Touchpoints - Driving Customer Engagement
Driving Better Results Through The Employee Experience
It’s 5:30pm as Gary shuts down his computer monitor and reaches to turn off his desk lamp. He’s feeling great about the progress he’s made over the last two months in getting acclimated to his new responsibilities. Keys in hand, he makes his way toward the lobby when he’s startled by a loud “thud”! Looking to his left he notices Angela sitting down after dropping two binders and a three inch stack of loose papers on her desk. Gary starts to ask her if everything is OK but, before the words come out of his mouth, Angela glances up with a look of frustration. He can tell that everything is definitely not OK.
Angela was hired as a Customer Service Manager one week before Gary. “Ever since I started with this company,” she says, “ it’s been a major challenge trying to gather the information that I need. I do not understand what is so difficult about keeping our records organized so people can actually find what they’re looking for.” She sighs heavily realizing that it’s going to be another late night. “It just seems like it’s been one challenge after another. You must be coming along with your new role since you’re leaving on time.”, she says. “Yeah, things are falling into place,” Gary says. “But I’m a bit late in leaving.” Angela glances at her watch and her expression changes to panic. It’s later than she thought and she realizes she’ll never make it across town to pick-up her child on time.
If you’ve ever been in either Gary’s or Angela’s shoes, you know the impact that a positive or negative employment experience can have on your outlook and the quality of your work. This is especially true when it comes to managing your customer’s experience.
The Customer Experience / The Employment Experience
Most businesses want to create an incredible customer experience because that’s what leads to engagement, loyalty, repeat purchases and growth. The customer experience takes both the product and the delivery of that product into account. It’s what customers come to expect when interfacing with the brand. It’s their brand promise.
Take Starbucks, Apple and Amazon for example. Strong brands like these are very careful to understand the needs or desires of their customer and then create the right product or system that will fill those needs. A customer pays for the product and trusts that it will function as expected. They also know what to expect when it comes to the purchasing experience.
These companies understand the importance of driving a perception of quality and value in their service delivery. It’s the delivery part of the transaction that keeps people coming back for more. It’s no different with your employee population.
Beyond an Employee Value Proposition
An Employee Value Proposition (EVP) is the set of “products” that employees are purchasing with their knowledge, skills, experience, effort and time. Compensation, health benefits and affiliation are a few examples. Traditionally this has been the core offering of the company. It’s everything that an employee receives (the product) in exchange for their work (the purchase).
An Employee Experience Promise is a collective view of the individual experiences that an employee has while working for the employer. In contrast to the EVP, this is the delivery experience, a collection of touch points that employees experience within the organization. It’s the perception of the day-to-day activities, processes, challenges and accomplishments. If managed strategically, they can dramatically increase both engagement and the quality of results.
Here are a few questions to consider related to your Employee Experience Promise:
- What are the core touch points that your employees have with your organization? (For example: Talent acquisition, on-boarding, use of computer systems, training and development, accessing the information required to do their job, leadership meetings, physical environment, etc.)
- For each touch point, what are the actions that an employee must take? What do they need to be able to accomplish?
- What is the employee’s perspective on that touch point? Do things work smoothly? Does it strengthen or weaken their feelings about their role or the organization? Is it a source of frustration? Or is it a neutral element? This is where feedback directly from employees is beneficial.
- What are the contributing factors that influence their feeling or perspective?
- What changes can be made to improve either the ability to complete the action or their perspective on it?
- What other insights can be gathered for that touch point that can enhance the business function as a whole?
- How does that particular touch point build on or support your purpose, brand or culture?
If you want to build engagement within your team, this needs to become a core focus. It’s all about repeatedly affirming their decision to join the organization. When their work experience is positive, meaningful or rewarding, that decision is affirmed. When they run into continual challenges or frustrating experiences, it’s not. To get back to our earlier example, if you were continually frustrated with the performance of your iPhone, you would be less inclined to purchase the next version when it hit the market.
There is a strong correlation between the customer experience and the employee experience. If you want your customer experience to improve, make sure that your employees are in the frame of mind to deliver it.
When customers have a positive purchasing experience, they come back for more. When employees see that steps are being taken to improve their work experience, they give more. In both cases, an autopilot approach does not work. This needs to become part of your leadership team’s list of core objectives. You want to improve your customer experience and reduce turnover? Improve your employee experience.
