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CX 和 EX: How Prioritizing Employees Helps 顾客

员工经验 读32分钟

 

您优先考虑哪个,客户体验或 员工经验?事实证明,他们彼此支持。在此网络研讨会中,我们讨论了 连接 between 员工敬业度 和 the customer experience, 统计资料 behind 员工敬业度, 和 3明显变化 you can make to your organization to make both CX 和 EX shine.

00:08 Skylar: 大家好,很高兴来到这里。

00:10伊丽莎白 大家下午好

00:11 Skylar: I’m Skyler, here’的伊丽莎白。非常感谢您的设置。就像她提到的,对于我自己来说,’cause we haven’在过去的几年里,我们一直无法研究这个,’s now hitting the headlines these days 和 sitting next me is Elizabeth who has not only scaled our customer success team here, I think it’是我加入时的六倍左右,但她也可以直接与我们成千上万的组织合作’多年来,我一直在帮助研究此问题。一世’我真的很兴奋,这是我的个人英雄,所以这是… Kinda really excited here 和 I hope you are too.


一处管理整个员工的经验。学习:
什么 is an 员工经验 平台?什么是员工体验的图片平台文章-黄色背景上的问号

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00:49 Skylar: 但是跳进去,我们很想过去…再次澄清一下,这是什么冲突?您可能在最近的一些头条新闻中看到了相同的主题,也许是[01:01] ____’cause you’与您公司的客户成功团队相关联,或者您影响某些影响员工体验或影响客户的计划… 让’定义了一点,但随后不包括一些高级统计数据和最新研究,我们想深入研究一些无形资产。导致成功与现状的一些共同点。再说一次,我认为伊丽莎白将能够提供一些很棒的色彩评论…深入探讨这些问题,但这些事情有些无形,但是也许我们可以帮助定义它们,为您提供一些方法在您自己的公司中寻找它们,然后采取一些行动。接着…时间允许,也许会有一些Q&A at the end so 让’进入它。再次,碰撞的主题…伊丽莎白,我喜欢听到你谈论这个’cause you’我亲眼观察过,但是’s your overview?

Customer experience (CX) 和 员工经验 (EX)

02:00伊丽莎白: 是的首先,感谢Skyler的精彩介绍,我认为肯定会相互钦佩。很高兴今天在这里谈论我真正充满激情的事情。一世’我曾经从事过真正专注于客户的职业,’对我来说是一个重要的变化,我认为在过去四年中’我们一直在Kazoo工作,以便真正了解更多的含义以及如何以客户至上的心态向前迈进。正如您在屏幕上看到的那样,我认为让89%的公司期望主要在客户体验方面展开竞争的人并不奇怪。今天我们非常关注’的世界,并且可以随时通过社交媒体访问几乎任何品牌的投诉和赞誉,’真正浮出水面。我们知道’是一个重要的优先事项,我们知道’是一个与众不同的地方,但我认为我们存在一些障碍’永远不明白为什么。为什么我们可以’与客户取得成功的水平,以及像我们一样与客户之间的互动’d want to.

03:14 Skylar: 关于屏幕上这种样式的另一个有趣之处,就是设置了演示文稿,我看到它还不到五年前,这个数字刚刚超过30,大约是34%或35%。所以在过去五年中,公司在说…这么多公司都在说’这对他们来说是头等大事。好像他们’确实指出这是对业务的帮助,但是… 什么’真的在那儿吗?

03:45伊丽莎白: Yeah, 和 I think that when we think about the company 和 we think about our customers, you have a handful of opportunities to really get it right. Your interactions with your customers are relatively limited. As much as you would like to interact with them daily, in some cases, you get to, but you have way more control 和 leverage over the experiences you have with your employees. You think about that idea of the 客户至上, but is that at the expense of your employee? When you re-order that a little bit 和 you think about all the interactions that you have with your employees over time 和 the positive experience that they have, 和 we’我会说说实际上是什么样子,但是如果他们’re an 敬业的员工,那么他们与客户互动的能力就变成了一种前瞻的心态,作为一个面向客户的个人,我觉得我’m able to give the best service, 和 then as a company, I can see a direct correlation between employee happiness 和 customer satisfaction.

04:56 Skylar: 是的,这是’s really interesting to me, 和 hearing you describe it, it makes so much sense, but… I don’t know if it comes as a shock to anyone listening or if we talk to large organizations 和 more traditional organizations, it just still seems to make so much sense that if something comes up like a fire, maybe we call it internally, that we need to put out, to just do whatever it takes to address that customer need, 和 the problem is we’那样反动,我们’re putting out fires that way, so everyday we seem to be railroading the 员工经验 和 what’那些正在处理它的人们正在发生的事情。短期而言,是的,我们’让顾客满意,我们’将客户放在第一位,但从长远来看,这似乎直接损害了员工的工作经验。

05:41伊丽莎白: Yeah, 和 I think as you really start to think about reverse engineering that a little bit, that winning in a single conversation for a customer, but what’该雇员的长期损害是’可能会感到沮丧,因为那里’有多种原因… It had to be mutually exclusive that in order for the customer to be right, they had to be wrong, 和 what does that mean long-term for your employees as well 和 their continued interactions.

