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Delivering the “Internal Customer” Experience
Index
Topics                                           Slide No.
Our Vision & Mission                             3
What is Employee Engagement                      4
Facets of Engagement                             5
Basic Conditions Required to Create Engagement   6
The Engagement Pathway                           7
Hygiene Factors                                  8-9
Progress Aspects                                 10
Reward Mechanism                                 11
Recognition                                      12
Purpose Lead engagement                          13-14
Measures/Indicators of Engagements               15
Acknowledgement                                  16
Institute of Customer Experience Management
Our VISION                                                 Enabling

To develop the study and application of the science
of Customer Experience Management, to address
challenges of growth and profitability of Consumer
intensive businesses.


Our MISSION                                            Internal Customers

To promote and enhance the culture of customer-                &
centricity by equipping all persons across
organization levels engaged or wishing to be engaged
in the consumer intensive businesses with the right
mindset, skill set and knowledge or processes, thus
enabling them to contribute to the maximization of
customer life-time value and profits.

                                                       External Customers
What is Employee Engagement




Employee engagement can         Employee engagement is very
be defined as the feelings of      distinct from employee           Reflected in employees
    enthusiasm, urgency,         satisfaction as satisfaction    wanting & acting to make the
 intensity and focus people      denotes satiation where as           business ever more
 display towards their work        engagement connotes            successful and also a better
   and the mission of the       activation i.e. desire to make           place to work.
        organisation.           bigger & bigger contribution.
Trait Engagement                                                      Facets of Engagement




                                                 State Engagement




                                                                                                Behavioural Engagement
                    • Driven by basic mental                        • Reflected in the energy                            • Willingness to make
                      make up of the person                           and enthusiasm of the                                discretionary effort by
                      i.e.. Either optimistic                         person                                               going that extra mile
                      or pessimistic                                • E.g. Degree/frequency                              • E.g. Resourcefulness
                    • Is intrinsic & inherent                         which a person                                       displayed by
                      in the person                                   volunteers to take                                   employees to solve
                    • How could this criteria                         additional                                           complex issues where
                      be used while                                   responsibility                                       repeated unexpected
                      screening people for                          • E.g. How easily are                                  hurdles are being
                      specific jobs? E.g..                            locational transfers or                              encountered
                      Optimistic people for                           role changes accepted
                      sales /pessimistic                              or resisted?
                      people for audit




                   Feelings & Attitudes do not identify engagements, as without visually demonstrated behavior
                   there is no engagement.
Basic Conditions Required to Create Engagement




                                                                             Degree of
Safety                               Fairness                               Empowerm
         Employees must rarely if               Distributive fairness:         ent
         at all invest any time in              degree of transparency                   Availability of resources
         speculating regarding the              in the manner in which                   to do the job well
         stability of their job.                rewards are distributed


                                                Interactional fairness:
                                                                                         Flexibility to take
                                                Basic manner of
         Driven by degree of trust                                                       decisions within limit i.e..
                                                engaging all juniors
         with their superiors                                                            Degree of self
                                                remains the same: e.g.
         arising out of fair                                                             determination. E.g..
                                                No discrimination
         treatment.                                                                      Ability to consider
                                                displayed in basic
                                                                                         special customer
                                                courtesies/ civility
                                                                                         requests related to
                                                shown
                                                                                         refunds, give
                                                                                         complimentary
                                                Procedural fairness:                     merchandise,
                                                Demonstrated                             availability of budgetary
                                                consistency in process of                allocation for team
                                                reward, punish and                       motivation
                                                allocate resources
The Engagement Pathway

                                                                     Purpose
                                                    Recognition
                                                                     Company
                                  Rewards                            vision
                                                        Formal
                                                                     Ability to
                    Progress                            Informal     impact lives of
                                   Monetary
Hygiene                                                 Frequency    customers &
                                   Non monetary                      colleagues
                    Role                                Stature of
                    enhancement    Group
                                                        rewarder
 Monetary
 compensation       Designation    Individual
                    Enhancement    Structure
 Working
 condition          Competency     Administration
 Robust Induction   Enhancement
                                   Customization
 Quality of life
 benefits

