The Current Landscape

While society is beginning to recover, our collective “new normal” is still unstable especially in the workplace. Given the war for talent, employees are empowered with the majority opting for better work-life balance, whether that’s remote work, scheduled hours, or shift preferences. Employers are facing far-reaching challenges related to their contact center workforce that include:

• Difficulty hiring strong talent
• High attrition
• Effectiveness of onboarding and ongoing development
• Agent engagement

Meanwhile, customers continue to voice their preferences after being forced through a self-service funnel during much of the pandemic. They prize greater self-service options, proactive issue resolution, personalized service, and are actively engaging with newer technologies like chat, video, and social media.

Contact centers must now balance a new employee dynamic (operating with lean staff and fewer onsite agents) with customer demands (as call volume, hold times, escalations, and difficult calls surge).

What’s a Business To Do?

In these turbulent times, how does a company navigate a transformed contact center landscape that must adapt to new challenges and demands … from both employees and customers?

Simply put, the organizations that prosper will connect the experiences of customers and employees to understand the cross impact and subsequently drive improvement, identify best practices, and spur business growth.

Collecting customer and agent feedback, giving employees a platform to share ideas, forecasting customer needs, capturing compelling data from both, and using the right dashboards to connect the data will give businesses the following advantage:

The strategic creation of a holistic picture that gets the right data to the right people at the right time to drive meaningful change

Where to Start

Numerous organizations are talking about the importance of connecting employee and customer experience to build an effective hybrid contact center workforce. However, these discussions are still in the early stages with many unsure exactly where to start or how to do it.

#1:  Understand & Connect; Then Address

Actively listen and frequently ask. Frontline agents are a treasure trove of information: unleash the power of their deep and rich customer engagements to understand vulnerabilities and identify valuable workarounds or permanent fixes.

• Use agent notes more often to further identify why customers escalate a complaint, give low satisfaction scores, or leave.
• On the employee front, create opportunities for their voice to be heard – the more frequent the better especially in these rapidly changing times.
• Consider adding pulse surveys to capture real-time feedback or to ask a probing question.

Additionally, identify common or key topics of interest across the two sets of feedback (from employees and customers) and incorporate this intelligence within your analytics.

#2:  Uncover Key Irritants

Understand what the most impactful irritants are for customers and employees and fix those first.

• Use surveys, agent notes (unstructured data), and one-on-ones with frontline managers to identify what broken processes or poor technologies agents are dealing with day after day that are never fixed. They tire of making excuses, feel bad they can’t provide a better customer experience, and know it will impact their service score.
• Begin to build a case for the financial impact of uncovering and addressing employee and customer irritants.

Interestingly, a 2021 Medallia Institute/Josh Bersin research study found that companies who are employee experience leaders were 12x more likely to indicate revenue growth of more than 20% over the last year.

#3:  Discover What is Really Valued

Salary, benefits, and workplace environment all matter, but dig deeper as it’s critical to understand what employees deeply care about and value. It may be:

• Training and education
• Corporate social responsibility
• Diversity and inclusion or
• How proud they are to work for your company/brand.

In terms of workplace pride, a Medallia Institute research study found that companies that ask for and act on frontline employees’ feedback garner the highest employee Net Promoter® scores.

#4:  Unite the Two; Use the Data

Many organizations have access to two data sources — one for customers, the other for employees. Is your organization using both independently … or using and connecting both data sources?

It’s critical to de-silo the data and get multiple business units to share and use the data for the common good. Then build dashboards that bring employee data and customer data next to each other to uncover and identify the correlating impact between the two in terms of:

• Topics of interest (customer feedback and employee feedback)
• Driven behaviors (customer behaviors and employee performance)
• Key indicators (customer interaction analytics and employee pulse, agent notes, and 1-2-1 meetings)

This connection will fuel the delivery of an effective hybrid contact center workforce, while enhancing both employee and customer experience. A holistic approach gives companies the opportunity to create targeted actions to combat workforce challenges, while delivering improved value to customers.

If both experience data sets are leveraged together, the advantages are far-reaching and can generate a significant impact on agent engagement, frontline team effectiveness, customer loyalty, operational efficiencies, product/service innovation, and future revenue.

Interested in learning more? Visit Medallia Experts on Demand to book a 30-minute private meeting with a Medallia Contact Center expert. You can also book meetings directly with Rachel directly.

About Medallia

Medallia is the pioneer and market leader in Experience Management. Medallia’s award-winning SaaS platform, the Medallia Experience Cloud, leads the market in the understanding and management of experience for customers, employees, and citizens. Medallia captures experience signals created on daily journeys in person, digital, and IoT interactions and applies proprietary AI technology to reveal personalized and predictive insights that can drive action with tremendous business results. Using Medallia Experience Cloud, customers can reduce churn, turn detractors into promoters and buyers and create in-the-moment cross-sell and upsell opportunities, providing clear and potent returns on investment. www.medallia.com

Guest post written by: Rachel Lane, Senior Solutions Principal for Contact Centers, Medallia, and originally written on November 30, 2021. To learn more about this and other critical CX topics, register for Execs In The Know’s recent Customer Response Summit and watch the Medallia-led Shop Talk Connecting CX & EX to Deliver an Effective Hybrid Contact Center Workforce on-demand. To access all on-demand content, please register.

The post Connecting CX and EX to Deliver An Effective Hybrid Contact Center Workforce appeared first on Execs In The Know.

The event, which was co-hosted by Ebrahim Hyder, Vice President, Customer Service at Michael Kors, and Chad McDaniel, president of Execs In The Know, featured a host of industry experts representing top CX providers, including Conduent, Liveops, Sykes, Concentrix, and NICE, as well as dozens of practitioners from some of the world’s top brands.

Although the conversation ranged across a variety of topics (all related to WFH), the overarching theme was pointed toward identifying the most critical pieces for achieving long-term WFH success. This blog post is dedicated to surfacing four of the most notable ideas from the conversation — call it the four “must-haves” for creating successful WFH programs and partnerships.

#1 — Invest in Essential Technologies

Technology is what makes the modern contact center go vroom, but what about when the contact center is no longer centralized nor office-based? What happens when each workspace is as varied and diverse as each agent’s unique home and specific living situation? This is where technology can level-set conditions and build parity into every customer experience.

Two of the most important types of technology for creating a secure, effective WFH program include Security and Communication Technologies.

Security Technologies  

When we talk security, what we’re really referring to is customer data and information security. Tools for protecting customer data are an important aspect of the contract center, especially when that contact center is dispersed throughout the homes of hundreds or even thousands of individual agents. Here are some of the most widely used security technologies, and what they do:

• Multifactor Authentication — Secures online tools and logins using multiple passwords and/or devices to confirm the identification of a user.
• Biometrics Identifiers — Uses biological identifiers (such as fingerprints, facial, or voice biometrics) to limit access to approved users.
• Masking and Redacting Technologies — Shields sensitive information (such as financial or health information) from frontline workers.
• Virtual Private Networks (VPNs) — VPNs are useful for protecting the flow of data across a network using special encryption, providing security and privacy on both public and private connections.
• Hardware Security — Adds an additional layer of security to prevent unauthorized access to laptop and desktop computers, mobile and other devices; can even include tracking software to protect against theft.

