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![1. Engaged employees have higher productivity
• Disengaged employees have 37% higher absenteeism and
produce 60% more errors and defects [Gallup]
• Employees who are engaged are 27% more likely to
demonstrate “Excellent” performance [Gallup]](https://image.slidesharecdn.com/mcnamaramonday-180327060847/75/The-Art-and-Science-of-Developing-CSMs-That-Love-Their-Job-CSSummit18-6-2048.jpg)
![2. Engagement impacts the customer experience
• “Happy staff are proud staff and proud staff deliver excellent
customer service” - Virgin
• Engaged employees are more innovative [BI Worldwide]
• Engaged employees are less likely to leave and more tenured
employees develop more expertise [BI Worldwide]
• Customer retention is higher when employees are more
engaged [Cvent]](https://image.slidesharecdn.com/mcnamaramonday-180327060847/75/The-Art-and-Science-of-Developing-CSMs-That-Love-Their-Job-CSSummit18-7-2048.jpg)
![3. Engagement predicts financial performance
• Organizations with highly engaged employees report revenue
growth >2X their peers [Kenan-Flagler Business School]
• Companies with higher employee ratings on Glassdoor
demonstrate higher revenue per employee, higher market
value and outperform the overall stock market](https://image.slidesharecdn.com/mcnamaramonday-180327060847/75/The-Art-and-Science-of-Developing-CSMs-That-Love-Their-Job-CSSummit18-8-2048.jpg)
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The Art and Science of Developing CSMs That Love Their Job - CSSummit18
The document discusses the importance of employee engagement for Customer Success Managers (CSMs) at companies like Glassdoor, highlighting its correlation with productivity, customer experience, and financial performance. It outlines key factors impacting engagement, such as pay, culture, and career progression, and shares insights on how to establish competency frameworks to guide employee development. The recommendations provided emphasize measuring engagement, understanding its drivers, and developing clear career paths to reduce attrition and improve staff retention.
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The Art and Science of Developing CSMs That Love Their Job - CSSummit18
- 1. The Art andScience of Developing CSMs who Love Their Job
- 2.
- 3. Glassdoor is arecruiting company To help people find jobs and companies they love
- 4. Does it reallymatter whether your Customer Success Managers love their job?
- 5. YES(There are atleast 3 reasons you should care about this)
- 6. 1. Engaged employeeshave higher productivity • Disengaged employees have 37% higher absenteeism and produce 60% more errors and defects [Gallup] • Employees who are engaged are 27% more likely to demonstrate “Excellent” performance [Gallup]
- 7. 2. Engagement impactsthe customer experience • “Happy staff are proud staff and proud staff deliver excellent customer service” - Virgin • Engaged employees are more innovative [BI Worldwide] • Engaged employees are less likely to leave and more tenured employees develop more expertise [BI Worldwide] • Customer retention is higher when employees are more engaged [Cvent]
- 8. 3. Engagement predictsfinancial performance • Organizations with highly engaged employees report revenue growth >2X their peers [Kenan-Flagler Business School] • Companies with higher employee ratings on Glassdoor demonstrate higher revenue per employee, higher market value and outperform the overall stock market
- 9. What factors mostimpact employee engagement? • Pay • Culture • Career progression
- 10. Career stagnation drivesattrition • We studied 5000 job transitions • We find that transitions are frequent – 15 months on average • Companies with higher career opportunities were statistically more likely to retain their employees 73%of job transitions are external moves
- 11. At Glassdoor, careerprogression was a key concern for our Customer Success Managers I would like to have a more clearly defined career path and understanding of how to advance or access other opportunities We need a clearly defined set of core responsibilities and clarity on how our own success will be measured We need more focus on development of employees and room for growth There are career opportunities but no visibility into what it takes to actually get there
- 12. As a startingpoint for career progression, we’ve invested in building competency frameworks • A competency is a characteristic necessary to do the job • Competencies are not roles and responsibilities – competencies are… Knowledge Skills / Capabilities Attributes / Qualities / Behaviors • Competencies are observable, measurable and coachable
- 13. Our competency frameworkspans 5 areas we believe are critical to success
- 14. Example: Managing Work& Collaboration Team Leader / Manager Senior CSM competency plus.. • Leads prioritization of work for team • Delegates effectively • Utilizes project management skills to deliver initiatives • Coaches / develops team on managing work and collaboration ManagerManager Senior CSM CSM competency plus.. • Manages larger / more complex client accounts • Develops deep client relationships • Contributes to initiatives / cross-functional projects CSM • Manages a full client book • Prioritizes effectively • Manages time efficiently • Shares knowledge with peers • Actively seeks feedback on own performance
- 15. Results • Steady increasein engagement measured by GLINT • 0 employee attrition in the last 5 months • Grew the CSM team by ~50% this quarter, almost half from internal hires • Customer Success becoming recognized internally as a great place to work!
- 16. Recommendations 1. Measure engagement 2.Understanding the drivers 3. Assess Pay, Career Progression and Culture 4. Develop competency frameworks and career paths 5. Rinse. Repeat.
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