Managing your employee experience drives profit growth

RoundelShadowFeatured in the February issue of The Customer Experience Magazine, Julian Measey talks about “Managing your employee experience to drive profit”.

Here at The Customer Framework we share a deep passion for helping organisations unlock growth and increase profitability by understanding and engaging their customers differently. Managing the employee experience is a critical success factor in achieving this goal.

We deploy our SCHEMA® model which is a structured framework based on which your organisation understands its current capability and can shape its future capability to deliver the form of customer centricity that is right for you and deliver sustainable incremental profit. The model (as demonstrated by our clients) is particularly relevant for Financial Services where the employee experience can directly impact customer management, brand perception and profit.

The basis of SCHEMA® is there are only four LEVERS you can use to increase to increase the profitability of your customer-based activities:

  • WIN more customers and/or a better mix of customers
  • KEEP more customers for longer, focussing on the best customers
  • DEVELOP both the direct and indirect financial value of all customers
  • Manage and decrease customer-related COSTS

These levers need to be supported by effective and efficient ENABLERS and built on customer-orientated FOUNDATIONS (See graphic)

Within this model, a key foundation of customer centricity is PEOPLE and CULTURE and our proven approach assesses a number of specific PRACTICES grouped within FIVE CAPABILITIES that must be managed effectively to manage the employee experience and drive increased profitability.

For each CAPABILITY some examples are given below of the typical behaviours we examine which are key indicators for creating a positive employee experience which in turn will impact positively on your profit performance:

CAPABILITY 1: Building a customer culture

Regularly sharing examples of behaviours that illustrate your organisation’s desired customer culture including perspectives about what individuals did and indication of the positive impact of the behaviour.

Ensuring that recruitment processes have explicit steps to check that potential candidates possess the attitudes and beliefs that are consistent with your organisation’s customer culture.

Understanding if there are cultural barriers to individuals being able to deliver against the required culture or customer strategy, which require specific training or other processes.

CAPABILITY 2: Engaging and motivating colleagues

Identifying opinion leaders amongst customer teams and harnessing their influence including providing the materials needed to support them doing this.

Understanding the questions and potential resistance line managers and supervisors may face to implementing change and supporting them via training, materials and processes to implement desired actions and maintain continuous improvement.

Empowering Managers and Supervisors to change reward structures to reflect changes in customer strategy priorities as they emerge.

CAPABILITY 3: Organising for customers

Reviewing the barriers to delivering the desired customer experience with particular attention being given to hand-offs between functions/departments and to potential conflicts in functional objectives and targets.

Formal consideration of proposed organisational change by Customer Management experts to assess and if necessary mitigate potential negative impact on the customer experience.

CAPABILITY 4: Developing the required competencies

Detailed definition of the competencies required to deliver your organisation’s desired Customer Management processes. Auditing the level of the required competencies in staff current carrying out Customer Management roles compared to the required standards.

Implementing a competency development plan supported by the required budgets which includes a mix of formal training, on-job coaching, mentoring, self-learning etc.

Examining legacy and new training initiatives that impact customer-facing staff to ensure that the messages and techniques are consistent with your organisation’s Customer Management Strategy.

CAPABILITY 5: Managing Suppliers and Partners

Selection processes for customer- impacting Suppliers/Partners include an investigation of their culture, business ethos and management style, typically including interviews with the supplier’s/Partner’s staff, mystery shopping and examination of their customer experience / satisfaction research.

Ensuring Suppliers/Partners understand and absorb your organisations’ ‘persona,’ by ways such as including them in internal communications and participation in staff purchase and discount schemes.

Putting mechanisms in place to ensure your organisation manages suppliers in a way that matches the values and ethos you promise your customers. These include formal and meaningful opportunities for suppliers to review how the relationship is working for them.

Although there is no simple blueprint for success here our experience in particular within Financial Services, Telecommunications, the Motor Industry and Utilities demonstrates that organisations which understand and manage these essential PEOPLE and CULTURE capabilities will deliver a positive employee experience and out-perform their peers. Our SCHEMA® approach delivers a robust Assessment of your organisation’s capability in this area and a set of prioritised Actions and Roadmap to implement the necessary changes and measure the benefits in terms of employee experience, customer satisfaction and profit growth.

Julian MeaseyJulian Measey
The Customer Framework

Julian Measey is an associate of The Customer Framework (TCF), who steer organisations and their brands towards generating greater value from their customers and consumers through smarter use of data, greater executive team focus, deeper customer insights and increasing marketing precision.

Prior to joining TCF, Julian was the Global Relationship Marketing Director at Diageo PLC, before taking up the opportunity of Marketing Consultancy in March 2011. For over 26 years he has been at the cutting edge of Digital and Relationship Marketing strategy and capability across FMCG, Retail, Travel and Financial Services.

Julian joined Diageo GB in 2000 and set up the Marketing Development Team responsible for driving best practise across new marketing channels including RM, Digital and Experiential marketing, leading to award winning campaigns for Guinness, Gordon’s and Bells. He then took up a new role to spearhead RM strategy globally, driving the creation of new programmes in over 30 markets focussed on Johnnie Walker, Malts and Guinness. Julian returned to establish a new global team to drive Digital and RM thought leadership and capability across the business; this team created the blueprint that has driven digital and RM strategy at Diageo for the last five years. He was also responsible for design and implementation of Diageo’s new digital marketing platform…a multi-million pound investment and change programme delivered on time and within budget.

Click here – to read the ‘Managing your employee experience drives profit growth’ article on CXM.