Communication Technologies

Throughout the conversation, communication was mentioned time and again as a critical enabler in a variety of core areas, from program performance to team engagement. Many brands have reinvented not only how they connect, but also how often, in what ways, and with what purpose. Today, great communication starts with great communication tools. Here are the basics:

• Video and Chat Platforms — Platforms like Zoom, Microsoft Teams, Slack, Skype, and others are essential for staying connected, remaining engaged, and managing effectively.
• Content Sharing Tools — Office-based servers have been replaced by cloud services like Dropbox and SharePoint, and these tools are especially useful for dispersed workforces.
• Knowledge Databases — In addition to content sharing tools, agents rely on databases for accurate, up-to-the-minute information; given the remote nature of the workforce, these resources are more important than ever.
• Quality/Coaching Software — Relying on existing programs has been a challenge for some organizations, while others have been able to adapt. Whether your Quality Assurance and coaching tools are purpose-built or not, continuous improvement is crucial to program success.
• Socialization Platforms — Employee engagement is vital for many reasons, including wellness, cultural emersion, and engagement. It’s tough to feel part of a team when working remote but socializing platforms and programs can help build team unity and cohesion.

#2 — Set Expectations, Then Inspect for What’s Expected

With a little over a year’s worth of experience under our belts, we’re all familiar with working from home at this point, including those agents who have been around since the start of the pandemic. Still, setting clear expectations is paramount to creating and sustaining a productive, high-performing WFH program. Things like work schedules, productivity levels, key measurements — even rules for the agent’s workspace — are all important guideposts for maximizing agent value, especially for new hires.

But it’s not enough to set stakes in the ground. If certain goals are in place, if certain rules are to be followed, verification is an important piece of the puzzle. In other words, meeting objectives requires both clear communication of expectation, as well as dedication to putting forth the effort needed to inspect for what’s expected.

#3 — Understand Workforce Transformation

During the discussion, several leaders pointed to disruptions in the labor market as a significant challenge heading into the summer months. Labor shortages are being observed across industries, driven by several factors including worker hesitation due to the pandemic, generous unemployment and stimulus payments, and ongoing childcare challenges.

Adding to this mix, several industries are all trying to staff up at exactly the same time. Industries like travel and hospitality, dining, and entertainment are all reopening and re-ramping concurrently. Even within the CX sector, competition is fierce, pay scales are rapidly rising, and companies are introducing all sort so new incentives and sign-on bonuses to attract the very best workers. Brands should seek to understand what’s being offered by the competition, as well as what’s occurring generally, both within and outside of the CX industry.

On the flip side, the nature of WFH has liberated many programs from the confines of any specific geolocation. This means programs are free to scout in and hire from areas far beyond the traditional boundaries of existing brick-and-mortar locations. The brands and partners that can best capitalize on this fundamental change in recruiting and hiring stand to grab the best and brightest.

#4 — Build Partnerships

If the pandemic showed the CX industry one thing, it was the importance of relationships, specifically the one between BPOs and their clients. It’s no longer enough to find a good vendor. Buyers of BPO services should have the loftier goal of finding a great partner.

What’s the difference between a vendor and a partner? A partner is looking to build and grow something. Often this means establishing practices that benefit not only the BPO, but their client and, most importantly, the customers of their clients. Business partners are also willing to go above and beyond for the good of the program. Innovation, ingenuity, and deployment of a “whatever it takes” approach were some of the hallmarks of success in looking back at the initial pivot to WFH. Such stories were most common among those clients and their BPOs that viewed their working relationship as a partnership.

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Are you a CX leader looking to learn from your peers, as well as top industry experts? We invite you to visit our Events Page to learn more and consider joining us for our next event. Be sure to check back often as new information is constantly being added, including details on our upcoming Outsourcing Briefing, scheduled for December 10, 2021.

Interested in sponsoring an upcoming Briefing? Visit our Supplier Engagement portal to learn how you can participate in our next event.

The post Four Must-Haves for Building Long-Term Work-From-Home Success appeared first on Execs In The Know.

CRS — Spring 2021’s general sessions can be viewed in their entirety on-demand with one quick, simple registration that’s totally free for corporate viewers.

In this blog post, we touch on the key insights from each of these four panels. Although readers should take the time to view each of these panels (they are well worth the time), here are a few highlights that capture the essence of each panel.

The Importance of Research to the Modern CX Executive 

Host/Sponsor:
Fancy Mills, COPC Inc.

Panelists:
Daniel Mendez Costabel, Microsoft
Brandon Linton, Marriott
China Scroggins, Forever 21

No doubt, industry research can be a key piece of the puzzle when building the case for a new initiative, a critical process change, or the development of a strategic roadmap. But what type of research should customer experience (CX) leaders be looking for, and how should they incorporate this research into their improvement efforts?

Seek Out Research That Is Actionable — There’s a lot of research out there, so CX leaders need to ask themselves, “Is this research interesting, or actionable.” Look for research that can contribute to actions that have an impact.

Understand Consumer Behavior — Some of the most valuable research (and hard to get at) reveals something about consumer behavior, especially changing behavior. Trending data can be valuable when it comes to consumer-based research where it can be used to help evolve customer personas and profiles.

Other Types of Valuable Research — In addition to research that drives consumer insights, research that provides real-time (or near real-time) data, research with granularity (perhaps by region, for instance), or research that contains specific examples can be of great value. Benchmarking research can also be useful for understanding core metrics.

Using Research — Research is most valuable when used in combination with program data — things like Voice of the Customer data, and even Voice of the Employee data. This helps create greater relevancy for different types of research. One of the most effective ways to use research is as an agent of change, and to garner support from leadership for new investments and initiatives.

Doing Contact Center Quality Assurance the Right Way

Host/Sponsor:
Chris Vodola, Stella Connect by Medallia

Panelists:
Chris Purpura, Neiman Marcus
Kelley Cutforth, Chegg
Emily Estes, Thumbtack
Sagarika Prusty, Instacart

Quality Assurance (QA) is a critical part of any successful CX program, but an important question should always be, “Are we doing QA the right way?” In other words, program managers should be asking themselves whether or not they have the right questions on the QA form, and whether or not the focus is on the things that matter most.

Establish A Relationship Between QA and CSAT — If done right, an improvement in QA scores should, over time, be reflected by an improvement in CSAT scores. If that’s not the case, the QA form might not be focused on all of the things that matter most to customers.

Quality Is About More Than Agent Behavior — An effective QA program goes beyond agent actions, identifying things like gaps in process, policy, or tools sets. Are there common pain points or pitfalls? What could reduce agent effort? These are some of the questions QA should also aim at answering.

Don’t Sacrifice the Good for the Perfect — No QA program is ever going to be perfect, so don’t be afraid to tweak, test, and adjust as needed. Use QA to understand overall program performance, empower agents, and improve the overall experience, for both customers and employees.

Create an Active QA Program — An Active QA program tightens the time between call reviews and coaching sessions, and is also quicker to feed company-wide insights back into the organization. Active QA programs are much better at creating effective change, both for agent and organizational performance.