You, as a leader, have a great opportunity to shape your employees’ work experience. Proactively identifying and removing obstacles to successful performance allows you to positively influence their perceptions. Allowing problems or frustrations to continue degrades the experience and increases the likelihood of turnover.
Still questioning the Return-on-Investment? Check-out Jacob Morgan’s Harvard Business Review article
as he states that companies that "invest most heavily in employee experience were included 28 times as often among Fast Company's Most Innovative Companies, 11.5 times as often in GlassDoor's Best Places to Work, 2.1 times as often in Forbes's list of the World's Most Innovative Companies, 4.4 times as often in LinkedIn's list of North America's Most In-Demand Employers, and twice as often in the American Customer Satisfaction Index." Even more, "experiential organizations had more than four times the average profit and more than two times the average revenue. They were also almost 25% smaller, which suggests higher levels of productivity and innovation."
When it comes to hiring, engaging and retaining high quality talent, is your Employee Experience Promise a competitive advantage? Let’s prepare to win. Contact HR Strategies Now.
Brian Wallace • July 12, 2021
Improve Your Decision-Making Processes
Are you ready for the next leadership transition in your organization? In today's fast-paced business environment, ensuring you have a strong succession plan in place is more important than ever. Organizations that neglect this aspect may face skills gaps and leadership shortages that can significantly impact their competitive edge. But how can you effectively integrate performance management into your succession planning strategy to ensure a seamless transition? Let's explore how these two processes can work together to empower your organization. Identifying High-Potential Employees A fundamental part of effective succession planning is the ability to identify high potential. Performance management processes open lines of communication and observation that reveal it. Clear performance measurements, delivered through fair and regular appraisals, enable managers to identify people who have the skills, experience, and qualities required to succeed as leaders. For example, an organization will conduct performance reviews to evaluate its employees based on their ability to solve problems, work in teams, and make decisions. The sooner these high-potential candidates are identified, the better it is for organizations as they work to build a strong pipeline of future leaders. It’s a practice that enables organizations to avoid significant disruptions when key positions become vacant because competent candidates are immediately available to fill the roles. Developing Future Leaders The development of identified high-potential employees is truly crucial. Performance management systems are useful for this purpose, enabling the organization to tailor training and developmental programs to their specific competency gaps. For example, a strong performer with little experience or exposure to leadership can work under a development plan that includes leadership workshops or mentoring programs. Organizations that invest in these individuals not only enrich their talent pool but they also foster employee loyalty and retention. Employees who perceive they are supported and valued are more likely to fully engage and remain with the organization. Setting Clear Goals and Expectations Effective goal setting helps ensure the proper alignment between individual and organizational performance. Performance management clarifies roles and prioritizes responsibilities to ensure that individual, unit, and organizational goals are achieved. Constant review and updating of these goals keep employees focused on their development while keeping an eye on organizational success. Employees often seek more than just a job—they want to be part of something bigger, a vision or initiative they can rally behind. Performance management processes play a critical role in preparing future leaders to recognize, embrace, and actively engage with that greater purpose. Understanding how their role fits into the bigger picture and contributes to the organization’s success is essential, especially for those transitioning into leadership. It provides them with a clear roadmap for personal development and growth. Fostering a Culture of Feedback and Coaching Performance management plays a crucial role in shaping a culture that nurtures and prepares future leaders for succession. By setting clear expectations, providing ongoing feedback, and aligning individual goals with organizational objectives, performance management helps employees understand how their contributions fit into the bigger picture. This creates a sense of purpose and engagement, fostering an environment where individuals are motivated to grow and develop. The process encourages continuous learning, guiding employees to take ownership of their development and positioning them for leadership opportunities. Through structured conversations and development opportunities, employees gain not only technical competence but also the leadership behaviors and cultural awareness necessary for future roles. Over time, this process builds a talent pipeline of individuals who are highly aligned with the organization’s values and capable of driving the company’s vision forward. Conclusion Integrating performance management with succession planning is essential for organizations that want to build sustainable leadership pipelines and maintain long-term success. By identifying high-potential employees early, developing their skills, and aligning individual goals with the company’s objectives, performance management ensures that future leaders are prepared to step into critical roles when the need arises. This proactive approach not only minimizes the disruptions caused by leadership transitions but also strengthens the organization’s ability to stay competitive in a rapidly evolving business environment. Moreover, performance management fosters a culture of growth and continuous learning, empowering employees to develop both personally and professionally. When employees understand how their roles contribute to the organization’s success and feel supported through coaching and feedback, they are more engaged and motivated to grow within the company. This alignment between individual development and organizational goals creates a foundation for effective succession planning—ensuring that each leadership transition builds on a legacy of competence, purpose, and cultural alignment. So, are you ready to take your succession planning to the next level? If so, consider contacting HR Strategies Now . We’ll help you create a customized approach that ensures your organization is prepared for future leadership changes. HR Strategies Now – HR consulting in Cypress, Houston, The Woodlands, and beyond.
