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Cordialism: Africa HR Summit
This document discusses how companies can regain their distinctive culture or "flavor" that is lost as they grow in size and complexity. It argues that employee engagement is key to delivering consistent customer experiences. The document outlines five ways for companies to strengthen their culture: 1) hiring the right people with purpose; 2) giving employees a sense of purpose beyond their job duties; 3) actively engaging employees; 4) establishing clear behavioral frameworks; and 5) recognizing strong performance aligned with cultural values. Regaining a distinctive culture requires partnership between HR and marketing to ensure consistency between internal culture and external brand.
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Cordialism: Africa HR Summit
- 1. Cordialism How thebest companies lose their flavour. Erik Vermeulen Behavioural Economics Strategist #cordialism
- 2. What we’ll covertoday… How we lose our flavour. Getting the flavour back. The HR / Marketing Partnership
- 3. What do youthink when you see…
- 4. What do youthink when you see…
- 5. What do youthink when you see…
- 6. What does historytells us…?
- 7. “The world ischanging very fast. Big no longer beats small. It’s now the fast beating the slow.” Rupert Murdoch, Chairman and CEO News Corp
- 8. Companies today aremost worried about… EXPERIENCE & ENGAGEMENT 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.
- 9. Companies today aremost worried about… EXPERIENCE & ENGAGEMENT 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.”
- 10. Companies today aremost worried about… EXPERIENCE & ENGAGEMENT This represents the internal and external duality of successful companies in the experience economy. Engaged employees provide the best experiences.
- 11. No marketing campaignwill convince someone you’re great at service when they’ve had a lousy EXPERIENCE from a disengaged employee that demonstrates the opposite.
- 12. How do welose flavour?
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- 16. Your Growth •More people • More systems • More processes • More control(s) • Different backgrounds • Different behaviours • Different goals • Different motivation • …
- 17. Reputation = Experience- Expect
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- 19. Why is companyculture important?
- 20. In 1995, the average person had 27 connections. In 2015, the average person will have 415 connections.
- 21. Right now, GenY outnumber Baby Boomers, 96% belong to Social Networks
- 22. 68% of customers leave because of poor employee attitude
- 23. 41% of customersare loyal because of a good employee attitude
- 24. 70% of customerbrand perception is determined by experiences with people
- 25. Your marketing department does not own your brand or your culture, it belongs to the collective behaviour of your employees.
- 26. Delivering a consistent experience Training People & Behaviour Business principles New Product Development Internal communications Annual Report Website Packaging look-and-feel Special promotions Customer Communications Billing Experience Office design, e.g. Experience Centre, Call centres Product line alignment Retail outlet design Signage & Way finding Collection points, pre-paid kiosks Employer Brand Leadership behaviours Service standards Marketing & Communications Products & Services Environments Naming After sales service
- 27. The HR - Marketing Partnership?
- 28. Discovery Health “Whenyou need us, we're there for you” Promise: Consistent support and peace of mind Look & feel: Caring, modern, simple Why successful? Has the highest ratings for claims-paying ability Largest and most secure brand – leverage their size to deliver access to quality healthcare How differentiated? Empowers its customers to have a healthier lifestyle by providing them with the necessary tools through its trendsetting wellness programme, ‘Vitality’ Offers unique products with better benefits and claims lower prices than its competitors Brand Learning: Discovery maintains consistency throughout the brand, a caring feel, and provides more than just ‘healthcare’ to its customers. Their high claims-paying rating proves that they make good on their brand promise 28
- 29. Experience Spectrum REACHCHOCOLATE HAPPY FAMILIES STANDARDS WINNING Tangible Intangible PHYSICAL CHARACTERISTICS What it is FUNCTIONAL CHARACTERISTICS How it performs BRAND CHARACTER How it expresses itself EMOTIONAL CONNECTION How it makes you feel EMOTIONAL PROJECTION What it says about you
- 30. Success = Growth= Employees Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish. Not Engaged employees are essentially “checked out.” They’re putting in time — but not energy or passion — into their work.
- 31. Success = Growth= Employees 10% of employees are poor performers 10% 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?
- 32. HCM Performance Drivers Internal Service Quality Wellness Engageme nt Strategic Design HR Policies and Procedures HR Automation: • Forecasting • Staffing • Scheduling • Succession • Culture / Process Alignment Employee Engagement Employee Retention External Employee Productivity Service Value Customer Satisfaction Customer Loyalty Revenue Growth Profit Growth Market Share Attitude / Loyalty Knowledge / Skills Build Relationships % Growth Customer Testimonials 1 year 5 Years Service concept: • Consistent • Intentional • Different Value to customer Better than last visit Better than competition Lifetime Value Retention Repeat Business Referral Strategy & Compliance Recruit for Talent Talent Development Talent Retention Reward
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- 35. “The goal isnot to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe.” Simon Sinek
- 36. Brand strength Challenge Building advocacy 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
- 37. “We change behaviourby framing what we want people to do into something that is relevant to them.”
- 38. The ‘new’ cultureshould 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.
- 39. 5 ways to get your flavour back.
- 40. 1. Get theright people on board (achievements are useless without context)
- 41. MEN WANTED Fora hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success.
- 42. 2. Give peoplePURPOSE (beyond pleasing)
- 43. Yesterday, today, tomorrow… The way people define themselves has changed. Very long ago: Man / Woman Long ago: Hunter / Gatherer Recent: Skills (industrialisation) Today: Career Tomorrow: Meaning people add or create.
- 44. The Golden Circle WHY? At Apple we believe in challenging the status quo, in thinking differently. Making a dent in the universe. HOW? To challenge the status quo, we make sure our products are beautifully designed and easy to use, and user-friendly. WHAT? We sell computers, laptops, cellphones, tablets etc that are highly stylised and consumer friendly. WHY HOW WHAT
- 45. 3. Get peopleENGAGED (get them to give a damn)
- 46. 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 Global Workforce Survey 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 46
- 47. “You can’t sellit outside if you can’t sell it inside.”
- 48. SHEER DRIVING PLEASURE BEAT THE BENZ
- 49. GLOBALLY CONNECTING PEOPLE HIP GEEK
- 50. Perceived Control PerceivedProgress Connectedness Vision / Meaning
- 51. The Partnership Model Glee Fee ME See Flee WE
- 52. 4. Provide thecorrect BEHAVIOURAL FRAMEWORK (something to do)
- 53. What we allowwill continue.
- 54. ? Company goalsdetermined by EXCO that will result from behaviours. Life Skills / Values / Motivation / Attitudes Vision, Mission and Values that are corporate focused, but individually applicable. I am / I do ? A set of behaviours / Actions that guide all employees at every level of the organisation. I am / I do ? Increase in goal-directed Actions Strengthening the underlying behaviours lead to positive actions towards achieving the company goals. In order to achieve high standards of success, you are required propel yourself forward towards your goals. ?
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- 56. Goals Average companiesgive people something to work on, innovative organisations give their people something to work toward.
- 57. BEHAVIOURS Reputations arethe result of what people in the organisation consistently do.
- 63. “By aligning whatwe say we do, with what we actually do, we positively influence what our customers think and feel.”
- 64. 5. RECOGNISE performance (something for doing good)
- 65. Market Norms Social Norms
- 66. Cordialism THANK YOU Erik Vermeulen erik@erikvermeulen.com @ErikMVermeulen #cordialism