Re-Working Digital CX: A Reality Check with Top Brands

Host/Sponsor:
Kevin Bottoms, TELUS International

Panelists:
Deserie Dulaney, Compass
Jason Clement, CVS Health
John Riordan, Shopify

During the pandemic, companies have greatly accelerated digital adoption, especially when it comes to customer interactions. But are digital deployments going as planned? Taking a step back, are digital deployments being properly evaluated and measured? This is especially important as new iterations and initiatives are planned.

Is Digital Working Right — Digital deployments should be geared toward one end goal — simplifying complexity for the end-user. Whether the digital solution is employee-facing or customer-facing, it should be contributing to an improved experience, which usually means making things easier. Digital solutions need to be seamless, quick, easy-to-use, and accurate.

Consumers Want Digital — Not only do consumers want digital solutions (and are willing to embrace them), they expect them because that’s the experience they are already having with leading brands. If done right, digital solutions can enable and empower customers.

What to Focus On — If the focus of a digital solution is cost, the solution isn’t going to perform the way it should. The focus should be on the overall experience. What problem does this solution solve, and what is the impact on the experience? What about feedback? Is the solution validated in the eyes of customers?

Digital Is a Team Sport — The pandemic helped remove barriers like bureaucracy and process, fast-tracking many solutions out of necessity. This shows how quickly things can be accomplished under a unified banner. Brands can accelerate efforts by creating “Digitization Champions” across business groups, all working toward finding opportunities for greater efficiency and an improved experience through digitization and automation.

Customer Feedback: 4 Fresh Practices for Unlocking Employee Potential

Host/Sponsor:
Ellie Dubbs, Concentrix

Panelists:
Sandra Diggs-Miller, Entergy
Jim Gallagher, Nordstrom
Karine Poulin, Air Canada

Engaged employees, those who are integrated into the CX effort, are likely to improve their performance twice as fast as those who are not fully engaged. But what’s the best way to engage employees and keep them engaged? Furthermore, how can a brand best maintain, share, and celebrate that engagement?

Listen to Employees — Listening to employees is about more than a quarterly survey. Brands that truly listen to their employees have made a cultural commitment, and there are usually many avenues for sharing beyond surveys, including one-on-one time with leaders, internal focus groups, polls, and opportunities to provide anonymous feedback.

Tell Stories and Reward Success — Stories are powerful motivators, and they can add context and flavor to whatever topic is at hand. When combined with reward and recognition activities, stories can drive behaviors in a big way. Brands that successfully engage employees take the time to recognize and reward, bringing metrics to life.

Engage as a Wider Team — Each part of the organization is important, so successes and engagement should be occurring across business units where appropriate. When operations, product development, marketing, and other teams can come together to engage with one another, not only do individuals benefit but overall company culture is also strengthened, especially if that culture embraces catching people doing great things.

Count on Leadership and Partners — Reward and recognition are more powerful the more buy-in it has. Leaders and partners can be some of the biggest advocates and boosters for creating positive engagement, they just need to be invited to participate. Their participation will not only mean a lot to employees, but their involvement is often essential in creating success.
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Getting a few session highlights is one thing — but seeing the discussion for yourself is all the better. To see any of these panels on-demand, or any of the other amazing sessions from CRS — Spring 2021, take a moment to register and check out all the action for yourself.

The post Highlights from Four Powerful Panels During CRS — Spring 2021 appeared first on Execs In The Know.

In this article, you will find five common feelings leading to stress for many agents, and suggestions for addressing these for your staff.

I feel isolated, disconnected, and unheard.

Working from home has been positive for some agents and difficult for others. Coupled with a pandemic that forced people to self-isolate, it is no surprise that this has become a common stressor. This can also lead to an even greater disconnect between agents, their peers, their managers, and senior leadership. Customer experience (CX) leaders also need to remember that agents have a unique perspective because they talk to customers every day. This gives them valuable insights and ideas that do not always see the light of day. Regardless of whether employees are in a contact center or are working from home, it is important to create a cadence of scheduled activities and agent feedback mechanisms to reduce the feeling of isolation and drive more engagement. These can include:

• Consistent and frequent one-on-one check-ins: This is different from formal performance discussions, but is instead a time to talk with agents, assess how they are doing, listen to any challenges they are having, and/or hear their ideas. This should be an informal setting that is non-threatening to the agents so they feel comfortable opening up to their supervisors.
• “Fun” activities, wellness opportunities, and interest groups: Fun activities could be with their own teams, or cross-functional teams, but the goal is to bring people together in a way that has nothing to do with work. Examples might include online gaming sessions, virtual games, monthly online lunches, and book/music/movie clubs. Additionally, many companies are now providing ongoing and structured opportunities for employees to participate in virtual (or in-person) exercise and wellness activities such as yoga, meditation, or group walk/runs.
• Employee satisfaction surveys, focus groups, and anonymous feedback: Most companies now have employee satisfaction surveys. Those who excel post the results, analyze the data, implement action plans, and communicate progress to those plans. Focus groups are another means to gather agent feedback. Surveys will give you valuable data, but nothing can replace a good conversation. These should be structured, ongoing, and paired with a communication plan. Providing the ability for agents to submit anonymous suggestions and questions also goes a long way in removing any fear agents may have about voicing concerns. However, leadership must ensure they have processes in place to respond to all submissions, track them, and do something with them.

I fear my job is at risk.

It has been an unsettling year for everyone, creating uncertainty about job security. It is not possible to guarantee staff that their job is safe, especially given the events over the last year, but leaders are able to minimize the angst through:

• Transparent and consistent communication: You may not be able to disclose everything, but the more transparent you can be as a leader, the less stress your staff will feel. It is always important for agents to hear from their leaders because in the absence of communication, people will create worst case scenarios in their own minds, which is often worse than reality. Both monthly (or quarterly) “town halls” with senior leaders and weekly meetings with direct managers are key.
• Genuine open-door policies: Create a culture and environment that encourages staff to ask questions and voice their concerns. This requires all levels of management to adopt genuine open-door policies, even if you need to set aside certain hours that are available for just that. This can even be done remotely by way of opening a web meeting during certain hours or allowing staff to schedule on your calendar during established hours.
• Training and development: One of the best ways to alleviate concerns about job security is ongoing training and development. Again, there are no guarantees of job security, but by creating career paths, development plans, and working with staff to further their skills, agents will gain confidence that they are valued and the company is still invested in them, regardless of what the future may hold.

I get “yelled at” all day from unhappy customers.

There is no question that agents have a difficult job. Yes, it can be satisfying to solve customers’ issues, but let’s face it – most of the time customers are not contacting an agent because things have gone well. This can be very taxing to agents and the best ways to help them navigate through this is:

• Training and coaching: Help agents learn the skills and utilize their resources to de-escalate difficult customer situations and resolve issues effectively. Agents will of course receive training on tools and processes as part of new hire training, but there is always something to learn to make the job a little easier. Ongoing monitoring and coaching are of course important, but there are other creative ways to help them develop these skills such as peer coaching, brainstorming sessions, and case studies of similar situations and how they were resolved.
• Escalation support: There are of course times that agents will not be able to handle a challenging customer. They need to know that they have support, either from their direct manager or an escalation team. In a physical center, this is easier since they can put the customer on hold and ask a peer or leader, but remote workers may face more challenges. So, ensure you have instant messaging queues or some ability to reach someone should escalation be necessary. In short, ensure they do not feel alone should they need support.
• Rewards and recognition: Responding to unhappy customers all day every day is taxing and can often feel like a thankless job. Whether agents are in center or working from home, it is more important than ever to implement structured programs to consistently shine a light on high performance. Most companies have performance-based approaches which are, of course, effective. But it is important to go beyond this as well, such as having peer-based nominations and spontaneous recognition when a “great customer experience” is observed. Company-wide awards programs in which leaders from departments nominate employees based on actions aligned with company values also provide exposure for staff and helps recognized individuals feel more connected to the organization as a whole.