Handling employee departures well is just as important as managing their onboarding. While it’s challenging to celebrate the loss of high-quality talent, it pays off in the end. Off-boarding provides a powerful opportunity to strengthen relationships, even as they move on. By investing in a thoughtful and positive exit process, you can leave lasting impressions and even turn former employees into brand advocates. Here are four unique and creative ways to create a smooth off-boarding experience that shows your genuine appreciation to departing workers. 1. Celebrate Their Contributions with a Personalized Farewell Event Instead of just an obligatory goodbye email or a quick handshake, you should make their last days memorable by hosting a personalized farewell event. Tailoring the farewell to match their preferences shows you care deeply about them as individuals, not just employees. If they love casual, laid-back settings, organize an office party or a lunch at their favorite restaurant. For those who enjoy formality, a heartfelt speech and gift presentation can make a big difference. Involving their team members in the process is another great way to celebrate their contributions. Encourage co-workers to share stories or moments that highlight the employee's impact on the company, making them feel truly valued. This simple, but effective act of appreciation can leave them feeling positive about their time with you. Even better, it turns the departure into a celebratory occasion rather than an awkward goodbye. 2. Create a Meaningful Alumni Network for Continued Engagement Employees may leave the company, but they don’t have to completely disconnect. Establishing a strong alumni network fosters ongoing connection, giving departing employees the opportunity to stay engaged. You can build a structured alumni program that includes newsletters, exclusive events, or access to ongoing professional development resources. This helps former employees stay in touch with current trends at your company, as well as offering valuable networking opportunities. Beyond formal networks, invite them to contribute to company projects on a freelance or consultancy basis. By keeping the door open, you send a clear message that their expertise is still appreciated. You might even invite them to share insights with your current staff through webinars or guest blog posts. An active alumni network not only shows that you continue to value their talents but also encourages them to remain advocates for your brand long after their official tenure has ended. It also pays to remember that new employment opportunities sometimes appear better than they actually are, prompting the employee to re-think their decision and explore the possibility of returning. 3. Offer Comprehensive Career Transition Support with a Personalized Touch When an employee leaves without a defined employment plan, a truly considerate off-boarding process may include helping your employees to transition smoothly into their next career chapter. Providing career transition support such as résumé reviews, interview preparation, and job search guidance is an extremely valuable resource. To take this a step further, you can personalize these services based on the employee’s future aspirations. Consider working closely with them to understand their next steps. For instance, if they are pursuing a career shift, connect them with relevant industry contacts or provide them with educational opportunities, like free online courses. You could also create a tailored LinkedIn recommendation that highlights their unique skills and strengths, further supporting their career goals. This level of personalized attention shows that you’re committed to their future success and fosters a positive relationship long after they leave. Departing employees who feel supported are more likely to speak highly of your company, which could also lead to potential future partnerships or referrals. 4. Capture and Act on Honest Exit Feedback in Creative Ways Exit interviews often feel like a formal obligation, but you can make them an engaging and creative experience that benefits both parties. Instead of the typical question-and-answer format, make the process more interactive by using storytelling techniques. Ask departing employees to share their experiences in the form of stories that capture their key moments within the company. This allows them to provide more honest and nuanced feedback, which can offer invaluable insights into your company’s culture. You could also offer anonymous feedback channels, such as digital platforms where they can submit their thoughts post-exit. Implementing changes based on their feedback, and then sharing those changes with them, shows that you genuinely value their input. This ensures that they leave with a positive perception of your commitment to improvement. Additionally, consider using creative feedback tools, like interactive surveys or video exit interviews. Letting them record their responses on video adds a personal touch and gives them more flexibility to express themselves. It’s a modern approach that can leave a more lasting impression than the traditional written format. Plus, reviewing these videos allows you to better capture the emotional tone behind their words, giving you deeper insights into their experience. Conclusion A positive off-boarding experience ensures that employees leave your company with good feelings, even after their departure. By celebrating their contributions, offering continuous engagement, providing personalized career support, and having exit feedback, you can create a meaningful and lasting relationship with your former employees. However, if you are still confused then you may approach a good HR project management consulting firm to help you in creating the right off-boarding strategies.
