalScore

Data Provided by companyEmployeeKnowledge

Data Provided by companyEase(EOC)

Data Provided by companyEmployeeTenure


@ColinShaw_CX0" 1" 2" 3" 4" 5" 6" 7" 8" 9" 10"

Other"departments"have"the"same"customer"focus"as"my"department"I"have"involvement"in"decisions"that"affect"my"work"

SelecDon"process"for"promoDons"is"fair"and"consistent"The"Customer"Service"Center"is"responsive"to"changing"employee"needs"

There"is"opportunity"for"career"advancement"I"enjoy"coming"to"work"

Improvement"ideas"are"implemented"I"feel"like"I"can"be"my"true"self"at"work"

My"department"uses"employee"feedback"to"make"improvements"My"salary"is"on"par"with"other"companies"

CrossKtraining"opportuniDes"help"me"provide"beLer"value"to"customers"This"is"the"type"of"job"in"which"I"can"feel"a"sense"of"personal"accomplishment"

I"am"proud"to"tell"people"I"work"in"the"Customer"Service"Center"There"is"freedom"to"express"ideas"

Training"received"aligns"with"how"I"perform"my"job"I"understand"expectaDons"for"posiDons"in"which"I’m"interested"

I"can"make"decisions"to"solve"customer"problems"without"asking"for"approval"I"feel"valued"as"a"team"member"

The"Customer"Service"Center"focuses"on"Dmely"problem"and/or"complaint"resoluDon"Customer"issue"resoluDon"is"more"important"than"producDon"quotas"

I"can"trust"my"supervisor"to"direct"my"career"path"I"contribute"directly"to"the"formaDon"of"the"Customer"Service"Center’s"customerK

I’m"a"valued"member"of"the"team"Feedback"and"guidance"are"provided"to"help"me"improve"personal"performance"

My"manager"cares"about"me"as"a"person"The"Customer"Service"Center"has"strong"relaDonships"with"customers"

I"plan"on"making"my"career"at"Aflac"My"leadership"is"commiLed"to"the"same"level"of"customer"service"value"as"I"am"

The"Customer"Service"Center"is"customerKfocused"The"Customer"Service"Center"has"a"clearly"defined"mission"of"creaDng"customer"value"

I"know"how"to"use"the"tools"made"available"to"communicate"with"customers"I"support"the"Customer"Service"Center’s"longKterm"business"iniDaDves"

My"leadership"is"approachable"The"Customer"Service"Center"cares"about"customer"percepDons"

The"Customer"Service"Center"understands"that"employees"can"have"an"effect"on"I"have"a"clear"understanding"of"the"Customer"Service"Center’s"mission,"goals,"and"

I"know"how"to"use"the"tools"available"to"do"my"job"My"work"contributes"to"Aflac’s"success"

I"am"moDvated"to"help"the"Customer"Service"Center"be"successful"I"am"dedicated"to"providing"value"to"customers"

Average""ALributes""RaDngs""Avios"Traders"How Employees Currently Rate Attributes of the Employee Experience

Prom

oterZon

e

PassiveZon

e

DetractorZ

one


@ColinShaw_CX

Emotions:StartingwithaFoundationalUnderstanding…


@ColinShaw_CX

0"

2"

4"

6"

8"

10"

Happ

y"

Pleased"

Trus4n

g"

Valued

"

Cared"For"

Safe"

Focused"

S4mulated

"

Energised"

Pampe

red"

Interested

"

Exploring"op

4ons"

Dissa4

sfied

"

Frustrated

"

Disapp

ointed

"

Irrita

ted"

Stressed

"

Unh

appy"

Neglected

"

Hurried"

Aflac"Employees" Overall"Customer"Business"Index"

EmotionalProfile:HowEmployeesFeelTowardsCompany

Very Strongly Felt

Not Felt at All

BESTCUSTOMERPERFORMERKE

Y

Advocacy Recommendation Attention Destroying

The Overall Business Index is based on Beyond Philosophy’s 2 year baseline study and subsequent B2B & B2C client work in Europe and USA in a variety of sectors. n=25 000 +


@ColinShaw_CX

0"

2"

4"

6"

8"

10"

Happy"

Pleased"

Trus4ng"

Value

d"