I do not always receive updated information, or I get so much information I cannot keep up.

The amount of information agents receive on any given day can be daunting. And they are expected to receive, absorb, remember, and apply it — all while caring for customers. Sometimes they do not even receive needed information for various reasons. Leaders can and should look closely at their communication process and consider:

• A central repository of changes/updates: This could require a technology and infrastructure investment, but the best-case scenario is a central repository of updates and communication for agents. This puts the responsibility on them to check it, but also ensures everyone has access to the same information at the same time.
• Electronic receipt/tracking: Additionally, it is becoming more important to have the ability to track information flow, ensuring each agent has received, accessed, and confirmed their understanding of important updates. A central repository would certainly make this easier but there are less sophisticated ways to do this as well. The updates could be categorized and triaged based on level of importance/complexity and that would trigger the type of receipt or confirmation required.
• Structured cadence and daily huddles: Regardless of where or how the information is provided, the more structure the better. In other words, critical updates are sent on Mondays only from specific people (with exceptions). The results are agents know when to look for key updates and from whom. Other types of updates could be shared in daily huddles with direct managers, versus sending emails. There are several ways to do this, but the key is to simplify and put a structure around it that is easier for agents to digest.

I work from home, but I am finding it difficult to balance work with my personal situation.

Employees who will continue to work from home also have children and personal situations they are balancing. While leaders have businesses to run, scheduling has been a source of stress for many agents. Leading companies have implemented more flexible and creative scheduling practices such as:

• Split shifts: For example, you might allow agents to work for four hours early in the day and four hours later in the day. This can be a benefit to agents but also to the organization depending on customer transaction arrival patterns and volume.
• Longer shifts over fewer days: Some companies are taking volunteers who would like to work a shorter week but longer hours. For example, 10-hour shifts over a four-day period might be an option. Again, depending on personal situations this allows agents some flexibility while providing the coverage needed by the organization.
• More (but shorter) breaks: Let’s face it. Many of us have worked from home all or most of the last year. It is challenging to only have two 15-minute breaks during an eight-hour shift, especially given the distractions common at home. Offering more breaks throughout the day that are shorter in duration provides some relief to agents. If workforce management plans for this, it should not impact service levels.

In summary, a lot of anxiety and stress has built up over the last year and it should not go unnoticed. Leaders can alleviate these stressors in many ways, including the ideas presented in this blog post. Additionally, many organizations have expanded the resources available to their employees such as mental health resources, financial services assistance, and legal representation. Most importantly, all leaders need to be aware of any challenges facing agents and take action to help minimize them. Doing so is not only the right thing to do for employees, but will also lead to better customer experiences and greater company success.

September is Suicide Prevention Awareness Month. Among the many CX trending topics we will be talking about and creating awareness for Mental Health at Customer Response Summit – September 15-17, 2021.

The post Making Agent Mental Health a Priority: Five Agent Stressors and How to Address Them appeared first on Execs In The Know.

The pandemic crisis forever changed the way we live and work. Our own personal and professional experiences leave no doubt that the societal impact of Covid-19 heightened anxieties. Our early research showed consumer concerns more than doubled within weeks, from 16% feeling highly anxious at the onset, to 39% just a month later.

Companies who provided customers with peace of mind alongside their products and services are now emerging well-positioned to retain and grow their customer bases. There is a clear relationship between compassion and customer experience: companies who were bold in their strategies to help customers saw a 4- to 6-point lift in Net Promoter® scores.

Adjusting to Our New Reality

Now, on the cusp of our new reality, we are faced with another set of unique challenges. How can companies appeal to customers’ altered attitudes, behaviors, and expectations as they enter the next phase of change while simultaneously helping employees re-enter their work environment differently? Employees are key to delivering compassion in customer experiences. How can we support employees who are also trying to adapt to post-pandemic life?

Accomplishing this demands fresh ideas, new support models, and different ways to embody empathy. The key to successfully emerging from this pandemic lies in the hands of employees, so turning inward and focusing on them will result in better customer experiences in the long run.  With the world slowly opening back up, employees and their children are going back to offices and schools (or adapting to working and learning remotely for the long term). People will begin gathering in groups and traveling again. What new challenges will your employees face as a result? Where are their attitudes, behaviors and expectations continuing to evolve? How can we acknowledge employees’ work and personal challenges, and create an environment where they can feel and perform their best?

Employee Response to Change

The Kϋbler-Ross Change Curve is a model that illustrates how employees typically process big changes in their work environment. In the first half of the curve, employees are struggling to understand and come to terms with these changes – represented by the Kubler-Ross stage of Depression.

Right now, most employees are likely between Depression and Acceptance. They move into the Acceptance phase when they start learning to adapt to those challenges, finding ways to work within their “new normal.” Over the past year, employees adjusted to challenges like quarantine, illness, lack of interpersonal interaction, changes in family finances and so on. Acceptance is a pivotal milestone for employees, their experience at work, and their ability to help you innovate.

Work environments continue to evolve, bringing new challenges to which employees must adapt. While some people are looking forward to going back to the office, others might be afraid to return to a workplace where people are physically closer together. Those who were isolated may crave in-person interaction. Parents will need to support children returning to school or childcare. It might be difficult for some employees to get back to a set routine and the structure of office work. Alternatively, some who are eager to work in an office again might find they’ll be working from home permanently. All these concerns provide executives with opportunities for innovation.

How do you tap into this opportunity? Try this short and achievable four-point plan.

1. Understand employee emotions.

Understanding and looking after your employees’ needs and concerns will ultimately lead to better customer experiences. Employee research, such as the Discrete Emotions Questionnaire (DEQ), quantifies your teams’ emotions and challenges, and will help you determine when the time is right to leverage your employees for CX innovation. The DEQ emotions can be aligned to the Kϋbler-Ross Change Curve, giving leadership insight into how employees are moving through the stages of change and when they are on the verge of Acceptance—the optimal stage for sourcing ideas.

2. Remove barriers to basic tasks.

Beyond quantifying emotions, research will help you uncover the challenges they are facing when doing their work. Asking employees to support both your customers and contribute to CX innovation before you’ve cared for their basic work challenges will result in increased frustration and a longer period of time until the Acceptance stage is reached.

Research estimates that 50% of the workforce will be remote by 2024, and that 74% of CFOs plan to shift at least 5% of their on-site employees to working from home permanently. Having the proper technology is especially important for employees who are returning to the workforce, but not to the office. For example, VPN connectivity, communication channels, and changes to physical workspaces are the most common roadblocks to effective remote work.