06:13 Skylar: 我觉得有人’我们也对此表示支持。我们的好朋友之一。

The collision of CX 和 EX

06:17伊丽莎白: 是的,我们最喜欢的人之一。真的,我们’是理查德·布兰森爵士(Richard Branson)的忠实拥fans,但由于许多原因,我们都喜欢此报价,“但是客户不是第一位,员工是第一位。如果您照顾您的员工,他们将照顾客户”。显然,这很合逻辑,对吗?感觉像,“Well, of course”. If I’m an employee 和 I’m customer-facing, if I feel supported, fulfilled 和 excited, then the interactions I have with customers will go above 和 beyond, 和 be an even better interaction. And so ultimately, in today’s workforce, a bad 员工经验 will catch up to how your customers are being treated, 和 that’s exactly what we mean by the collision of the customer experience 和 the 员工经验.

07:07 Skylar: 是的,绝对不是我们’re trying to say, “顾客永远是对的”, is wrong, 和 you should feel wrong. It’s just, hopefully it’第一次在那里’这是两件事相互交织的更主流的认识,’re not… They’不分开,他们’重新合作。所以每天’重新改变了我们今天的思维定势’s topic, to be thinking about the 员工经验 和 its collision with the customer experience. So that’s starting to makes sense for everybody. As it has for us, 和 again, as you might see it in recent headlines. The problem is, if we start focusing on the 员工经验, or if maybe you’重新以这种思维方式。

07:50 Skylar: 正如盖洛普(Gallup)指出,近年来,这是一个非常著名的统计数据,“至少在美国,我们三分之二以上的人都在积极地“not engaged at work.” So if an 敬业的员工 是什么’可以直接带来这些出色的客户体验,例如是否存在相关性。好吧,问题是现在缺少中间步骤,我们’重新积极不…如果您考虑一下随之而来的事,主动脱离接触,对吗?不仅会影响客户体验,还会影响营业额… Gallup also showed that overall this active disengagement is costing companies about $450-500 billion a year, 和 all the costs associated with engagement, but just zeroing in the customer experience I think it was Gartner that found…当他们查看最高象限时,最好的 25% of companies that were thinking this way, but really taking up this collision 和 running with it, they had across the board about 10% stronger customer metrics, all around.

Investing in 员工敬业度

08:51 Skylar: 所以他们’re really starting to see some of the benefits of that, 和 speaking of those…注意这里’s from The Association for Talent Development. Again, companies that are realizing this 和 seems to be investing in employee development, investing in the 员工经验. Per employee, they’重新看到200%的收入增长,这简直不可思议。但是同样,这也是一个有趣的模糊概念,它’真的很难量化。正如您在屏幕上看到的那样。当公司实现这一目标时,当他们达到这一目标时,或更多敬业的员工数量就会增加。这些公司的表现比竞争对手高147%。


让’在同一页面上。
Article: 什么 is Employee Engagement?

Article image -- 什么 is Employee Engagement (white thought bubble against blue background)

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09:38伊丽莎白: 这是一个惊人的数字。我的意思是,”Huh?”,超额成就的147%?我喜欢真正看待敬业员工与您的底线的相关性的想法。我认为我们听到的许多反对意见是,嗯,’s the true ROI. 什么’s the thing that’可以帮助我的高管们接受这个想法,因为有一个教条“customer comes first”. Being able to come with 统计资料 和 story. Not just as a, “好吧,更好地对待我们的员工感觉很好”,可以说,“Hey, there’s a pretty distinct correlation about output 和 what that’真正让员工参与进来意味着我们的底线”,尤其是本次对话的目的,因为这与他们与客户的互动方式有关。

10:35 Skylar: Totally. The bottom line is there, the ability to quantify is there, 和 the recent research is there, but, really just from a human perspective, We’我希望所有人之前在客户成功团队中拥有丰富的经验。那些与您互动的员工会在几个小时后停留几分钟,以帮助您通过电话导航特定情况,或者真正与您思考直到问题解决。这些员工也许是您在公司中看到的,他们自愿从事日常工作以外的事情。他们’re being patient, empathetic with your customers. They really wanna seek 和 solve problems, not just this individual fire, but,”我们可以做些什么来使这种情况更好地向前发展。” They’只是真诚,乐于助人的人,而不是挑剔的嫉妒的人,他们不是只是为了工作的直接目的。和我们’ve also run into those people 和 great customer experiences, 和 sure, some of them maybe are unicorns.

11:34 Skylar: 但是其他人’这种实际上从事我的工作的症状, 与公司目标保持一致, 和 you can feel that. So we could hope to get lucky 和 have a customer success team like that or we can look at, “What’发生在幕后”, “什么是无形资产”, “在那些导致该级别客户支持,该级别客户成功的团队中发生的常见事情是什么”. And that’s what we’d今天想深入探讨一下。但首先,让’s在那里进行快速轮询。真的[12:15] ____,某种程度上讲,关于客户的教条永远是第一位的。如果您查看自己的程序,自己的流程,自己的指标,自己的KPI,就象现在对正在听的人的直觉一样。你以为你’将客户优先于您的员工?而且’老实说,可以’cause it’s semi-anonymous.

投票:您是否将客户放在优先于员工的位置?

12:36伊丽莎白: It’可以显然,它’好的,如果可以’只是您的期望在这里’依赖于输出“嘿,我们真的希望客户拥有最好的体验”, but there’s such an opportunity to build that 和 make that even stronger 和 more predictable with your employees directly.

12:57 Skylar: 是的它’大约60-40的比例’太好了。其中一些也许是你的事情’re already approaching 和 you’会有更具体的动作。对于其他人,我们再次’re not saying that thinking that the 客户至上 is bad at all, it’只是,当您略过一点时,也许您’会看到一些常见的错误’re talking about, or maybe there are some of the early symptoms of disengaged employees happening, 和 this could be a part of that.