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Improve Your Decision-Making Processes
Are you ready for the next leadership transition in your organization? In today's fast-paced business environment, ensuring you have a strong succession plan in place is more important than ever. Organizations that neglect this aspect may face skills gaps and leadership shortages that can significantly impact their competitive edge. But how can you effectively integrate performance management into your succession planning strategy to ensure a seamless transition? Let's explore how these two processes can work together to empower your organization. Identifying High-Potential Employees A fundamental part of effective succession planning is the ability to identify high potential. Performance management processes open lines of communication and observation that reveal it. Clear performance measurements, delivered through fair and regular appraisals, enable managers to identify people who have the skills, experience, and qualities required to succeed as leaders. For example, an organization will conduct performance reviews to evaluate its employees based on their ability to solve problems, work in teams, and make decisions. The sooner these high-potential candidates are identified, the better it is for organizations as they work to build a strong pipeline of future leaders. It’s a practice that enables organizations to avoid significant disruptions when key positions become vacant because competent candidates are immediately available to fill the roles. Developing Future Leaders The development of identified high-potential employees is truly crucial. Performance management systems are useful for this purpose, enabling the organization to tailor training and developmental programs to their specific competency gaps. For example, a strong performer with little experience or exposure to leadership can work under a development plan that includes leadership workshops or mentoring programs. Organizations that invest in these individuals not only enrich their talent pool but they also foster employee loyalty and retention. Employees who perceive they are supported and valued are more likely to fully engage and remain with the organization. Setting Clear Goals and Expectations Effective goal setting helps ensure the proper alignment between individual and organizational performance. Performance management clarifies roles and prioritizes responsibilities to ensure that individual, unit, and organizational goals are achieved. Constant review and updating of these goals keep employees focused on their development while keeping an eye on organizational success. Employees often seek more than just a job—they want to be part of something bigger, a vision or initiative they can rally behind. Performance management processes play a critical role in preparing future leaders to recognize, embrace, and actively engage with that greater purpose. Understanding how their role fits into the bigger picture and contributes to the organization’s success is essential, especially for those transitioning into leadership. It provides them with a clear roadmap for personal development and growth. Fostering a Culture of Feedback and Coaching Performance management plays a crucial role in shaping a culture that nurtures and prepares future leaders for succession. By setting clear expectations, providing ongoing feedback, and aligning individual goals with organizational objectives, performance management helps employees understand how their contributions fit into the bigger picture. This creates a sense of purpose and engagement, fostering an environment where individuals are motivated to grow and develop. The process encourages continuous learning, guiding employees to take ownership of their development and positioning them for leadership opportunities. Through structured conversations and development opportunities, employees gain not only technical competence but also the leadership behaviors and cultural awareness necessary for future roles. Over time, this process builds a talent pipeline of individuals who are highly aligned with the organization’s values and capable of driving the company’s vision forward. Conclusion Integrating performance management with succession planning is essential for organizations that want to build sustainable leadership pipelines and maintain long-term success. By identifying high-potential employees early, developing their skills, and aligning individual goals with the company’s objectives, performance management ensures that future leaders are prepared to step into critical roles when the need arises. This proactive approach not only minimizes the disruptions caused by leadership transitions but also strengthens the organization’s ability to stay competitive in a rapidly evolving business environment. Moreover, performance management fosters a culture of growth and continuous learning, empowering employees to develop both personally and professionally. When employees understand how their roles contribute to the organization’s success and feel supported through coaching and feedback, they are more engaged and motivated to grow within the company. This alignment between individual development and organizational goals creates a foundation for effective succession planning—ensuring that each leadership transition builds on a legacy of competence, purpose, and cultural alignment. So, are you ready to take your succession planning to the next level? If so, consider contacting HR Strategies Now . We’ll help you create a customized approach that ensures your organization is prepared for future leadership changes. HR Strategies Now – HR consulting in Cypress, Houston, The Woodlands, and beyond.