These roadblocks vary dramatically from one company to the next, based on industry and infrastructure. Identifying the immediate barriers, then removing them, is an important step towards better serving your employees and preparing them to support CX innovation. Once these hurdles are eliminated, teammates are well-equipped to contribute to the CX improvement mission.

3. Give employees a new sense of purpose.

Movement along the Kϋbler-Ross Change Curve is impossible without energy. To accelerate the shift through the emotions towards Acceptance, employees must be motivated. But motivation in constantly changing times can be easy to lose—especially as it pertains to work. During the past year, as employees managed work and home tasks simultaneously, their priorities may have shifted.

How do you keep motivation high? As the pandemic crisis heightened, we talked to team members who found it easy to stay motivated, and learned their biggest motivator was having a renewed sense of purpose and understanding the critical impact of their work. They’ve witnessed successes amidst the trials and found them to be inspiring. When leaders share the highlights and wins, it strengthens motivation among all employees. Rekindling fires in the hearts of a team drives engagement in return.

4. Embrace ideas and creativity systematically.

Once your employees’ emotions are aligned to the Acceptance phase, you’ve removed roadblocks they commonly encounter, and communicated a new sense of purpose throughout the team, it’s time to harness all of the newfound energy to fuel positive change and innovation. Interacting with customers – who are also adjusting to their own “new reality” – should lead to learnings and lessons. Thoughts on how to improve their situations will surface. Employees, with their refreshed outlook, will feel inspired to share ideas.

It’s important, though, to capture these creative suggestions in a systematic way for swift action to be taken. Without some parameters in place, leadership will end up spending more time sorting through and making sense of ideas instead of enabling process improvements.

In addition to employee surveys, companies should establish an employee elevations program. This allows employees to submit innovative ideas on an ongoing basis, whenever they come to mind. An elevations case management system will bring concepts to fruition, and further motivate teammates to contribute ideas.

Albert Einstein famously said, “In the midst of every great crisis lies great opportunity.” We’ve taken this opportunity to learn a great deal about understanding and meeting employee needs. We’ve tested and proven the best ways to ensure they deliver great customer experiences, even under extraordinary circumstances.

Although the pandemic crisis is, we hope, nearing its long-awaited end, new challenges lie ahead and the time for innovation continues. Remember that your employees hold the keys to a successful transition – and you can count on them to help.

Guest post, written by: Ellie Dubbs, Product Strategist VOC Solutions, Concentrix VOC

To learn more about ways to build a high-performing customer-centric culture, register for Execs In The Know’s Customer Response Summit, and watch the Concentrix-led executive panel session, Customer Feedback: 4 Fresh Practices for Unlocking Employee Potential, on Tuesday, April 27 at 9:15-AM – 10:00 AM PDT or 12:15 PM – 1:00 PM EDT. To attend live or watch on-demand, please register. 

Concentrix VOC is an industry-leading provider of customer and employee feedback software and solutions. Contact us at: voc@concentrix.com | 1-800-747-0583

The post CX Leaders: You’re on the Precipice of Innovation appeared first on Execs In The Know.

At its core, AES is an expression of how much effort it takes for an agent to fulfill their role of helping a customer resolve their customer care issue. AES inputs vary by organization, ranging from the highly detailed, like measuring the number of agent clicks and cursor movements to resolve an issue, to broader evaluations like the total number of tools, dashboards, and logins required to help a customer. Regardless of how it is measured, AES is an important metric to track for a number of critical reasons, including:

AES’s Close Correlation to Employee Satisfaction (ESAT)

Like CES is to customer satisfaction (CSAT), AES is closely correlated with ESAT. Agents who have to slog through a lot of complexity and effort to complete an engagement are naturally going to have a less pleasant experience, hence less on the job satisfaction.

Less Agent Effort Means Less Customer Effort

For every minute it takes for an agent to navigate through a myriad of tools to resolve an issue, that’s a minute the customer sits on hold. Let’s not forget that when it comes to the customer and agent experience, time equals effort.

Unnecessary Effort Equates to Poor Efficiency

As indicated above, greater effort requires more time for the same result. When each engagement takes longer, that means each agent, on average, completes fewer engagements. Furthermore, increased effort can dramatically increase the level of difficulty for agents tasked with handling simultaneous engagements across different channels (i.e., working on both a chat and voice engagement at the same time).

Making the Most of Tracking AES

Undoubtedly, AES is a critical measurement that is only going to grow in importance as more and more automated, artificial intelligence (AI)-powered, and self-help solutions come online, leaving live agents with only the most complex types of transactions. Whether an organization has a well-established AES metric or is just now exploring the potential benefits of tracking AES, here are four best practices for organizations to consider as they seek to maximize the value of their agents by reducing unnecessary effort.

1. Survey agents like they are customers.

If an organization wants to reduce unnecessary agent effort, why not get some intel straight from the horse’s mouth? Agents are best positioned to speak to what’s working and what could work better. Be sure to include open-ended questions and create a culture that lets agents know they have a vital role to play in helping shape and improve the company’s CX operations.

2. Understand the impact of AES on other critical measurements.

When consistently and routinely measured, AES can provide a great deal of insight when correlated with things like CSAT, ESAT, CES, and even issue resolution rates. As an organization makes changes to reduce its AES, it’s worth assessing how these changes may or may not be influencing other key indicators of CX performance. For instance, some organizations may find that tackling their AES is a more direct route to improving something like ESAT when compared to other, perhaps more expensive, initiatives.

3. Don’t forget about agents when investing in new and better technology.

CX organizations spend a considerable amount of time, money, and focus on the usability of customer-facing technology and solutions. This same level of investment also needs to be paid to agent-facing solutions, especially when considering the impact of agent experience on customer experience. In much the same way a brand might scrutinize every touchpoint of a customer’s service journey, the same should be undertaken from the agent’s perspective, including each and every interface, tool, and process. Invest in replacing those pieces of the journey that create the biggest drag on agent effort.

4. Simplify beyond the agent space.

Added effort doesn’t only come from an agent’s toolbox, workflow, or operational processes. Things like company policies (be they unclear or unfair) or specific types of programs (think loyalty programs or product launches) can be unnecessarily complex, and can even generate handling variations by channel or region. Streamlining beyond the agent space can help reduce effort and complexity, having a major (and positive) impact on AES.

Like CES, AES will continue to grow in importance as a foundational CX measurement. By reducing agent effort, even if incrementally, organizations stand to reap substantial benefits across the organization. Like anything having to do with CX, start small, measure consistently, and do more of what moves the needle the most.

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If you are a senior leader running CX operations on the corporate side and would like to engage with your peers about Agent Effort Score and other CX topics in a private, online community, we invite you to join our KIA online community. You can also find out about everything happening within the Execs In The Know community by joining our mailing list.

The post The Effortless Experience (It’s Not Just for Customers) appeared first on Execs In The Know.

Agent engagement, onboarding and training, and security are clearly top of mind for CX operations leaders, especially for those overseeing outsourcing relationships. In this post, we’ll focus specifically on how to create greater agent engagement and improve onboarding/training, all of which play a major role in ensuring both agent well-being, and positive outcomes for customers.