13:28 Skylar: 所以让’正如我们所说,我们将深入研究无形资产。那里’s a ton of research here, 和 we also just have years of direct exposure to this stuff. But when we started discussing it 和 picking apart our own research 和 the recent research in the headlines, we boiled it down to these three concepts for the purpose of the conversation today. That’是与同事建立信任关系,进行员工绩效管理的想法’t dread, 和 manager relationships that establish support on their teams. If we think of as sort of intangibles, again, like I said, things that are a little bit harder to measure, a little bit harder to check for, if you know what to look for, if you know the constant common checks or common mistakes that happen against these, you’ll hopefully have a path to affecting change towards them 和 seeing some harder metrics get affected by them.

14:21伊丽莎白: 我认为’s also a lot to be said here, back to your earlier point, just hoping that you luck into these kinds of employees that are willing to go the extra mile 和 are really customer-obsessed, or the good news is you can build it. And we’re gonna talk about…其中一些是无形资产,但在那里’您可以做些事情来帮助促进这一点,以便… Even if it’只是渐进式改进,可以与您的客户建立更好的员工关系。

14:55 Skylar: 我可能会说几次,但是如果其中任何一个看起来有点高级,或者确实看起来像是您’d喜欢深入研究,行动项目超出了我们的目标’今天我会迅速报道。之后请密切注意您的收件箱,我们’重新发送一些资源… Just full of links 和 courses 和 all sorts of extra things tied to all of these concepts. So feel free to browse that as well afterwards, because we’对这个东西非常热情。我们’d如果任何人愿意,则爱他们学习更多。

提示:在您的客户体验团队上建立信任的联系

15:27 Skylar: Alright, so 让’进入我们接触的第一个无形资产这一想法,即在团队中建立信任关系。当我写出其中一些内容时,我总结为:如果我想看看自己的团队,“我们的团队是感恩还是感恩?”作为总结您如何谈论它的一种方式。我喜欢你怎么说的。一世 ’d希望再次听到您的想法。

15:50伊丽莎白: 我有很多想法。显然,这并不奇怪,但我’m pretty passionate about the customer 和 passionate about what it means to be customer-facing 和 what those boundaries look like, or how boundaries also empower you 和 being proactive the way you think about your customers. Because being customer-facing is a hard job. Hoping that people are nodding their heads, even if you’re not customer-facing, that you understand that the people that you sort of have in the trenches who are facilitating conversations, 和 whether that’s a volume of a 100 conversations a day or five conversations a day. I think it takes a lot out of you, because it is so human 和 you’re trying to create relationships 和 partnerships 和 be supportive 和 be empathetic, especially when giving great service.


无论您在哪里工作,都可以建立团队联系。
The Power of 1-on-1 和 Team Check-Inslearn about the power of 1 on 1 conversations 和 team check ins

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16:44伊丽莎白: And so for me, this idea of building a team, 和 again, this doesn’t just have to be your customer team, although that is incredibly helpful, but creating a culture at work where people have a safe place to retreat 和 recharge 和 then rally so that they can go back out 和 continue to have positive conversations because your ability to come internally 和 be recharged then goes out 和 helps you give more, because it feels like it can be depleting when you’re having a lot of conversations over 和 over again. And again, whether those are positive or negative, you don’想要依靠一个人能够自己找到那个东西,但又给他们一个安全的空间来回来,不仅要脆弱,而且要… You have other people who are very well-versed in many customer interactions 和 exchanges as well, that there’s an opportunity to learn 和 share.

17:48伊丽莎白: 并谨慎地做’变成人们可以抱怨的情况,但更多的是,“嘿,我遇到了这个。” And someone else can one, identify with that 和 say, “Yeah, I’去过那里。我试过了,效果很好。” Or, “我试过了,没有’工作。但是下次我’我在想这个。” That camaraderie is so tangible 和 so important because I feel like I am progressing as an employee, I feel like I’能够与客户进行更好的对话,还可以依靠我的团队来同情我是否需要,在需要时帮助我成长,因为那’s not an if, that’s a win, 和 then also to really help create some sort of exposure, I guess, across the business of, This 是什么’s happening, this 是什么 our customers are saying, 和 that that’也在企业中流传。

18:47 Skylar: [18:47] ____就像,“You can’t see it, but I can.”伊丽莎白在谈论这件事时有点喜欢’对此充满热情。一世’不幸的是,我不在她的团队中,但是我’我只是想对此表示同情。我们’所有人都能想到真正困难的客户对话,这是我们在遇到客户情况时直接从客户那里获得的非常困难的反馈。一世’在那个客户服务代表那里,我下了电话,’对我的洗礼,对,真的“哇,我搞砸了吗?什么’会在这里发生吗?会有影响吗?”两者之间的区别是,我是否必须自己将其内部化并在一天余下的时间里恢复自我,还是我有…我是被人包围还是在团队合作中,我可以谈论,了解,在发生这种情况时不会感到害怕。希望你能感觉到与众不同… That’s the intangible we’在这里谈论。所以我有那种信任的联系。我们在一边说,一张支票是友情,伊丽莎白’在谈论而不是竞争时,CX团队必须制定指标,例如我们本月关闭的机票数量或解决问题的时间,但是如果我’我只专注于那些,而不是环顾四周,试图提升我的同龄人,’也许是为了简化竞争,竞争在竞争中胜出。

20:11伊丽莎白 我是团队目标的忠实拥护者。我喜欢每个人都为之奋斗的目标。所以,有人坐在你旁边’进行对话,如果我们’都针对业务的某个部分,让’s say it’s cross-sell opportunities within current customers that I am enabling the person sitting next to me to have the best possible conversation they can have because we all win as a team, they might learn something, I might learn something, all in the effort to get better, but to achieve something, 和 that sort of quiet confidence that comes with achieving team goals, I think really makes this something that… It’持续给予的礼物会蒙上很长的阴影。

