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 Application Form For PGPBM Program : http://www.aegisglobalacademy.com/application/application-form

2. Index
Topics Slide No.
Our Vision & Mission 3
What is Employee Engagement 4
Facets of Engagement 5
Basic Conditions Required to Create Engagement 6
The Engagement Pathway 7
Hygiene Factors 8-9
Progress Aspects 10
Reward Mechanism 11
Recognition 12
Purpose Lead engagement 13-14
Measures/Indicators of Engagements 15
Acknowledgement 16

3. Institute of Customer Experience Management
Our VISION Enabling
To develop the study and application of the science
of Customer Experience Management, to address
challenges of growth and profitability of Consumer
intensive businesses.
Our MISSION Internal Customers
To promote and enhance the culture of customer- &
centricity by equipping all persons across
organization levels engaged or wishing to be engaged
in the consumer intensive businesses with the right
mindset, skill set and knowledge or processes, thus
enabling them to contribute to the maximization of
customer life-time value and profits.
External Customers

4. What is Employee Engagement
Employee engagement can Employee engagement is very
be 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.

5. 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.

6. Basic Conditions Required to Create Engagement
Degree of
Safety 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

7. The Engagement Pathway
Purpose
Recognition
Company
Rewards vision
Formal
Ability to
Progress Informal impact lives of
Monetary
Hygiene 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
benefits
Driven through sharing of money/ Time/ Words/ Thoughts/ Knowledge between
leaders & their team members

8. 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..

9. 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 birthday
Do 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?

10. Progress Aspects
Is a career path defined and Does the employee see visible
communicated to every employee at examples of people who have
the point of entry and periodically actually traverse these paths. Are
thereafter? such examples highlighted?
Does a clear competency
Are there avenues where employees
development plan in terms of
can experience progress through title
training & learning inputs exist for all
& compensation enhancement when
or critical employees? How is this
newer job roles are not available?
communicated to them?
Is there a provision to take Sabbatical
for personal & professional capability
enhancement?

11. 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 & potential
Monetary • 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 interests
Monetary

12. Recognition
• How many parameters exist?
a. Tenure of service
b. Particular type of behavior relating to customer facilitation
c. Particular type of behaviour relating to colleague facilitation
E.g. Volunteering to train
Voluntarily sharing relevant knowledge
Voluntarily aiding a colleague in distress
d. 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

13. Purpose Lead Engagement
How many employees
consider their association
with the organisation as
A calling – Provides ability
A career – Provides good
A job – Purely to earn to make a difference to
opportunity for
money the lives of customers/
professional growth
colleagues/ society
Determined by the vision/ mission & values of the organisation and to what extent it
is displayed in the everyday work behaviour of the higher ups in the organisation

14. 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

15. Measures / Indicators of Engagement
Feeling and attitudes do not indicate engagement as without visually
demonstrated 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

16. 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

17. Let’s begin