CORDIALISM

EMPLOYEE ENGAGEMENT THROUGH BEHAVIOURAL CULTURE DEVELOPMENT

INTRODUCTION

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Companies today have two main worries, apart from financial stability. The Brand Experience their customers have The Engagement levels of the employees delivering the Brand Experience. This presentation will highlight not only the importance of these two elements, but also how our process delivers a customer and employee experience that is perfectly aligned with your Brand, and your business goals.

WHAT THIS PRESENTATION WILL COVER

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Cordialism. We’ll look at how the concept of Cordialism explains Business Success, Company Culture and Employee Engagement.

Strategic Approach. We’ll reveal our unique strategic approach to Employee Engagement and Behavioural Culture Development.

Engagement. The Concept of Engagement and the experience employees create.

1 THE CONCEPT OF ENGAGEMENT

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THE BIG CONCERN

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People will judge your organization by the experience they or an acquaintance have with your brand 90% of the time and only 10% or less by the marketing messages they’ve heard.

Companies who SAY that they’re great at customer service often aren’t. The same goes for the message “our people are our most important asset.”

EXPERIENCE & ENGAGEMENT

This represents the internal and external duality of successful companies in the experience economy. Engaged employees provide the best

experiences.

CONTENTS

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No marketing campaign will convince someone you’re great at service when they’ve had a lousy EXPERIENCE from a disengaged employee that demonstrates the opposite.

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ENGAGED AND MOTIVATED EMPLOYEES LEAD TO PROFITABLE COMPANIES.

Internal Service Quality

Employee Satisfaction Employee Retention/Productivity

External Service Quality

Customer Satisfaction

Customer Retention

Revenue/Profit Growth

A GLOBAL WORKFORCE SURVEY REVEALS THAT ONLY 1 IN 5 EMPLOYEES IS ENGAGED.

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21% Engaged

41% Enrolled

30% Disenchanted

Significantly lower on all three components of engagement

High scores on rational and motivational components, but low on emotional

That’s only 1 in 5

8% Disengaged

Completely disconnected rationally, motivationally and emotionally

Global Results (based on rational, emotional, motivational): Based on a global survey of 90,000 employees in 18 countries and Tower Perrin’s database of 2 million annual responses in 40 countries

WHO INFLUENCES YOUR EMPLOYEES?

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Minority of employees are poor performers

Minority of employees are top performers

The other 80% are fence sitters and just get on with being “vanilla”.

Who do you want influencing your new

employees?

10 l FBN Newco l Brand Engagement l 13th of April 2015

Brand engagement equips people to make the brand part of their daily work, fulfilling their promise to customers and colleagues.

ENGAGED EMPLOYEES BECOME BRAND ADVOCACTES

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5 Advocacy I believe in what we do and I recommend our brand.

4 Action I know what I can do to support our brand.

3 Ability I have the skills and knowledge I need.

2 Attitude It makes sense to me.

1 Awareness I know what we stand for.

ENGAGED EMPLOYEES BECOME BRAND ADVOCACTES.

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MartinꢀGeorge,ꢀMarketingꢀDirectorꢀ

“People ask me how many brand managers I employ. I reply that British Airways has 50,000 brand managers.

Every single employee of our business, whether they come into direct contact with customers

or not, needs to be an embodiment of our brand. A bad experience

with telesales can undermine millions of dollars of advertising”.

2 HOW CORDIALISM EXPLAINS CORPORATE CULTURE AND ENGAGEMENT.

CHAPTER

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YOUR IDEAL MIX

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YOUR GROWTH

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•ꢀ More people •ꢀ More systems •ꢀ More processes •ꢀ More control(s) •ꢀ More diversity •ꢀ More stress •ꢀ Different backgrounds •ꢀ Different behaviours •ꢀ Different goals •ꢀ Different motivation •ꢀ Different views •ꢀ Different ways of doing …

YOUR DILUTED FLAVOUR

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New Product Development

Annual Report

Internal communications

Website

Packaging look-and-

feel

Special promotions

Customer Communications

Office design, e.g. Experience

Centre, Call centres

Retail outlet design

Signage & Way finding

Collection points, pre-paid kiosks

Employer Brand

Leadership behaviours

Service standards

Business principles

People & Behaviour

Marketing & Communications

Products & Services Environments

Billing

Naming

After sales service

Training

Experience

YOUR DILUTED FLAVOUR

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In order to deliver a consistent experience, a consistent and strong culture defined by behavioural responses to a variety of scenarios is imperative. The Cordialism programme focuses on the People and Behaviour as well as Marketing and Communications.

THE RESULT OF YOUR DILUTED FLAVOUR

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68% of customers leave because of poor employee attitude

THE RESULT OF YOUR DILUTED FLAVOUR

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41% of customers are loyal because of a good employee attitude

THE RESULT OF YOUR DILUTED FLAVOUR

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70% of customer brand perception is determined by experiences with people

“By aligning what we say we do, with what we actually do, we positively influence what our customers (and our employees) think and feel.”

3 OUR STRATEGIC APPROACH

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OUR STRATEGIC APPROACH DELIVERS

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This programme will involve and garner support from people within your whole organizational system.

It will allow you to understand where your organization is at the moment, and map current employee attitudes.