20:58 Skylar: 所以我们’re writing this out, 和 I hear you talking about it, but I’我对自己说,听起来不错。我们怎么去那里?我们的建议是,您再次在这里看到是否将其归结为非常简单的内容,请对您的做法进行快速审核’目前正在处理 rewards 和 承认。我们’重新偏见,因为我们做了 技术 这使我们能够固有地处理此问题,但是技术是真正可以帮助建立这些信任连接的事物之一。对于我们在Kazoo平台上来说,我们有一个方面可以使社会认可,比较一些方法 承认’在公司处理。您想到的是在Slack消息中或通过电子邮件或快速邮件一对一地将其锁定,“Hey, good job.”,会议结束时,甚至’就像公司拥有的匿名表格或电子表格,有人可以在其中提交“嘿,这个人做得很好。” And it’s locked down, it’在整个团队中,在整个公司中,这种现象并不普遍。


 

22:00 Skylar: 我们只有一个自然的社交活动提要’被认可,’s showing up there, 和 when we see one of these difficult situations being handled or they’re a small win with the customer, it immediately goes in there 和 the rest of the company gains visibility on it for the rest of the CX team rallies around that 和 interacts with it. We just have a natural organic way because of this 技术 to again, prop people up, celebrate small wins every day, 和 over time when that just becomes part of the culture, it becomes part of the company, it really goes a long way in creating a shortcut to these trusting 连接s that we’re talking about.

提示:建立一种客户体验文化,’感恩,不感恩

22:39伊丽莎白: 我现在明白了。完全同意。而这次庆祝活动,尤其是这次庆祝活动,是您的团队感恩的还是感恩的,因为它消除了一些想法’s on the manager to give 承认 和 give it out. The responsibility becomes a team responsibility 和 again, feeds into that cycle of we are all helping each other. We’所有建筑物都存在友情,漏洞,这使它继续前进。

23:12伊丽莎白 我确实认为这里的常见错误是…我得到的很多问题是我有一个表现最好的人’有毒,他们可以’似乎与团队相处融洽,他们竭尽所能对团队没有帮助,但是他们’作为个人贡献者,通过指标确实表现出色。我的建议是,人们在看,人们在看你 ’re doing. If your employees care about who you hire, who you fire 和 who you promote, sometimes you’如果您发现有毒的表演者对您团队中其他所有人的潜力有多大,我会感到惊讶。他们开始在更高的水平上表演’我肯定对此电话会议的任何人都不会感到惊讶,但我确实认为’s absolutely coaching conversations to have with them 和 the idea that, hey, this is where we are, you need to get on board or figure out a transition out of the business because that person will hold you back if they don’t get on board.

24:24伊丽莎白: And I really feel like when you remove a couple of people from the situation, 和 I’我已经看到它双向发展,’重新要么删除,要么他们’re just coached up, it becomes a game changer, 和 then when you start including your employees in the hiring process so that they feel like they also have a voice in interviews or giving feedback on candidates, that you start to see even more of that buy-in that propels you forward.

24:52 Skylar: 是的,这是一个非常棘手的问题。我知道你’re listening 和 you’陷入这种情况,另一条建议是,’在某些情况下,如果这些员工是最杰出的个人贡献者,那么很难将其解雇。伊丽莎白(Elizabeth)早些提到了团队目标。如果有’很多时候,在团队目标方面似乎有些停滞,停滞,停滞甚至陷于瘫痪。因此,消除这一点,在团队目标方面,您是否拥有更好的业务案例?但是你’我还将看到它真的使您有空获得了这个无形的领域。说到无形,让’s see the next one. This notion of performance management 和 doing it in a way that people don’t dread.

25:43 Skylar: 再说一遍,只是因为房间里有空间,所以要保持反应,但是当我谈到绩效管理时,我可以看到她做得很慢。它’那些词之一,那些概念之一,’s tough for all of us, 和 my summary here is, are we getting enough don’t take it personally training when it comes to performance management 和 I’d喜欢听到您对此的总结。

提示:建立频繁反馈的积极的客户体验文化

26:06伊丽莎白 是啊,我 think that when we talk about traditional performance management 和 having just annual conversations, once a year conversations, we tend to focus on the big mistakes when we’re looking back, 和 a lot of those become really de-motivating. I think one of the interesting things here we talk about is don’不要亲自接受训练。一世’m customer-facing, 和 I’m有很多对话, 实时反馈 is very important to me 和 it should be very important to the business because reinforcing 和 correcting real-time, not waiting, I mean worst case, an entire year to tell me what I’我做得很好,或者每当我有机会与客户交谈时我可以改进的地方’t reflect how I could be getting better 和 growing, 和 again, not that that interaction has to be from my manager, that interaction, that feedback can be from a peer, but it becomes less overwhelming because as a CX person, customer-facing, you need to be able to both give 和 receive feedback without internalizing it. And so, getting training on that 和 getting used to it, it’就像任何东西一样,您使用得越多,您练习得越好’会的。如果我经常听到我的声音’如果我做得对或者我可以做些什么改进,那么如果我知道这个世界不会’当我收到反馈时,就可以轻松地大步向前。

27:42 Skylar: Wow, yeah, again, just hearing you say that. Hey, can we have a talk? Like that. I got a squeamish just hearing that line. Tough thing to hear almost anywhere, especially at work, 和 looking at this seriously, it’有点时尚,它’s pretty common to bash on the end of year performance reviews at this point. But in setting up this presentation 和 talking to you about it, I realized that the backwards-looking end of year review, I really feel like customer success, customer support teams, are more susceptible to this sense of dread than others, because again, so much is happening daily. So many customer interactions are happening daily. How many of the small wins or putting out small fires or doing preventative measures, is going on daily, but when we look back months later at stuff what’可能更容易脱颖而出是我们搞砸的地方,对吧?