Driven through sharing of money/ Time/ Words/ Thoughts/ Knowledge between
leaders & their team members
Hygiene Factors
•   How transparent and lucid is the appointment letter?
•   How easily decipherable is the compensation structure in terms of “
    monthly take home”?
•   Do employees feel their basic survival needs are met?
•   How does the compensation quantum & structure compare with
    other firms of similar stature offering similar job profiles?
•   How much do employees speculate about “job Security”?
•   Are there avenues for recreation/ socialisation?
•   Are ‘quality of life’ benefits offered ? E.g.
      Concierge services to take care of routine/ special tasks that
         arise on home front
      Ability to combine day offs for out station employees to visit
         home
      Health care related benefits gym/ routine health check ups/ on
         premise doctors

                                                        To be continued..
Hygiene Factors
 Life & accident assurance related benefits
 Access to company merchandise on discounted terms/ special payment plans
 Acknowledgement of special occasions related to employees and their immediate
   family members in both tangible & intangible forms like ability to leave office early on
   child’s birthday
Do you follow a robust induction process that is customized as per:
 Role & experience of a new joinee
 Contents that equally emphasize the value/culture vis a vis the hard knowledge aspects
 Is there an outer date by which each and every new employee must undergo an
   induction from the date of joining
 What role does senior management play in the induction process?
 Is there an evaluation process to check the degree of internalization?
Progress Aspects

Is a career path defined and                         Does the employee see visible
communicated to every employee at                    examples of people who have
the point of entry and periodically                  actually traverse these paths. Are
thereafter?                                          such examples highlighted?


                                                     Does a clear competency
Are there avenues where employees
                                                     development plan in terms of
can experience progress through title
                                                     training & learning inputs exist for all
& compensation enhancement when
                                                     or critical employees? How is this
newer job roles are not available?
                                                     communicated to them?



                          Is there a provision to take Sabbatical
                          for personal & professional capability
                          enhancement?
Reward Mechanism
           • Degree of difficulty in attaining thresh hold reward
           • Degree of difficulty in attaining highest level reward
           • Degree of difficulty in consistently qualifying
           • Is criteria reflective of localised market conditions & potential
Monetary   • Criteria used to evaluate incentive plans as success or failure depending on
             quantum of qualifiers
           • Lag time between completion of scheme & receipt of reward
           • Mix of group incentives vs. personal incentives what is the tilt towards & why?



           • Customization of non monetary rewards to reflect recipient personal tastes in
             terms of life style parameters like food/ fashion/ music/ books and other
  Non        recreational interests
Monetary
Recognition
• How many parameters exist?
a.    Tenure of service
b.    Particular type of behavior relating to customer facilitation
c.    Particular type of behaviour relating to colleague facilitation
   E.g. Volunteering to train
   Voluntarily sharing relevant knowledge
   Voluntarily aiding a colleague in distress
d. Particular type of behaviour relating to preservation of company
     resources. E.g.. Cost saving ideas, productivity enhancement ideas,
     assets securitization idea
• What kind of platforms exist?
     – Formal: Annual/ quarterly/ Monthly/ Weekly in front of a specific
        gathering or communicated to a specific group of people.
     – Informal: On the go mechanism- In person/ in writing/through
        email.
     – In person mode most preferred (90%) followed by written (60%)
        followed by email (50%)
     – Significance: Bigger the designation gap between giver and receiver,
        bigger the impact
Purpose Lead Engagement
                                 How many employees
                               consider their association
                                with the organisation as




                                                            A calling – Provides ability
                              A career – Provides good
A job – Purely to earn                                       to make a difference to
                                   opportunity for
        money                                                the lives of customers/
                                professional growth
                                                               colleagues/ society




Determined by the vision/ mission & values of the organisation and to what extent it
is displayed in the everyday work behaviour of the higher ups in the organisation
Purpose Lead Engagement
• Can be assessed by determining how employees feel about the company
  & its mission/ the work environment ( meaning at work) How a employee
  feel about the specific job they handle ( Meaning in work)
 employees feel about the specific