Keys to Creating Engaged, Enabled Agents

Across all the conversations had about outsourcing and improving agent engagement, many great points have been made about how to best enable WFH agents. Above all, things needed to be fun, simple, and rewarding to the agent experience. But of course, getting there is contingent upon specific types of enablement. These include:

Technology Enablement

At its most basic definition, technology enablement is access to reliable tools and services designed to improve agent performance and productivity. Of course, this includes power and internet services, but also things like access to an appropriate workspace and devices, as well as being equipped with powerful, easy-to-use software tools designed for agent and customer success. Technology enablement can be a simple as having an office setup with multiple computer monitors, or as complex as having access to an AI-powered assistant and meaningful, team-based communications tools. And in no way does technology enablement end with the agent … it also extends up the chain of supervision and back into the organization, including things like monitoring and performance management tools.

To ensure your team is properly outfitted, consider building a Technology Enablement Checklist. Start with your agents’ workspaces and work tools, then move to technologies that help agents interact with the organization … things like communication, monitoring, knowledge management, and training/coaching tools. Check-in with agents and team leaders to make sure your list is all-inclusive and get their thoughts on what else they might need (or want) to be more effective and efficient at helping the customer.

Health Enablement

Health and wellbeing are more important than ever before. Health enablement is about ensuring the wellness of the workforce, not just physically, but mentally too. Is the work/life balance of an agent in a healthy place? What are the pain points of the job, especially those leading to unnecessary stress or undue difficulty completing specific tasks? Everyone is going through this experience with a differing set of circumstances and emotions, and employers need to look after the health and wellbeing of their most important asset, their people. This extra care and attention will not only reduce attrition and boost employee satisfaction, but it will also have a direct and positive impact on customer satisfaction. Find ways to measure and understand the health and wellbeing of your workforce, such as employee surveys. Create mechanisms for gathering this information on a formal basis, perhaps quarterly. But also be sure to put in place open door policies and other ways for agents to raise concerns and seek help before small issues become big problems.

Knowledge Enablement

The agent has all the right tools and is ready to do a great job. But do they know how to do the job? This is where Knowledge Enablement, aka training and coaching, comes in. During a recent Outsourcing Briefing discussion, several brands acknowledged the challenges of hiring and training online, but there were plenty of stories of success too. Here are a few pieces of advice from those who have achieved success in this area:

• • Adjust hiring requirements based on the attributes of agents who have performed best in a WFH environment,
  • Expect training to take a little longer within the virtual environment, and make sure trainers are highly accessible
  • Try to create opportunities for live, real-time coaching and side-by-sides, as well as engaging microlearning experiences for agents

Cultural Enablement

Perhaps the most important enablement is cultural enablement. In every sense of the word, frontline workers are an extension of the brand. To be effective ambassadors, agents need to be connected to the brand, not just in terms of knowing about products and services, but also in understanding and being a part of the brand’s culture. Cultural enablement is what determines whether a customer has a good experience or a great experience. To be done well, cultural enablement requires great communication, a bit of creativity, and ample opportunity for great interactions from the top down. In many ways, cultural enablement is an opportunity to energize the workforce and created a shared purpose. Consider setting up special experiences like virtual Lunch & Learns with leadership, exclusive product previews, or send out care packages. And be sure to ask your agents what they think … chances are they will have some great ideas about what the organization can do to create a greater connection between them, the brand, and its culture.

What the Future Holds

In many ways and at many organizations, the future of the contact center is still in flux. That said, each and every day all the options are being considered, decisions are being made, and some of the most critical pieces of the puzzle are starting to fall into place. Many organizations see a hybrid approach in their future, one that provides both WFM and office-based options for agents, often based on performance. Furthermore, the events of the past year have prompted many organizations to rethink what matters most, placing more emphasis on outcomes, and less emphasis on things like absenteeism and key performance indicators. At the same time, many organizations have discovered the importance of taking a collaborative approach with their outsourcing partners which, more often than not, has proved invaluable in achieving shared success and overcoming the many tough challenges of 2020.

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If you are a senior leader running CX operations on the corporate side and would like to engage with your peers about outsourcing and other CX topics in a private, online community, we invite you to join our KIA online community. You can also find out about everything happening within the Execs In The Know community by joining our mailing list.

Likewise, if you are a solution or service provider and would like to lead a future discussion about this or other critical topic, or get involved with the Execs In The Know community in other ways, you can reach out to us at info@execsintheknow.com.

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Having a team of skilled recruiters with the right experience and knowledge is important, but they’re only a piece of the puzzle. In today’s modern BPO, you need to use tools and technology to recruit at scale. With the right tools in place, recruiters make better decisions by combining science, experience, and intuition. I’ve seen how a smoother recruitment process led by an empowered recruitment team improves interactions with potential new hires, and excites top talent. Things run more smoothly, people feel more comfortable, relationships form, and we make better decisions, ultimately putting the client’s mind at ease when it comes time to ramp up.

Technology in Action: Recruiting

Here’s an example from one experience we had with a large U.S. telecommunications company. When they came to us, the company was having a difficult time finding top work-at-home (WAH) sales talent. They wanted to scale their operations and develop a solid outsourcing team that could increase revenue.

The first thing we did was to work with the client on developing a candidate profile through an online talent optimization tool. Combining our team’s expertise with the client’s learnings, we created a profile that matched the strengths and aptitudes of top-performing agents. This profile acted as the benchmark for recruiting new agents who, as part of their application process, were asked to complete a behavioral assessment survey using the same talent optimization tool. Those applicants, whose behaviors and motivations matched those of our profile, were easily identified. We then used the results, along with other traditional and non-traditional recruitment tactics, to zero in on “best fit” candidates.

The selection process was only the beginning. After onboarding the agents, we gave plenty of support to the new hires, including side-by-side live call monitoring, developmental coaching sessions, calibrated self-review call monitoring, daily huddles with progression paths, and gap analyses. Of course, we used a mix of technology and human intervention in the process. We even used gamification to engage the agents’ competitive natures, which was further supported through a competitive bonus structure.

All in all, digging deep into the process to collaboratively enhance the clients’ selection approach and build out their sales force was exciting. Their new hire proficiency time was cut in half. We grew their sales team from 40 agents to 140 in just one year, resulting in a 130% increase in monthly sales.  Customer satisfaction also improved by 10% over the year. Most importantly, our partnership grew fast and has sustained even through COVID, allowing us to work closely together and pivot as needed. For me, this is the true measure of success. When you can establish a trusted, synergistic, and enjoyable relationship on top of surpassing KPIs, then you’ve set yourself, your client, and your team up for success. With open communication and idea sharing, creative problem-solving, and mutual accessibility, you are poised to take advantage of future opportunities and growth together.

Guest post written by: Yoni Epstein, CEO and Founding Chairman, itelbpo

To learn more about this topic, join Yoni for his CustomerCONNECT session, “Using Technology to Improve Relationships Between Team Members and Clients,” on February 24, 2021 at 9:15 am PST / 12:15 PM EST.

To attend, please register now for CustomerCONNECT.

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What is best-self activation?

One definition describes it as the deliberate effort to think the best of yourself and it goes beyond simply recognizing one’s strengths. This can be done in two ways: 1) Reflecting on and acknowledging specific situations in your past when you were at your best; and 2) Receiving feedback from others that highlight when you were at your best — basically what others think and say about you.