28:36伊丽莎白: 对。

28:36 Skylar: 并谈论已经从事的工作毫无意义。’cause that’他们在年底的审查情况’在与艰苦的斗争中,这确实可以对客户成功团队的新员工体验产生重大影响。因此,就像您在谈论的那样,我们的建议是尝试切换到持续的绩效管理模型,而不是回头看或可能不这样做。’给您尽可能多的反馈机会。这是另一个例子’再次宠坏了与我们合作的公司,因为同样,固有地在我们的平台上,我们拥有内置的工具,使我们能够拥有更多这种连续的绩效管理模型。

29:15 Skylar: The 技术 naturally prods our teams 和 our managers 和 our direct reports to set up regular feedback sessions to… It brings along the notes from the last time we had check-ins with each other along. It prompts us to not only set individual goals, but shows us how those could 和 should align to our department’s goals 和 our company’的目标。因此,当我们进行反馈讨论时’不像空白板,经理是 ’不要试图在轻松或艰难的谈话中当场思考。由于过去的反馈会议,由于我们的目标,该技术自然会提供这些谈话要点或为我们提供讨论主题’设置好之后,检查一下我们手头上的笔记,诸如此类。再次重申,不仅促使我们拥有更多这些反馈机会,而且促使我们在发生此类情况时进行正确的对话。

30:08伊丽莎白: 忘记它有多容易?无法查明上个月的成功是多么容易,更不用说将其总结为一个全年了,尤其是作为一名经理。我的意思是,我觉得我’m doing a disservice to my employees because they have had successes throughout the year, 和 if I get one opportunity to talk to them, I probably have a pretty short memory of what each of them individually has accomplished as well as, when you have a larger reporting chain, having a record of that is helpful. [chuckle] As I get older 和 I’我不服用我的银杏叶’m like, “What happened? 让’s make sure that we’re celebrating, being excited, but also really helping real-time influence over actions 和 because that immediately goes in play with your customers.”

31:06 Skylar: 是啊,我 can’甚至不记得我们是哪个月’马上回来,现在还在六月吗?

31:10伊丽莎白 我认同。

31:11 Skylar: I’我什至不确定。但绝对是在谈论。所以当然,就像你’ve heard us say, it’s a common mistake when it comes to some intangibles is still being in a model with those dreaded 和 delayed performance reviews, all this. Something to keep in mind is an intangible of these teams, again, is performance management conversations that people don’令人恐惧。这三者中的第三个是经理关系的概念。就像我们刚才所说的,这确实与绩效管理息息相关。

提示:建立牢固的经理与员工关系

31:44伊丽莎白: 我觉得这是你重要的一环’之所以这样做,是因为人们离开经理而不是工作,’这是传统的说法。

31:56 Skylar: 听到那个。

31:57伊丽莎白: Check. It just feels like the relationship that I have with my manager 和 potentially being a manager as well, what kind of feedback, what kind of support are you giving to your employees 和 also modeling for them to be better managers themselves? I think there’s such an opportunity here to show that your manager sees you, 和 values you. When we talk about continuous performance management, there’这是我们的一种方法’不断提高整体可见度。就像Skylar在说的那样。放在饲料上,放在公共场所,无论您是否’re doing it at all hands, this idea that my manager knows 和 appreciates what I do 和 also supports the message that I’m giving out, 和 that we’一致,让我觉得自己 ’以更好,更强大的方式为公司做出贡献。

33:04伊丽莎白: 所以当我’我有一对一的,如果幻灯片上显示检查一对一有效的想法,它们甚至会发生吗?像从这里开始,因为很多次’只是没有发生。您如何建立一种实现一对一的方法。第二步,确保他们’re effective 和 being able to utilize those conversations in order to influence actions. Again, with that continuous performance management, so that you feel like you’重新获得定期反馈,但也得到定期支持。

33:43 Skylar: 是的,那里’s so much to unpack here, we can talk about managers, 和 their potential effectiveness, 和 their influence on employees, really all day. In fact we do, we have an e-course just on manager relationships. Because there’s so many individual aspects that go into this, 和 I think it was Gallup, has one my most recent favorite 统计资料. The managers seemed to be this forgotten layer of these engagement programs. When we roll something out in the hopes that our overall engagement scores that companies will go up, there’通常,人们常常忘记了让管理人员参与其中,或者教那些管理人员如何从该计划中获得最大收益,或者我们的最高目标是什么。那里’在推出过程中被遗忘的一层’re just lumped in with the companies sort of getting this program 和 hoping everyone uses it.

34:38 Skylar: 我认为’这是一个非常重要的原因,为什么我们一开始看到的这个数字,即三分之二的员工 ’s still being disengaged. That number has barely budged, even though we seem to be investing in more 和 more on this kind of stuff. And recently Gallup found that, managers, just managers can swing your engagement scores at your company by up to 70% per employee. They have that much variance in where employee can land. So when we talk about this stuff, there’我们可以深入研究。

提示:使您的员工一对一有效

35:08 Skylar: 但是,当我们在较小的会议室中与组织进行交谈,进行较小的讨论时(这是我们要求您检查的第一件事),您的一对一有效吗?再次,就像伊丽莎白所说的那样,不仅是它们正在发生,而且那个时间是否得到了有效利用?还是双方都将其视为我日历中的强制性,每周一次或每月一次?因为,如果他们’被有效利用,一对一互动,指定时间确实是其中之一 … A great shortcut to all these things we keep talking about. Where trust can be built between the direct report 和 the manager. Where managers can start following up 和 following through. Where we can stay on the same page about what our objectives are, 和 if we’re headed there or not. And just that notion for the employee of our manager having our back. A lot of times it starts with a lot of the discussion happening there 和 it blossoms out to other things happening at the company. So, I guess listening to the common mistake associated with that also.

