In a podcast earlier this year Freakonomics Radio, hosted by economist and author Stephen J. Dubner, asked listeners for their thoughts on workplace morale....The following is a list of five signs that your employee experience is toxic:
After an orientation, employees spend four to eight weeks training on the company's proprietary software. Then within their first 60 days, they attend a “welcome session,” hosted by CEO Jeffrey Katzenberg.
Research shows, our research actually, that there is an unintended benefit of post-experience buzz. The desired outcome of buzz is amplification; spreading the brand-word amongst a wider audience not directly engaged by ...
"In a world where we’re taught the importance of monitoring and measuring sentiment with the new tools before us, we miss the essential ingredient to meaningful relationships…empathy.
Once you listen, not monitor, but truly listen to customer activity and observe online behavior, you cannot help but feel both empathy and harmony. And naturally, the response it begets is only human."
Agile and resilient organizations will thrive in 2012.
To make this work requires a culture of shared values and principles and an empowered work force that has permission to take action and a broad network of colleagues working under common standards with shared goals.
What's the one factor that most affects how satisfied, engaged, and committed you are at work? All of our research over the years points to one answer — and that's the answer to the question: "Who is your immediate supervisor?
Even though there is a growing amount of information on the web on enterprise social computing a concise guide for executives is needed to outline the benefits and challenges of deploying it to your business.
What is Enterprise Social Networking?
Enterprise Social Networking (ESN) is a set of tools and behaviors that promote open conversations within an organization to achieve business objectives.
I gave a talk last week on Big Data and Customer Experience Management and how Big Data will change how companies think about their Customer Experience.
Big Data principles can help you create a customer-centric culture.
By integrating different sources of business data and uncovering insights about a variety of different metrics, you build interest across different organizations in understanding what is important to the customers. The integration of different business data would necessarily involve key stakeholders from each organization, and the mere act of integration would be a catalyst for further cross-organizational discussions about the customer. Applying a customer-centric data federation and aggregation approach to business data integration helps senior leaders understand how their organization (and its metrics) impacts the customer.
Additionally, the results of customer research become more applicable to other organizations or departments when their data are used. Expanding the use of customer data to other departments (e.g., HR, Call Center, and Marketing) helps the entire company improve processes that are important to the customer. Here are some examples of how companies are using this type of research to build a customer-centric culture.
• Identifying and building customer-centric operational metrics for executive dashboards
• Removing the noise from executive reports by including only customer-centric business metrics (known to be predictive of customer satisfaction)
• Integrating customer feedback into operational systems (CRM) so front-line employees understand the interactions and attitudes of their customers
• Conducting in-depth customer research using all business data to continually gain customer insight to establish a competitive advantage
Big Data technologies and processes can go a long way in helping you support your CEM program. By taking a customer-centric approach to your Big Data, you will be able to literally build the company (its data) around the customer.
When CEOs describe what they want most in people they hire, they consistently talk about honesty and integrity. Among the leadership competencies that we measure, honesty and integrity have consistently received high scores, putting them at the first or second position in comparison to everything else.
One of the fundamental principles of good leadership is the willingness to treat others with respect. Our ability and courage to speak honestly with one another is most certainly at the heart of treating one another with respect. Indeed our research on this leadership quality of integrity paints an interesting picture. We found that leaders who received high scores on honesty and integrity also received high scores on the following five behaviors: http://onforb.es/L7wqTu ;
1) Approachable 2) Acted with humility 3) Listened with great intensity 4) Made decisions carefully 5) Acted assertively
The first four of these portray someone who treats others with great respect.
The final item, acting assertively is the engine that in large part drives integrity
According to the CIM: “Over the last fifteen years, the concept of branding has evolved from merely a design and communications-led ideal to one which runs far deeper into the DNA of an organisation. Today’s CMO has little choice but to acknowledge that whilst brands are built on promises, it’s the experience delivered that makes the difference between a myth and a reality.”
So how are marketers and the organisations they work for/within getting on in making this shift?
According to the research/report put out by CIM there are 7 key dimensions at the heart of the branded customer experience: