This document discusses measuring progress toward alignment in an organization's culture. It presents a model that tracks employee motivation and customer satisfaction as they influence each other positively. Six factors that can shape an organization's culture are identified: leadership, internal communication, customer delight, measurement, recognition, and operational systems. Regular surveys can measure employee motivation and how emphasis on customer delight impacts employees. The document also discusses using secret shoppers to evaluate the total customer experience across multiple interactions.

1. MEASURING PROGRESS TOWARD
ALIGNMENT
Presented by: Rizkiani Soraya
Program Magister Psikologi Sains,
Psikologi Industri dan Organisasi

2. Financial ‘Results’ is something prior. They’re what
you’re left with, after the fact. They provide an
excellent rear-view indicator of where you’ve been.
Business aspiring to develop a flashpoint culture need
to track where they’re going more than where they
have been.

3. Purposes
 Track the employee motivation, it drives up
customer satisfaction
 Track customer satisfaction, it drives up employee
motivation

4. Employee
satisfaction
Positive
Employee
Customer
motivation
feedback
Costumer Employee
satisfaction performance

5. 
The Six Flash Point Factors
The strategic planning for culture change

6. 1. Leadership

7. 2. Internal
Communication
- Reinforce
cultural
alignment
- Useful to have
a mechanism
for measuring
progress
toward this
goal

8. 3. Customer Delight
 To harvest positive customers’
feedback
Powerful Employee Motivator
 Internal Survey, to measure how
motivational the organization’s
emphasis on customer delight is
proving to be for the employees
involved

10. 4. Measurement  I believe regular surveys like
this one are a good way for
companies to make sure their
Track consumer satisfaction and  employees are feeling
employee motivation motivated.
1 2 3 4 5 6 7 8 9 10
Contributing
 I enjoy speaking directly to
Employee Motivation
customers and asking for their
impressions and reactions to
what we do.
1 2 3 4 5 6 7 8 9 10

11. 5. Recognition
Some form of recognition are more effective than others
 I sometimes feel no one
appreciates the extra effort I
put into my work.
1 2 3 4 5 6 7 8 9 10
To help us asses the  I feel my contribution to this
motivational impact of our company is noted and valued.
recognition effort 1 2 3 4 5 6 7 8 9 10
 Some managers in this
company tend to be a little
stingy with their praise.
1 2 3 4 5 6 7 8 9 10

12. 6. Operation
Operational Systems:
 Policies
To uncover any operational elements that
may be working against cultural  Processes
alignment, in order to be able to
eliminate or revise these as necessary  Procedures

13. 
The Three-Ring Model
“inner ring” issues
The sense of value that derives
from businesses that meet their
customers’ most basic
requirements:
- Correct Shipment
- Products that work as they’re
supposed to
- Accurate billing
Perception of value that
results when expectations are
met
Perception of value expanded as far outward as it can go

14. Professional Customers
SECRET SHOPPER / MYSTERY SHOPPER
A Diagnostic Tool
To measure progress, movement – and this
requires the repeatability factor, so meaningful
comparisons can be made.

15. Evaluating the Total Customer experience
1. Exceed the Customer’s Expectations every Step of the Way
2. Make the Customer feel important
3. Tailor the Experince to Fit the Customer