36:10伊丽莎白 是啊,我 think the lack of ongoing 经理培训,那仅仅是因为我们让某人担任标题经理不会’不一定意味着他们’re prepared, or they have the tools, they might have the desire. So ongoing 经理培训 is really a must. Like you have to be able to enable your managers to grow, 和 part of that is creating that trust that is key. But then another part of that is modeling behavior 和 showing them that it’符合您公司的核心价值观。向他们展示他们作为经理可以采取的行动确实会影响所有员工,因此’的责任’与成为经理相关联。不仅仅是按时完成项目或完成良好的工作;它’s developing staff to be better, 和 push through, to have more opportunities in professional progression. There are also great managers that you have right now, like any kind of mentorship or from an established manager to a new manager, 和 building those bridges I think is another great way to, informally, keep that training going.


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现在报名


37:27 Skylar: 是的,我们’就像我说的,我已经亲眼看到了这家公司’s grown. It’今天比我刚开始时大六倍。我们实施了这些培训’s a couple of years ago, to again, not only pull wisdom from experienced managers, but also if the company is getting certain kinds of feedback regularly these focused manager sessions 和 trainings, were ways to bring that up on group. Aim ourselves toward a solution, 和 then how did that give practice across all the teams. I think it’作为一个人,我代表我说话的时候非常有效’在我整个职业生涯中,我都有一些最好的经理在这家公司工作。一世’我也不卖那个人’m setting next to…我认为我遇到过的最好的经理之一。

38:09伊丽莎白: 哇。

38:12 Skylar: 所以’s not only worked for us, but at companies where 员工经验, 和 you’重新实施这些程序,您’re investing in them, ongoing 经理培训s that help keep us aligned. And, hey, why are we doing this? 什么 goals do we have for it? Having that be ongoing… If that’s not happening, it’真正的常见错误是’s holding back these engagement initiatives 和 ultimately leading to those disengaged employees. Which, as we now know, directly effects the customer experience.

38:42 Skylar: 确实不要对此进行过多的思考,一件事是,就像我之前提到的,我们的建议是使用技术来帮助简化这一过程。从您可以看出,我们对经理的热情充满激情,要求他们与您的直接报告进行一对一的交流或进行每次互动,并全面了解,“What are this person’的个人目标?他们作为一个人的表现如何?我们之前谈论什么?”每次都随身携带,玩弄杂耍,行动起来并加以补充是令人难以置信的精神负担。它’要问的几乎太多了。因此,您手头上的技术能够在多大程度上再次提示其中的一些对话或帮助转发笔记,或者还可以给您简单的待办事项清单,“嘿,下一次我们需要跟进什么?”减轻双方的精神负担?再次,我们’re spoiled ’因为我们的平台可以帮助我们做到这一点,但是在那里’技术可以帮助您实现这一目标的多种方式。如果您正在审核您的团队而您没有’看不到那里,找到手动或 正式平台 为了它。

39:57 Skylar: 只是要多谈一些这些的重要性。我们是最近才完成这项研究的,当时大约有3000多名员工,实际上只是深入研究了一对一的人对人有多有效或有多有效。和我’因此,您可以在屏幕上看到大量统计信息。我赢了’t go into all of these 和 we are gonna distribute these slides after the webinar, but you can just see at the top this 82% number. When they’re having those frequent one-on-ones, it correlated 82% of the time with people who reported having a positive 员工经验. I also like that one at the top 和 at the bottom, 38% more employees who have these said that they’re also receiving feedback 和 appreciation for their work, 和 it’听到员工定期报告他们没有履行职责是一个共同的统计数据’感到不够欣赏。一对一的人是…它有点削弱了这种效果。

40:52 Skylar: And likewise at the bottom here, 44% who are having these more frequently, in their perception, the company has swift 和 transparent communication. Another bit of feedback that I’确保我们所有人都听说过,您永远无法获得足够的透明度。或在我们的员工调查中返回的一些不良反馈是,他们觉得公司不’t communicating things well enough. Well, again, just having these more frequent one-on-ones was one of the biggest factors for tamping that down, 和 everything on the screen here deals with having a better or a worse 员工经验. So, one-on-ones are so good.

41:29伊丽莎白 如此重要,总是快乐。

Examples of CX 和 EX working together

41:31 Skylar: 这是三个无形的影响。然后紧记这些,我们’d爱举几个例子。一个是我们没有的公司’与我们合作的是Jet Blue,但我’我从旁观望着他们。我不仅喜欢和他们一起飞行,而且喜欢他们看起来如何…当我们在地下挖洞时,他们似乎真的在自己应用这些东西。我发现他们的团队进行了一些采访,他们内部的一种口头禅就是对团队进行投资的想法。他们不仅从技术的角度,而且从人机交互的角度,都有对它们进行投资的想法,并且影响了他们正在推出的程序的种类以及正在进行的培训的种类。他们在这种自由上发挥更大的作用确实非常重要。一部分’是一种授权游戏。鉴于他们之间的那种信任关系’在幕后建立起来之后,员工就可以自由地处理自己遇到的每种客户情况。他们可以自由地“Okay, I’我会处理这个。一世’我要解决这个问题。一世’我会让这种情况更好” rather than, “我现在必须停下来转身处理官僚主义,嘿,在后面的情况下轻按我的经理。”

42:50伊丽莎白 好。它’赋予力量。我认为这伴随着我们’re talking about with training 和 sharing of ideas. And that trust, obviously, is very scary from a company perspective to, 和 I put this in quotes but, “let”您的员工可以为您的客户提供这种体验。但是您要考虑的是,对于员工的验证,“I’值得信赖,他们无需阅读剧本就能解决此问题。” Of course, suggested is always a plus, but just coming in cold is never a great customer experience. To be able to connect 和 have the human side of it, 和 someone be able to help is pretty poignant.