Why is this important, and why should you consider incorporating this into your organization?

Dan Cable, Professor of Organizational Behavior with the London Business School, has researched and spoken about best-self activation for many years.

As included in this article by Cable, data is beginning to suggest that when people’s signature strengths and contributions are emphasized in a more salient and consistent manner, performance not only improves, but the following changes also occur:

• Physiology changes for the better
• Creative problem solving improves
• Ability to perform under pressure increases
• Social relationships become more effective

In one research study, 40% of employees surveyed said their job is “very or extremely stressful.” It would not be unreasonable to believe that this percentage is even higher in 2020. It is believed that best-self activation can undo the cardiovascular responses due to stress, resulting in an increase in resilience and performance under stress. Never has this been more important than today. Additionally, people generally hear negative feedback more loudly than positive feedback. While constructive feedback is necessary at times, the theory is that focusing more on the positive can produce better and more sustained results.

Cable states, “Improving performance doesn’t start with a focus on people’s weaknesses. Psychological threat and fear don’t spark innovation. Highlighting people at their very best could be just the competitive advantage your organization needs.”

The question is, how do you operationalize and apply this in your environment, unlocking the potential of all your employees?

FIVE WAYS TO INCORPORATE BEST-SELF ACTIVATION IN YOUR ORGANIZATION

1. Interview/recruiting process – A typical question you might ask as part of the recruiting process is: “What are your greatest strengths?” While this is a perfectly appropriate interview question, reframing it to encourage the applicant to reflect on an example of when they were at their best can serve a couple of purposes. It can be more enlightening as to what situations and work would be best suited for the applicant. You may also be able to get a glimpse into their future potential with the company and where they might thrive. Last, if they are hired, you are already setting the stage for them to bring their best selves with them to the job.
2. Onboarding/training – In the article by Cable, he discusses a study they conducted with Wipro, an outsourcing customer service provider that was experiencing an attrition issue. When they looked at their onboarding process, it was typical of most organizations. They tested an alternative approach and compared it to a control group. For the test group, they implemented two new concepts: 1) Organizational identity – where organizational values were emphasized and employees were then asked to discuss which values made them most proud to be part of the company; and 2) Personal identity – where employees were asked to discuss who they are when they are at their best. When compared to the control group, the ones in the test group were 57% less likely to leave, and customer satisfaction improved. This entire exercise only took about an hour to complete but had a dramatic impact.
3. Coaching – Sometimes leaders become focused on the “activity” of coaching versus the quality of it. And quite often, many leaders focus more on the areas of opportunity, because let’s be fair, they are trying to improve But if you shift this thinking and focus the discussion on questions like: “Tell me about your week. What was an example of where you think you were able to perform at your best, and why?” In this way, you are encouraging them to self-reflect, but you also need to be prepared to give them an example of something you witnessed where they were at their best. Consider structuring your coaching process to dedicate specific sessions that are only focused on the employee’s best self. Traditional corrective action conversations have their place and are necessary, but it is more difficult to focus on both negative and positive feedback in one meeting. So, separating these conversations can be more effective.
4. Performance Evaluations and 360 Reviews – Similar to coaching, sometimes leaders get in a rut with formal performance evaluations. They are often extremely focused on metrics (which is to be expected) and, again, might have a typical structure of discussing strengths and areas of opportunity. Tweaking the discussion and format from a place of strengths to specific and impactful examples of where they were at their best can be much more lasting and impactful. It’s equally important to receive external feedback not only from a direct manager, but from peers and other stakeholders too. Implementing a 360-review process that encourages positive external feedback can be very insightful and have a profound impact on long-term performance.

5. Reinforcing Strengths – To reinforce the value of employees bringing their best self to work, implementing a structured approach for employees to recognize peers is important. Additionally, developing a structure that encourages employees to save any examples of praise or success allows them the ability to reflect on those situations over time, bringing those to their performance evaluations and, most importantly, identify patterns of their own performance and strengths. One example cited was having twice-yearly meetings with a trusted peer or colleague to review these instances with each other and jointly interpret them.

KEYS TO SUCCESS

Incorporating the best-self activation concept into your organization begins with your culture. The fundamental principle must be woven into all parts of the organization, from recruiting to onboarding, and performance management. All discussions should have this in mind and employees should be encouraged to ask managers and peers about their performance and how their strengths can be used not only in their current roles, but also in the next phase(s) of their career. Most importantly, create a culture and expectation in which employees feel empowered to bring their best self to work. At the end of the day, most people want to feel valued and leverage their strengths to make a difference. By focusing on the best people have to offer, you will reap the benefits in performance and employee well-being.

Sources:

https://www.london.edu/think/how-to-activate-your-best-self-and-what-happens-when-you-do

https://www.youtube.com/watch?v=q-vp8cuRxxU

https://www.ideasforleaders.com/ideas/how-best-self-activation-launches-sustained-performance-improvement

https://hbr.org/2005/01/how-to-play-to-your-strengths

https://hbr.org/2019/05/to-become-your-best-self-study-your-successes

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With most organizations finding themselves with a remote workforce almost overnight, the need for connection is amplified and more challenging. Ensuring lines of communication are open and effective should be a top priority for CX organizations, especially with the uncertainty of returning to physical sites and with peak season rapidly approaching for many.

McKinsey & Company recently surveyed more than 800 US-based employees on a wide variety of topics related to employee experience and engagement. We will draw from that research in this article. According to McKinsey:

“Most companies did a solid job of addressing their employees’ basic needs of safety, stability, and security during the first phase of the COVID-19 crisis. However, those needs are evolving, calling for a more sophisticated approach as organizations enter the next phase.”

The good news is that many organizations have an opportunity to build upon the trust they gained in the early stages of the COVID-19 crisis. The challenge is figuring out how to expand beyond basic needs and safety.

We have all probably heard the phrase “happy employees = happy customers”. We know it is not possible to make all employees happy 100% of the time, but the underlying concept is true. The more engaged and connected employees are the better they feel about their work and how they contribute to the overall mission. Ensuring your employees are well cared for and engaged is not only the right thing to do, but it also translates into a better customer experience downstream.

Six Best Practices to Elevate Employee Engagement

1. Give your employees a seat at the table with Voice of the Employee (VoE) programs.

Engaging with your employees starts with proactively measuring their experience with the company and genuinely asking for their insights and feedback. Many organizations have VoE programs, but a common mistake is not effectively closing the feedback loop, thus causing it to fall flat or worse, damage leadership credibility. To create a closed-loop process, do the following:

• Collect Feedback – Employee surveys are only one way to collect feedback and measure the employee experience. Virtual focus groups, roundtables, and anonymous forums for employees to submit questions or feedback can also provide a wealth of information.
• Act on Employee Feedback – It is, of course, not enough to just ask for feedback. You need a structured approach for tracking the feedback and a process for prioritizing and acting on it.
• Communicate Plans and Results – This is perhaps the most important component of a VoE program fueled by best practices, but it is often overlooked. The last thing you want to do is implement a great program, act on the results, and then miss this critical step. Your employees are giving you incredible information and you are acting on it. Shout it from the rooftops and tell them what you are doing. Most importantly, show them the results.