Cared_

for"

Safe"

Focused"

S4mulated

"

Energized"

Pampe

red"

Interested

"

Exploring_op

4on

s"

Dissa4sfied

"

Frustrated

"

Disappo

inted"

Irritated"

Stressed

"

Unh

appy"

Neglected

"

Hurried

"

<"1"Year" 1"M5"Years" 10+"Years"

EmotionalProfile:Tenure<1Yearvs 1-5Yearsvs 10+Years

Very Strongly Felt

Not Felt at All

Advocacy Recommendation Attention Destroying

statisticallysignificantdifference•between<1yearand10+years(whenσonbottomofchart•between1-5yearsand10+years(whenσmiddleofchart)

σ σ σ σ σ σ σ σ σ σ σ σ σ σ σ σ σ σ σ

σσ

σ

σσ σ σ

After the “romancing” period of the first 11 months or so employees feel less positive and significantly more stressed and hurried.


@ColinShaw_CX

IdentifyingValueofEmployeeExperienceElements(ThroughSEMModel)CanBeDoneByAttributeand/orCategory


@ColinShaw_CX

PriorityValueOrderoftheEmployeeAttributes(viaSEM):

Relative Magnitude+

Desired by Employee Effect on Value

Other&departments&have&the&same&customer&focus&as&my&department&I’m&a&valued&member&of&the&team&

I&can&trust&my&supervisor&to&direct&my&career&path&My&manager&cares&about&me&as&a&person&

There&is&freedom&to&express&ideas&My&leadership&is&approachable&

Improvement&ideas&are&implemented&Training&received&aligns&with&how&I&perform&my&job&

My&leadership&is&commi>ed&to&the&same&level&of&customer&service&value&as&I&am&Cross@training&opportuniAes&help&me&provide&be>er&value&to&customers&

Feedback&and&guidance&are&provided&to&help&me&improve&personal&performance&I&understand&expectaAons&for&posiAons&in&which&I’m&interested&

My&work&contributes&to&Aflac’s&success&SelecAon&process&for&promoAons&is&fair&and&consistent&

The&CSC&cares&about&customer&percepAons&My&salary&is&on&par&with&other&companies&

The&CSC&is&responsive&to&changing&employee&needs&The&CSC&has&a&clearly&defined&mission&of&creaAng&customer&value&

There&is&opportunity&for&career&advancement&The&CSC&has&strong&relaAonships&with&customers&

The&CSC&is&customer@focused&The&CSC&focuses&on&Amely&problem&and/or&complaint&resoluAon&

Customer&issue&resoluAon&is&more&important&than&producAon&quotas&I&can&make&decisions&to&solve&customer&problems&without&asking&for&approval&I&know&how&to&use&the&tools&made&available&to&communicate&with&customers&

I&know&how&to&use&the&tools&available&to&do&my&job&I&support&the&CSC’s&long@term&business&iniAaAves&

I&contribute&directly&to&the&formaAon&of&the&CSC’s&customer@focused&objecAves&I&have&a&clear&understanding&of&the&CSC’s&mission,&goals,&and&objecAves&

I&am&moAvated&to&help&the&CSC&be&successful&The&CSC&understands&that&employees&can&have&an&effect&on&customer&loyalty&behavior&

I&feel&like&I&can&be&my&true&self&at&work&I&am&proud&to&tell&people&I&work&in&the&CSC&

I&have&involvement&in&decisions&that&affect&my&work&I&plan&on&making&my&career&at&Aflac&

I&feel&valued&as&a&team&member&This&is&the&type&of&job&in&which&I&can&feel&a&sense&of&personal&accomplishment&

My&department&uses&employee&feedback&to&make&improvements&I&enjoy&coming&to&work&

I&am&dedicated&to&providing&value&to&customers&

&Priority&Order&of&the&A>ributes&Series1& Series2&Current Rating

Conscious

Subconscious

Destroyers

Deception


@ColinShaw_CX

OverallEmployeeAttributeRatingsThePositives

Amongthetoptenattributescoresbyallrespondents,sixofthemwereinthecategoriesofCustomerFocusandBusinessAlignment:

CustomerFocus• Iamdedicatedtoprovidingvaluetocustomers• Theorganizationcaresaboutcustomerperceptions

BusinessAlignment• Iammotivatedtohelptheorganizationbesuccessful• Ihaveaclearunderstandingoftheorganization’s mission,

goals,andobjectives• Theorganizationunderstandsthatemployeescanhavean

effectoncustomerloyaltybehavior• Isupporttheorganization’slong-termbusinessobjectives


@ColinShaw_CX

OverallEmployeeAttributeRatings,contd.TheChallenges

EightofthebottomtenattributescoreswereinthecategoriesofAdvancement and Bonding.