43:42 Skylar: 由于这里的每个人都在接受这种亲自接待的培训,因此 ’s sort of ongoing trainings for up 和 down the whole organization so that we’真正了解如何处理其中一些情况或’是Jet Blue方式或预期的行为。真的,只有Google“Jet Blue 和 customer experience” 和 you’我会找到这些相同的文章,’我们将找到更多有关他们如何内部处理的信息。但是我不能’帮忙,但请注意他们多少’re aligned to these angles that we were talking about, those things like how to build 和 what you get when you build those trusting relationships, those manager relationships. And the results speak for themselves. They were ranked highest in customer satisfaction for 12 years in a row. A direct example of this collision of 员工经验.

44:29伊丽莎白 令人印象深刻。

44:33 Skylar: 另一个也许有人在这里避风港’t heard of but we’在过去的几年中,兰道夫·布鲁克斯联邦信贷联盟(RBFCU)一直与他们合作。最大的之一,如果不是最大的…

44:45伊丽莎白: 我觉得他们’在德克萨斯州排名第二’几乎是客户体验的黄金标准,他们称之为客户“members”. But we’ve been lucky enough to work with them for, like Skyler said, the last couple of years. And they really take the 员工经验 和 the customer experience to a new level. They’重新利用我们平台内的东西,这种简单的社交对等识别,’重新展示了这些非常令人难以置信的胜利’re getting from a customer perspective, but also from a team perspective, like we talked about, that camaraderie 和 really facilitating that 和 building that up, we have Evan, who’那里的副总裁,表彰她的团队’ve done, 和 people’对此发表评论或表示同意的能力,实际上只是在突出显示“嘿,这是一个努力的团队,’s doing all of these things right, 和 it feels like they’因此看到了直接的结果。”

46:00 Skylar: 是啊,我’ve walked the halls at their HQ, 和 we’在屏幕上有这些示例,这些不仅是点对点的员工,而且是认可团队的副总裁,当您与他们交谈时,您会感觉到,他们每个人都知道对方在做什么继续进行,但似乎很难执行任何必要的数据瞬间分析… 让’当我们把他们的榜样放在这里时,所有的事情都做到了,那种团结,那种友情,看起来很微妙,但是他们的提要充满了不断建立这种文化的这种认可。


了解RBFCU如何修复其客户体验—
通过固定其员工经验。RBFCU azo雄案例研究

阅读案例研究


46:32伊丽莎白 是的,我最喜欢的事情之一…我们这里有一个例子,我们讨论了很多经理,但是他们’ve gotten their CEO involved in it as well, they have a customer reward where the CEO will come over 和 high five you, you can redeem for it within the platform, which is obviously great for the company, because it’是免费的奖励,但是’s really… They’ve taken it a step further 和 their CEO will write a note as well as come over 和 give you a high five. The idea that you have a leadership team that’s invested in this same culture speaks volumes, 和 Christina, who this note is addressed to, she actually has this up in her cubicle, she’我为此感到非常自豪。它’s such a light weight thing that drives so much value, 和 I think one of the magical parts of what RBFCU has done is that they recognized that they needed to serve their customers. They saw the way that their employees were getting treated 和 interacting with each other, 和 they felt there was an opportunity there. And they capitalized on it.

47:44 Skylar: 我喜欢这个。是的,您考虑过,也许我们中的一些人在组织中’拥有成千上万的员工,但在如此庞大的组织中,’就像首席执行官走过你时挺直坐起来,’s like, ”哦首席执行官来了… “, but they have gotten their CEO to totally embraced this program, 和 the employees, see that. And then again, just being one of the 最需求的奖励 在我们的平台上,不只是一个玩笑或其他’s just for show there, then the CEO really embracing it 和 writing these notes, again, feels intangible but they can now measure that.

48:23伊丽莎白 关于RBFCU的最后一个示例,就我们直接从其提要中提取的东西而言,但您可以…他们有一个管理员,基本上就是’s able to give KPI 承认, so again, this idea of great service, 和 if you’re receiving a certain number on a survey that that comment, is uploaded into the system 和 you’不仅可以被您的经验丰富的人认可,还可以被同龄人认可’认识到与客户调查相关的KPI,然后又在内部进行社交化,这真是一个很好的碰撞,这样它就可以更多地建立在被您的出色工作认可的想法之上’re doing.

49:19 Skylar: 是的,这似乎很微妙。如果您想清楚地考虑一下’以前很多时候都拥有这种平台,这些奖金与我的个人表现或我的服务分数有关’m getting from our 成员, that’s just something that would be direct positive or am I getting a note at my desk or something. By integrating it with where they have 和 where they host this program related to the 员工经验, these metrics or these rewards related to the customer experience are going right to that same activity, it leads to the place where we’都互相庆祝’s small victories or propping each other up with 承认. These rewards for a great customer experience are going right in that same feed, if awareness rate increases 和 because it embraces 和 really brought their customer experience programs directly with their 员工经验 programs.

