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Delivering the “Internal Customer” Experience


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While organizations make all kinds of efforts to enhance the experience of their external customers by investing in numerous training programs and marketing initiatives, the outcome is most often disappointing to say the least.
Customer loyalty continues to elude us and “Customer advocacy” remains a distant dream. More often than not its sheer “inertia” that prevents customers from switching.
One key aspect that could perhaps unlock the door to conquering the above challenge is by having a robust set of practices that will boost the level of “Internal Customer Centricity”.
This is because empirical research conducted by leading industrial psychologists clearly establish the link between the two aspects. In other words, it emphatically states that the extent of external customer centricity can never exceed the extent of internal customer centricity.
As a part of our endeavor to constantly partner with organizations such as yours to create customized customer centric solutions to business challenges. I am pleased to share a framework that I believe will serve as a useful filter to evaluate the relevance and efficacy of the numerous employee engagement efforts you are already making.
The framework is a synthesis of the best research that has been conducted in this area.

Tags: customer experience,internal customer,customers,training programs,Customer loyalty,Customer advocacy,Internal Customer Centricity,external customer centricity, customer centric,employee engagement,framework

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Delivering the “Internal Customer” Experience

  1. 1. IndexTopics Slide No.Our Vision & Mission 3What is Employee Engagement 4Facets of Engagement 5Basic Conditions Required to Create Engagement 6The Engagement Pathway 7Hygiene Factors 8-9Progress Aspects 10Reward Mechanism 11Recognition 12Purpose Lead engagement 13-14Measures/Indicators of Engagements 15Acknowledgement 16
  2. 2. Institute of Customer Experience ManagementOur VISION EnablingTo develop the study and application of the scienceof Customer Experience Management, to addresschallenges of growth and profitability of Consumerintensive businesses.Our MISSION Internal CustomersTo promote and enhance the culture of customer- &centricity by equipping all persons acrossorganization levels engaged or wishing to be engagedin the consumer intensive businesses with the rightmindset, skill set and knowledge or processes, thusenabling them to contribute to the maximization ofcustomer life-time value and profits. External Customers
  3. 3. What is Employee EngagementEmployee engagement can Employee engagement is verybe defined as the feelings of distinct from employee Reflected in employees enthusiasm, urgency, satisfaction as satisfaction wanting & acting to make the intensity and focus people denotes satiation where as business ever more display towards their work engagement connotes successful and also a better and the mission of the activation i.e. desire to make place to work. organisation. bigger & bigger contribution.
  4. 4. Trait Engagement Facets of Engagement State Engagement Behavioural Engagement • Driven by basic mental • Reflected in the energy • Willingness to make make up of the person and enthusiasm of the discretionary effort by i.e.. Either optimistic person going that extra mile or pessimistic • E.g. Degree/frequency • E.g. Resourcefulness • Is intrinsic & inherent which a person displayed by in the person volunteers to take employees to solve • How could this criteria additional complex issues where be used while responsibility repeated unexpected screening people for • E.g. How easily are hurdles are being specific jobs? E.g.. locational transfers or encountered Optimistic people for role changes accepted sales /pessimistic or resisted? people for audit Feelings & Attitudes do not identify engagements, as without visually demonstrated behavior there is no engagement.
  5. 5. Basic Conditions Required to Create Engagement Degree ofSafety Fairness Empowerm Employees must rarely if Distributive fairness: ent at all invest any time in degree of transparency Availability of resources speculating regarding the in the manner in which to do the job well stability of their job. rewards are distributed Interactional fairness: Flexibility to take Basic manner of Driven by degree of trust decisions within limit i.e.. engaging all juniors with their superiors Degree of self remains the same: e.g. arising out of fair determination. E.g.. No discrimination treatment. Ability to consider displayed in basic special customer courtesies/ civility requests related to shown refunds, give complimentary Procedural fairness: merchandise, Demonstrated availability of budgetary consistency in process of allocation for team reward, punish and motivation allocate resources
  6. 6. The Engagement Pathway Purpose Recognition Company Rewards vision Formal Ability to Progress Informal impact lives of MonetaryHygiene Frequency customers & Non monetary colleagues Role Stature of enhancement Group rewarder Monetary compensation Designation Individual Enhancement Structure Working condition Competency Administration Robust Induction Enhancement Customization Quality of life benefitsDriven through sharing of money/ Time/ Words/ Thoughts/ Knowledge betweenleaders & their team members