Advancement• Mysalaryisonparwithothercompanies• Thereisopportunityforcareeradvancement• Thedepartmentisresponsivetochangingemployeeneeds• Selectionprocessforpromotionsisfairandconsistent

Bonding• Mydepartmentusesemployeefeedbacktomakeimprovements• IfeellikeIcanbemytrueselfatwork• Ienjoycomingtowork• Ihaveinvolvementindecisionsthataffectmywork

Theothertwoare“Improvementideasareimplemented” and“Otherdepartmentshavethesamecustomerfocusasmydepartment.”


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Tenure-RelatedIssues• Tenureappearstohaveasignificantimpactondegreeofemployee

commitment. AggregatedValueIndicatormeanscore:• <1years,scoreof23.26(usedasbase)• 1to5years,scoreof19.96(14%lower)• 5to10years,scoreof17.33(25%lower)• 10+years- 18.45(21%lower)

• Agealsoshoweddifferentiationasemployeesbecameolder(theyoungestgroupbeingquitehighinambassadorshipat21.95,andalloldergroupssomewhatlower),butnotasdramaticastenure.

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Tenure-RelatedIssues,contd.ThePositives

ValueIndicators• Loyaltytocompanyandpersonalcommitmenttocompanysuccesswerehigh,andremainedhighirrespective

oftenure• Personalbeliefingoalsandobjectivesandfrequencyoftellingothershowgoodcompanyproductsand

servicesarewerealsohigh;however,therewassomedeclinewithtenure.• Personalbeliefthatproductsandservicesexceedcustomerexpectationswerealmostasstrong,butshowed

moreevidenceofdeclineastenureincreased.

Attributes• Therewasrelativelystrongperceptionthatemployeesworkcontributestocompanysuccess,muchofwhich

wasfairlystableoverthetimeoftenure:– “Myworkcontributestocompanysuccess”,– “Iknowhowtousethetoolsavailabletodomyjob”– “Iamdedicatedtoprovidingvaluetocustomers”,

• AlloftheLeadership attributes,andmanyoftheCustomerFocusandBusinessAlignmentattributes,wereverypositiveamongneweremployees;buttheydeclinedovertenure,tothelowestlevelafter10+yearsofemployment.

• Interestingly,oneAdvancementattribute–“Iplanonmakingmycareeratcompany” – declinedafterthefirstyear,continuedtodeclineafterfiveyears,andrecoveredamongthoseemployeeswith10+years.


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Tenure-RelatedIssues,contd.TheChallenges

ValueIndicators• Bothjobsatisfactionandlikelihoodtocontinuebeingemployedatcompanywerelower

thanothervalueindicatorsandalsoshowedsignificantdeclinewithincreasedtenure

Attributes• Asageneralstatement,therewasatendencyformeanattributeratingstodeclinewith

increasedemployeetenure,insomecasesquitesignificantly.ThiswasespeciallytrueinTraining,Advancement,Environment,Team,and Leadershipattributecategories.

• Overrangeoftenurecoveredintheresearch,themostsignificantdeclinesinmeanratingswere“Selectionprocessforpromotionsisfairandconsistent”, Otherdepartmentshavethesamefocusasmydepartment”,and“Ihaveinvolvementindecisionsthataffectmywork.”


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RelevantandActionableEmployeeAmbassadorshipValidation


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EmployeeLoyalty*ByAmbassadorshipGroup

Saboteur Indifferent Ambassador Total

Low 61.0 3.2 0.0 19.8

Medium 38.5 84.3 27.3 61.9

High 0.5 12.5 72.7 18.3

Total 100 100 100 100

§ Overall, how would you rate your organization as a place to work? § If a friend or a family member were to consider applying for a job at your

organization, how strongly would you recommend it as a place to work? § I feel very loyal to my organization.