It will allow you to understand where you want to be, when, why, and what the measures will be for having achieved that - hence the emphasis on creating a Behavioural Culture.

It will give you the platform to communicate, involve, enable and facilitate engagement of people across your organization as early and as openly as possible to create a winning and appropriate culture.

“You can’t sell it outside if you can’t sell it inside.”

FOUNDED IN RESEARCH, OUR APPROACH WILL ENGAGE EMPLOYEES THROUGH

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Perceived Control

Perceived Progress

Connectedness

Vision / Meaning

“We change behaviour by framing what we want people to do into something that is relevant to them.”

OUR ENGAGEMENT MODEL

People will work for companies that have values that align with their own. That’s how it used to be. But today people work almost anywhere. In order to get them engaged and aligned, we must look critically at your values to ensure that they are filters for decision making.

The only way to live values and to achieve goals is through behaviour. Behaviour takes you towards or away from goals and they also determine culture. Engaging all employees in consistent behaviours leads to success.

Surprisingly, few companies share their goals with employees. If everyone doesn’t know what they’re working towards, sustainable motivation becomes difficult. Goals must be framed in such a way that they are relevant to everyone.

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Company Goals determined by EXCO / Strategy ? ?

A set of BEHAVIOURS / actions that guide all employees at

every level of the organisation.

I am / I do ?

I am / I do ?

Unique VALUES that are applicable to business but also personally relevant. Filters for decision-making

Strengthening these behaviours leads to positive progress towards achieving goals.

Values provide direction for behaviours stemming from an internal locus of control.

THE RESULT OF YOUR DILUTED FLAVOUR

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Phaseꢀ#6ꢀMaintenanceꢀ

Phaseꢀ#5ꢀManagementꢀ

Phaseꢀ#4ꢀRoll-outꢀ

Phaseꢀ#3ꢀDataꢀ&ꢀDesignꢀ

Phaseꢀ#2ꢀValidationꢀ

Phaseꢀ#1ꢀExplorationꢀ

Objectives: Engaging EXCO and Senior Management in critically looking at company VALUES, GOALS, and often PURPOSE. Deliverable: 2 Facilitated sessions of 3 hours each.

Objectives: The success of our process rests on collaboration and co-creation. We therefore engage employees in uncovering their current attitudes to aid developing behaviours. Deliverable: Facilitated sessions of 2 hours each with about 10% of employees

Objectives: We analyse the data generated in Validation in order to formulate Cultural Behaviours, followed by a full design process to theme and package the message. Deliverable: Booklet design, copywriting and Behaviours.

Objectives: Most change management and engagement programmes fail as a result of poor internal communication. We introduce all employees to the Behaviours. Deliverable: Motivational and interactive Engagement workshops. 20-30 delegates per workshop.

Objectives: Monitoring roll-out, dip-stick tests, and assisting HR in integrating behaviours into KPIs and other measurement instruments. Applications, include an online gamification of the behaviours linking to current Rewards & Recognition structures.

Objectives: We engage critical teams in the organization (eg: Sales & middle-management) using the Merrill-Reid Behavioural Styles inventory to coach them to manage behaviours. Deliverable: Self-assessment and personal growth workshop to improve inter-personal skills.

PACKAGING AND DELIVERY

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PURPOSEꢀ THEMEꢀ&ꢀBOOKLETSꢀ EXPERIENCESꢀ

UsingꢀtheꢀGoldenꢀCircleꢀModel,ꢀweꢀcreateꢀaꢀPurposeꢀforꢀallꢀ

employeesꢀandꢀlookꢀforꢀtheꢀreasonꢀyourꢀ

companyꢀisꢀinꢀbusiness.ꢀOnceꢀweꢀdevelopꢀtheꢀWHY,ꢀweꢀextrapolateꢀtheꢀHOWꢀandꢀtheꢀWHAT,ꢀultimatelyꢀ

creatingꢀbehavioursꢀthatꢀinformꢀStrategy.ꢀ

Everyꢀcampaignꢀweꢀdesignꢀisꢀuniqueꢀandꢀthisꢀisꢀreflectedꢀinꢀtheꢀdesignꢀandꢀcopywritingꢀwork.ꢀWeꢀco-createꢀtheꢀthemeꢀandꢀdesignꢀwithꢀ

you.ꢀ

Duringꢀtheꢀroll-outꢀphaseꢀandꢀworkshopꢀweꢀmakeꢀextensiveꢀuseꢀofꢀ

experientialꢀlearningꢀandꢀdesignꢀactivitiesꢀthatꢀ

highlightꢀbehavioursꢀandꢀareꢀmetaphoricꢀinꢀnatureꢀ

toꢀyourꢀbusinessꢀenvironment.ꢀThisꢀisꢀenhancedꢀwithꢀonlineꢀGamificationꢀtoꢀlinkꢀtoꢀRewardsꢀ&ꢀRecognitionꢀ

programmes.ꢀ

The ‘new’ culture should not be seen as ‘new’. It should be seen as a business case that rests on doing what’s required to meet the future demands of our clients.

Some of our Clients

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We’ve had the privilege to work with numerous international clients in a variety of industries. We believe this is indicative of the power of our model.

THANK YOU

Erik Vermeulen T: + 27 (0) 83 603 7119 E: erik@ridgeline.global JOHANNESBURG LAGOS NAIROBI

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