Going Social... Business Boon or Bust?

Aligning Customer Experience and Workforce ExperienceFebruary 26, 2013

Employee engagement drives customer and business success

Sources: Hay Group, Towers Watson, Gallup, Corporate Leadership Council, BC Stats, HBR

IDEAL STATE

What are B2B marketers expectations and current usage of social channels?

85% of business decision-makers are using social channels

Source:  How  B2B  Marketers  Use  Social  Now,  May  13,  2013  

Business decision makers rely on communities for business and personal purposes

Source: Forrester - The  Social  Behaviors  Of  Your  B2B  Customers,  July  2013  

B2B marketers are looking to social media to help build their brands, communities and businesses

Companies are relying on engaged employees to realize their business priorities. But, is the workforce motivated and ready to deliver?

Today’s workforce is feeling unfulfilled and not appreciated by their employers

Source:  “State  Of  The  American  Workplace,”  Gallup,  2013  

CURRENT STATE

There is a ‘chasm’ between management expectations and employee realities

Source:  Employee  Insights  -­‐  2013  Edelman  Annual  TrustBarometer  

Gap between expectations vs. performance

CURRENT STATE

Employees are the most trusted influencers within organization and should become brand ambassadors

2014  Edelman  Annual  TrustBarometer  –  Global  Study  

CURRENT STATE

Gartner Research, 2013

Through 2015, 80% of social business efforts will not achieve their goals

Customer Experience & Workforce Experience Are Two Sides Of The Same Coin.

Customer experience design is critical to success of an engaged workforce

1.  Customer experience and workforce experience are two sides of the same coin

2.  Workforce experience Is built on engagement, productivity, and customer impact

3.  To improve workforce experience, CIOs, HR, and CMOs must work together

Source:  Forrester  -­‐  Measure  Workforce  Experience  Through  Engagement,  May  7,  2013  

Be Social

There is value in two-way dialogue. It brings your organization together, provides insights, and

transforms employees from passive recipients to active participants.

The “voice of the employee” feeds two key customer experience activities

1. Improving customer experiences. Employees can spot customer problems and unmet needs and efficiently identify and execute solutions. 2. Building a customer-centric culture. Employee insight can also help build customer-centric culture through effective hiring, socialization, and reward and recognition programs.

Customer Experience And Workforce Experience Are Two Sides Of The Same Coin

Customers want a company to: 1.  deliver value 2.  be easy to do business with 3.  be enjoyable to do business with

1.  Engagement: willingly invests time and energy in the success of the business

2.  Productivity: convert the energy of engagement into the productivity.

3.  Impact: The positive business outcome of engaged, productive employees is happy customers.

Source: Harvard Business Review, Leadership Is a Conversation, June 2012  

Best practices approach to workforce alignment.

Caterpillar has defined their customer journey and aligned employee engagement

Non-financial incentives are effective motivators of behaviour change

McKinsey Global Survey 2009 - http://bit.ly/1evBegK

Southwest Airlines – Heroes of the Heart

Planning is the critical piece to ensuring the right business objectives, social strategy, measurement and technology are aligned to

both the customer and employee experience.

Mature organizations align customer and workforce experience to deliver optimized results

Source:  How  B2B  Firms  Improve  Customer  And  Partner  Experience,  March  14,  2012  

Customer Experience Discipline Workforce Experience

Define a clear vision of the type of experience company must deliver to customer.

Strategy Practices required to define a clear vision of the type of experience for employee and how they intersect with the customer.

Define a clear, consistent and accurate picture of target customers preferred experience

Audience Understanding

Ensure extensive “listening” and employee surveys to understand needs

Determine the exact characteristics of interactions that exceed customer expectations

Design Involve employees in co-creation process to ensure their voice aligns to program objectives

Ongoing measurement of customer experience across the enterprise

Measurement Measure interactions, volume of activity, sentiment and alignment to customer experience

Develop practices to monitor and manage customer experience quality

Governance Hold people accountable for their role in the customer experience and create broad awareness through cross-functional support.

Develop a culture that embeds the value of delivering a great customer experience

Culture Socialize staff around CX expectations and reward behavior that drives customer satisfaction.

Define a clear planning process with a focus on customer experience outcomes and employees will engage

Final Thought

Our workforce is more than just a collection of productive employees, they are empowered media channels

Unengaged employees are media channels and if not energized through recognition will negatively affect business •  The shocking reality is that, 70% of US employees remain unengaged or

even worse are actively disengaged.

What is the impact to our business and brand? •  We must recognize that the relationship between brand and audiences is

now ready to be shaped and delivered by empowered and equipped employees.

•  Ultimately, employees may become the channel through which consumers increasingly receive branded content in the future, so we must ensure that employees are as connected to the external message and internal purpose of the brand.

1.  IPA Effectiveness Awards 2012: The employee works – From audience and message to brand medium 2.  Gallup. (2013). State of the U.S. Workplace: Employee Engagement Insights for U.S. Business Leaders.

Thank You!