*PLSfactorofthefollowingthreemetrics:


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HowOftenSayGoodPlace/BadPlaceToWorkbyAmbassadorshipGroups


Rarely/Never 55.5 7.0 0.9 20.4

Sometimes-Very Often 42.4 63.6 13.4 49.6

Almost Always/Always 2.1 29.4 85.7 30.1

Total 100 100 100 100

GoodPlaceToWork

BadPlaceToWork


Rarely/Never 50.5 86.5 98.1 77.7


Almost Always/Always 7.1 0.5 1.2 2.6

Total 100 100 100 100


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HowOftenSayGood/BadProductsandServicesbyAmbassadorshipGroups

Saboteur Indifferent Ambassador TotalRarely/Never 46.0 7.9 1.6 18.1


Almost Always/Always 3.8 26.5 78.2 27.8Total 100 100 100 100

Saboteur Indifferent Ambassador TotalRarely/Never 64.9 88.9 97.3 83.1


Almost Always/Always 3.5 0.5 1.6 1.6Total 100 100 100 100

GoodProducts/Services

BadProducts/Services


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NineEmployeeAmbassadorshipBestPractices

• Buildaclimateandcultureoftrustandauthenticity• Train,train,train(andcross-trainincustomersensitivityandvalue

proposition);embedcustomerexperiencerequirementsinalljobdescriptions

• Makecertaineveryonehasacareerpath;buildinCXelements• Providefrequentevaluations/contributionreviews• Seektoinform,seektodebrief,andbetransparent• Recognizeandrewardcustomer-focusedinitiative• Don’tjustaskemployeeswhattheywant,provideit• Byallmeans,havefun;applytechniquessuchasgamification• Hirethe‘right’employeesinthefirstplace

Source:CustomerWinBack,JillGriffinandMichaelLowenstein


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ConcludingThought“EveryHoneywellemployeeisabrandambassador.Witheachcustomercontact,andwheneverwerepresentHoneywell,wehavetheopportunitytoeitherstrengthenthebrandorcauseittolosesomeofitslusterandprestige.GenerationsofHoneywellemployeeshavebuiltourpowerfulbrandswiththeirhardwork,spiritofinnovation,passionforquality,andcommitmenttocustomers.IamcountingoneveryHoneywellemployeetocontinuethatlegacy.”

MessagefromDavidCole,FormerChairmanandCEOHoneywellInternational,Inc.August,2004tocompany’s120,000+employees


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BasedonAmbassadorship-CentricEmployeeEmotionalSignatureResearch,WhatActionsShouldCompaniesBeTaking?

• Employees,atalllevelsandinallfunctions,needtohaveathoroughunderstandingofwhatisimportanttocustomerssothattheiractionsmatchcustomerexpectationsandperformancerequirements.

• Employees’behaviorandexperienceneedstobealignedaroundpositivecustomerexperiencesandcustomerloyalty.

• Managementmustbuildprocesses,technology,training,reward,recognition,andorganizational/culturalpracticesthatsupportemployeesbeingabletooptimizecustomerexperience.

• Companiesshouldevaluatetheeffectivenessoflinkagemetricsassociatedwithdeliveringcustomervalue– financialandnon-financialperformance,addressingcustomerlifecycle,amountofcross-functionalcollaborationtosupportcustomers.


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Stakeholder-Related Publications and Contact Information…

MichaelLowenstein,PhD,CMCThoughtLeadershipPrincipal

BeyondPhilosophywww.beyondphilosophy.com

[email protected]


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Q&Atime– Sendusyourquestions


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Upcomingwebinars…

• WHERECUSTOMEREXPERIENCE(CX)MEASUREMENTGOESWRONGAugust22nd 2017- 11amEastern

• SECRETSREVEALED:THE7KEYSTRATEGICQUESTIONSCRITICALFORASUCCESSFULCX

• September21st 2017- 11am– Eastern• IntuitiveCustomerconversation–EveryotherMonday

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Linking Employee and Customer Behavior Through Ambassadorship · Linking Employee and Customer Behavior Through Ambassadorship ... The Role of People ... productivity and empowerment