  7. 7. Hygiene Factors• How transparent and lucid is the appointment letter?• How easily decipherable is the compensation structure in terms of “ monthly take home”?• Do employees feel their basic survival needs are met?• How does the compensation quantum & structure compare with other firms of similar stature offering similar job profiles?• How much do employees speculate about “job Security”?• Are there avenues for recreation/ socialisation?• Are ‘quality of life’ benefits offered ? E.g.  Concierge services to take care of routine/ special tasks that arise on home front  Ability to combine day offs for out station employees to visit home  Health care related benefits gym/ routine health check ups/ on premise doctors To be continued..
  8. 8. Hygiene Factors Life & accident assurance related benefits Access to company merchandise on discounted terms/ special payment plans Acknowledgement of special occasions related to employees and their immediate family members in both tangible & intangible forms like ability to leave office early on child’s birthdayDo you follow a robust induction process that is customized as per: Role & experience of a new joinee Contents that equally emphasize the value/culture vis a vis the hard knowledge aspects Is there an outer date by which each and every new employee must undergo an induction from the date of joining What role does senior management play in the induction process? Is there an evaluation process to check the degree of internalization?
  9. 9. Progress AspectsIs a career path defined and Does the employee see visiblecommunicated to every employee at examples of people who havethe point of entry and periodically actually traverse these paths. Arethereafter? such examples highlighted? Does a clear competencyAre there avenues where employees development plan in terms ofcan experience progress through title training & learning inputs exist for all& compensation enhancement when or critical employees? How is thisnewer job roles are not available? communicated to them? Is there a provision to take Sabbatical for personal & professional capability enhancement?
  10. 10. Reward Mechanism • Degree of difficulty in attaining thresh hold reward • Degree of difficulty in attaining highest level reward • Degree of difficulty in consistently qualifying • Is criteria reflective of localised market conditions & potentialMonetary • Criteria used to evaluate incentive plans as success or failure depending on quantum of qualifiers • Lag time between completion of scheme & receipt of reward • Mix of group incentives vs. personal incentives what is the tilt towards & why? • Customization of non monetary rewards to reflect recipient personal tastes in terms of life style parameters like food/ fashion/ music/ books and other Non recreational interestsMonetary
  11. 11. Recognition• How many parameters exist?a. Tenure of serviceb. Particular type of behavior relating to customer facilitationc. Particular type of behaviour relating to colleague facilitation E.g. Volunteering to train Voluntarily sharing relevant knowledge Voluntarily aiding a colleague in distressd. Particular type of behaviour relating to preservation of company resources. E.g.. Cost saving ideas, productivity enhancement ideas, assets securitization idea• What kind of platforms exist? – Formal: Annual/ quarterly/ Monthly/ Weekly in front of a specific gathering or communicated to a specific group of people. – Informal: On the go mechanism- In person/ in writing/through email. – In person mode most preferred (90%) followed by written (60%) followed by email (50%) – Significance: Bigger the designation gap between giver and receiver, bigger the impact
  12. 12. Purpose Lead Engagement How many employees consider their association with the organisation as A calling – Provides ability A career – Provides goodA job – Purely to earn to make a difference to opportunity for money the lives of customers/ professional growth colleagues/ societyDetermined by the vision/ mission & values of the organisation and to what extent itis displayed in the everyday work behaviour of the higher ups in the organisation
  13. 13. Purpose Lead Engagement• Can be assessed by determining how employees feel about the company & its mission/ the work environment ( meaning at work) How a employee feel about the specific job they handle ( Meaning in work) employees feel about the specific Loves the company but Completely inspired by both unhappy with current job the organisation & job content Meaning at work & how job they are handling Identify & move to other Use them as mentors job role Employee who neither Likes his present job but does likes the company nor his not like the organisation or current role what it stands for Pair with mentor Involuntary separation in Pair with mentor acute cases Watch out may leave soon Meaning in work
  14. 14. Measures / Indicators of EngagementFeeling and attitudes do not indicate engagement as without visuallydemonstrated behaviour there is no engagement. E.G. Persistence at difficult Willingness to help Investing personal time tasks others in self development Voicing change Displaying role Disagreeing with boss recommendation flexibility to cater to without feeling organisational needs threatened
  15. 15. Acknowledgements• James Heskett , Earl Sasser & Leonard Schlesinger• Janelle Barlow-TMI America• Chip Colney• Abraham Maslow• Benjamin Schneider, William H. Macey & Diane Daum• Harvard Business School• Pine &Gilmore• Dr. Debashis Chatterjee 16
  16. 16. Let’s begin