50:15 Skylar: 结果,我们’我今年刚看过他们,真是太神奇了’d say, for a company that member scores 和 member experience are their life blood, or a credit union, a large credit union for instance. To see this middle set here especially 68% of the employees, no, a 68% increase in the number of employees that were hitting the highest customer service scores, I think when we looked at it, ended up being half of the number of employees that were eligible for this bonus, were getting that highest score from their 成员, 和 that’s just year-over year, 和 then again, this is intersected with the 员工经验, so they also saw a decrease in turnover, at 17%. And then we looked at every month this year compared to this month last year, every single month, the Net Promoter Score which again, is the life blood of the company was going up. So again, we applaud them, but they also are one of the poster companies for this sort of interaction 和 the bottom line results that you see because of it.

51:23伊丽莎白 我想我们谈论的是Jeff Liu,我们谈论的是RBFCU。现实情况是,这可以应用于任何行业,因此无论您选择哪个’在医疗保健,款待,技术方面,’还是我们看到这种跨越整个行业的环,’真的不知道你能做什么…无论您从事哪个行业,都可以看到结果’re in.

51:51 Skylar: 绝对。恰好我们在这里有很多人,所以我在这里放了一个摘要幻灯片以包含在内,希望可以帮助您重新构想思路,“当我看到我们遇到的情况时我应该停下来吗’再说客户永远是对的吗?”该声明还有其他内容吗?考虑一下这种碰撞,为您提供了几种方法来将这些无形资产煮沸,使之变为不稳定的提示,但同样,您也可以’如果您想再次查看幻灯片和统计信息,请参阅幻灯片和统计信息。希望它也使您能够了解一些业务案例。这不是’即使我们谈论的是无形的,也只是一种温暖而模糊的东西,或者像您所说的那样,是无形的。当公司接受这场冲突时,他们’重新看到[52:37] ____的结果,我认为这非常令人兴奋。话虽如此,非常感谢,我知道我们几乎要花时间了,但是我们’d喜欢看看是否有’还是有任何疑问,请继续关注,因为我们’ll [52:50] ____材料,也很乐意通过该媒介回答任何问题。

观众Q&A

52:58 Skylar: 我们确实有时间只问听众一个或两个问题。我们有一个听众问“您如何开始对话,因为对于某些习惯于以客户为中心的传统观念的人们’开始对话真的很难。那你怎么能… “. Do you have any pointers for this person, how can you get them started on that road to having a conversation with their senior leadership that gets them to see that 员工敬业度 does matter for customer engagement.

53:31 Skylar: 是的

53:33伊丽莎白 是啊,我 think we actually have… I had a conversation with a customer about this exact point, 和 they were saying that they sort of came at it from the angle of, they were trying to prove out 和 come with because they had a very data-driven CEO, they were coming with survey results, 和 those survey results were tied to what customers were saying in the interactions that the customers had had with the company, 和 leading with that 和 leading with their areas for improvement in those scores, 和 what are the things that directly affect that. And so they took the angle of more employee training, 和 that was sort of a foot-in-the-door of turning the spotlight from the customer to the employees.

54:27伊丽莎白: 这样’这是一个非常理性的婴儿步骤,就像“嘿,如果我们专注于为员工提供更好的培训,那么我们的客户将会有更好的体验”, 和 then you’能够更进一步,使它从训练开始,每个人都觉得这是一件积极的事情,而不是说,有时像“employee engagement”我们想专注于我们的员工,我也认为’值得注意的是,您永远不想说要专注于员工而不是客户。它’s an “and” that that link means that both, 和 we felt so for that both go up proportionately. So as employees are happier, customers are happier, that you’re not really having to prioritize one over the other, but starting really just simply with what you can do to turn the attention to giving your employees more opportunities to be better at their job, 和 then slowly introducing more with that training of, then it becomes some of those intangibles that we talked about 和 additional focus on the 敬业的员工.

55:40 Skylar: Absolutely. 是的 Helping to build that in case in there 和 using real data points to inform it, a much better way of starting that conversation 和 just kicking down the door 和 shouting, the customer isn’永远是对的。那些谈话不’t go well…

55:55 Skylar: 是的我喜欢那个。

55:57 HCI主持人: 好吧,我’非常抱歉打扰您。这些对于今天的听众来说确实是很棒的见解,但是我们… We are at the end of our time. So before we go, I just wanna offer a reminder to our 成员 that today’s webcast has been approved for HRCI 和 SHRM credit. Credits for attending this webcast will soon show up in your “My HCI”文字标签下的个人资料。唐’t forget to check out hci.org for free content, as well as information on our certifications 和 events. That wraps up all the time we have, we’ll close today with one more thank you to azo雄和 our presenters, Skyler 和 Elizabeth. If you missed any details you can listen to this presentation again at any time. All of his webcasts are available on-demand on our website. For all of us here at HCI, thanks for being here, we’下次见。


改善员工的技术经验

我们希望本次网络研讨会能帮助您了解如何优先考虑员工体验,从而帮助您改善客户体验。如果您需要更多帮助,那’s where we come in.

因为在卡祖奥,我们’热衷于将您需要的所有工具整合在一起,以使每个人的工作质量更好。这就是为什么 azo雄员工经验 Platform brings performance management 和 承认 和 rewards — including 目标, 反馈, 对话内容, 承认, 激励措施, 和 more — into one simple, easy-to-use platform.

If you’re ready to align, connect, 和 engage your workplace, check out our azo雄overview。或者,今天安排个性化演示。

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