If you are genuine in these efforts your employees will notice, remain engaged, and become proud ambassadors for your brand.

McKinsey & Company included this useful graphic to break down how organizations can maximize their VoE programs and continue to build upon the trust first established during the early stages of COVID-19.

2. Be timely, truthful, and authentic with transparent communication.

During a crisis, many organizations stepped up their communication game out of necessity, focusing on the most immediate needs. Those that really shine have realized that being transparent, even in normal times, builds trust, keeps employees engaged with the mission, and makes them feel part of the solution. This requires a coordinated effort and a structured approach, one that includes:

• Centralized communications team
• Consistent cadence of scheduled communications
• Internal “boards” that are updated daily with important information
• Regularly scheduled “town halls” with senior leadership
• Talking points for managers to address frequently asked questions, ensuring consistency of information

HOW you communicate is just as important as WHAT you communicate. Choose your vocabulary carefully and be aware of how your words are interpreted. One of the senior leaders in the Execs In The Know (EITK) community recently explained how their organization has been consciously changing the language used when discussing COVID-19 related issues. For example, instead of saying “social distancing”, they now say “physical distancing”. And instead of “return to work,” they are sure to say “return to site.” They may be subtle differences, but they can have significant impact.

3. Create connection opportunities between employees and management to promote wellness.

When employees work in a physical location, maintaining consistent interaction with teammates and managers is much easier versus working remotely. Whether all or some of the workforce is remote, leaders need to take creative measures to ensure employees continue to feel a sense of belonging and connection to their team, managers, and leadership. This must be done with the goal of driving overall health and wellness. A few ways this can be achieved include:

• Consistent coaching and mentoring, whether remote or in-person, should continue.
• One-on-one meetings that are not performance-related allow employees an opportunity to share their thoughts and feelings with their managers — setting aside time for “check-ins” with employees is more personal and less threatening than a formal performance-related meeting.
• Find time for fun activities; as McKinsey demonstrates in their research, activities can come from the bottom up and include things like virtual talent shows, peer recognition programs, song/playlist sharing, remote fitness classes (yoga, for instance), virtual games, recipe sharing, podcasts, etc. Another example of a fun activity is establishing a private Facebook group thus creating a space to share stories, celebrate life events, offer ideas on how to decompress with kids, etc. While ideas can come from anywhere, managers should take the lead on ensuring there are weekly opportunities for team and employee interactions beyond work.

4. Reward performance and celebrate wins.

Many organizations have formal reward, incentive, and recognition programs. These do not always have to be monetary. So, consider:

• Highlighting and rewarding exceptional moments with customers and invite senior leadership to join in.
• Offering incentives to employees for making improvement suggestions that are ultimately implemented.
• Providing opportunities for a wellness day based on select criteria or as a benefit. Employees are juggling home and work life simultaneously more than ever and having an opportunity for a well-deserved break can be a welcome incentive.
• Rewarding acts of kindness. You can do this in many ways, but for example: If you have a company store with swag, provide gifts or points from the store. You can also put this in the hands of employees and give them the opportunity to recognize peers for acts of kindness.

These are just a few examples. Performance-related reward programs are common but focusing on intangibles that make a difference and shine a light on exceptional performance and behaviors can have a significant impact on engagement and retention.

5. Promote a culture that celebrates and encourages inclusivity and individuality.

Creating a diverse and inclusive culture is critically important for all organizations. Looking from the lens of employee engagement, and as McKinsey & Company’s article stated, “As ways of working shifted dramatically with the COVID-19 pandemic, many workers had to transition to new work duties, processes, and modes of communication and collaboration. Our research shows that having a foundation of involvement, fairness, respect, and equality can help employees adopt to new ways of working and interacting. As we face a future of vastly different working models and team structures, building such an integrated culture now will only benefit organizations in the future.”

Employer Brand and Employee Advocacy expert, Kaishon Holloway, who previously led these efforts at a multinational technology company stated, “You can’t buy a company culture – employees ARE your culture and all employees need to feel heard, a sense of belonging, and inclusion in all opportunities.”

According to Holloway, the first step to an inclusion strategy is to understand the employee populations within your business and determine if all groups have appropriate representation. You must be clear on this before you design your strategy – you do not know where you need to go if you do not know who your audience is. The most vulnerable and unrepresented groups need to have platforms to have their voices heard with safe forums for them to advocate on behalf of themselves without fear of judgement.

Most importantly, this must be a corporate-wide focus, driven and supported from senior leadership. It requires genuine commitment woven into the very fabric of everything the company does from recruiting, hiring, training, accommodations, marketing, communications, and leadership.

6. Ensure employees feel their work has meaning and provide opportunities for contributing to the greater good.

Creating opportunities for purpose driven work contributions can greatly contribute to a sense of value and wellbeing. McKinsey & Company’s research showed that “respondents who indicate they are living their purpose at work” are much more likely to sustain or improve their levels of work effectiveness than those who indicated otherwise. These same respondents also had four times higher engagement levels and reported a sense of well-being at five times the rate of those who did not feel they were making purpose-driven work contributions. Moreover, the research showed that this experience element had the greatest potential for driving improvement and only one-third of respondents believe their organizations strongly connect actions to purpose. Embedding purpose in work can be as simple as how managers talk to employees or bringing purpose to life by sharing examples of employees who are “living their purpose.” This is key to starting a long-term conversation about the organization’s purpose and how employees play a critical role.

Purpose driven work contributions are only one side of the coin. Purpose driven societal contributions can also play a role in employee wellbeing. There is no question that volunteering one’s time and efforts in worthy causes is good for the soul. Connecting employees to opportunities for contributing to the greater good (either as individuals, teams, or as a part of the broader organization) drives long-term engagement and gives employees a sense of well-being and a shared purpose that is bigger than themselves or the company.

Holloway also explains how his previous company took some of these concepts to the next level by empowering employees to share about their experiences working for the company. For example, the company’s internal Employer Brand Team created a company hashtag for employees to use on social media to highlight positive and healthy aspects of the company culture, putting the storytelling power into the hands of employees.

Additionally, Holloway built up the company’s Employee Brand Ambassador program to include more than 400 influencers across the globe who volunteered to advocate for the company. Since moving on from the organization and ensuring that the employee-centric core values remained in place, the program has now ballooned to about 1,000 employee advocates worldwide. They have the power, education, training, and tools to promote the company culture. Holloway further emphasizes that: “Obviously, as an employer you need to make sure you’re walking the walk before you initiate programs like this. The messaging has to be authentic.”

These Boosts to Employee Engagement Really Matter

Employee engagement has never been more critical. Organizations have a unique opportunity to build upon the trust they may have gained in response to COVID-19. Increasing engagement and employee well-being will also have a downstream effect, dramatically improving the customer experience. In taking action, it is also important for organizations to recognize that all employees have different needs, and each is experiencing this unique time very differently. As an EITK community member so eloquently stated, “The emotional IQ of leaders will have to adapt and be more flexible.” The fact is one size will not fit all, but organizations who take the steps to focus on individual needs and embed a culture that prioritizes employee well-being will reap substantial long-term benefits, including improved employee retention, greater employee satisfaction, and delivery of a better customer experience.

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