                                     Loves the company but       Completely inspired by both
                                     unhappy with current job    the organisation & job
                                                                 content
 Meaning at work & how

 job they are handling




                                     Identify & move to other      Use them as mentors
                                     job role
                                     Employee who neither        Likes his present job but does
                                     likes the company nor his   not like the organisation or
                                     current role                what it stands for


                                     Pair with mentor
                                     Involuntary separation in    Pair with mentor
                                     acute cases                  Watch out may leave soon

                                                  Meaning in work
Measures / Indicators of Engagement
Feeling and attitudes do not indicate engagement as without visually
demonstrated behaviour there is no engagement. E.G.




    Persistence at difficult   Willingness to help       Investing personal time
            tasks                    others                in self development




       Voicing change             Displaying role        Disagreeing with boss
      recommendation           flexibility to cater to      without feeling
                               organisational needs           threatened
Acknowledgements

• James Heskett , Earl Sasser & Leonard
  Schlesinger
• Janelle Barlow-TMI America
• Chip Colney
• Abraham Maslow
• Benjamin Schneider, William H. Macey & Diane
  Daum
• Harvard Business School
• Pine &Gilmore
• Dr. Debashis Chatterjee
                                                 16
Let’s begin

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Delivering the “Internal Customer” Experience

  • 2. Index Topics Slide No. Our Vision & Mission 3 What is Employee Engagement 4 Facets of Engagement 5 Basic Conditions Required to Create Engagement 6 The Engagement Pathway 7 Hygiene Factors 8-9 Progress Aspects 10 Reward Mechanism 11 Recognition 12 Purpose Lead engagement 13-14 Measures/Indicators of Engagements 15 Acknowledgement 16
  • 3. Institute of Customer Experience Management Our VISION Enabling To develop the study and application of the science of Customer Experience Management, to address challenges of growth and profitability of Consumer intensive businesses. Our MISSION Internal Customers To promote and enhance the culture of customer- & centricity by equipping all persons across organization levels engaged or wishing to be engaged in the consumer intensive businesses with the right mindset, skill set and knowledge or processes, thus enabling them to contribute to the maximization of customer life-time value and profits. External Customers
  • 4. What is Employee Engagement Employee engagement can Employee engagement is very be defined as the feelings of distinct from employee Reflected in employees enthusiasm, urgency, satisfaction as satisfaction wanting & acting to make the intensity and focus people denotes satiation where as business ever more display towards their work engagement connotes successful and also a better and the mission of the activation i.e. desire to make place to work. organisation. bigger & bigger contribution.
  • 5. Trait Engagement Facets of Engagement State Engagement Behavioural Engagement • Driven by basic mental • Reflected in the energy • Willingness to make make up of the person and enthusiasm of the discretionary effort by i.e.. Either optimistic person going that extra mile or pessimistic • E.g. Degree/frequency • E.g. Resourcefulness • Is intrinsic & inherent which a person displayed by in the person volunteers to take employees to solve • How could this criteria additional complex issues where be used while responsibility repeated unexpected screening people for • E.g. How easily are hurdles are being specific jobs? E.g.. locational transfers or encountered Optimistic people for role changes accepted sales /pessimistic or resisted? people for audit Feelings & Attitudes do not identify engagements, as without visually demonstrated behavior there is no engagement.
  • 6. Basic Conditions Required to Create Engagement Degree of Safety Fairness Empowerm Employees must rarely if Distributive fairness: ent at all invest any time in degree of transparency Availability of resources speculating regarding the in the manner in which to do the job well stability of their job. rewards are distributed Interactional fairness: Flexibility to take Basic manner of Driven by degree of trust decisions within limit i.e.. engaging all juniors with their superiors Degree of self remains the same: e.g. arising out of fair determination. E.g.. No discrimination treatment. Ability to consider displayed in basic special customer courtesies/ civility requests related to shown refunds, give complimentary Procedural fairness: merchandise, Demonstrated availability of budgetary consistency in process of allocation for team reward, punish and motivation allocate resources
  • 7. The Engagement Pathway Purpose Recognition Company Rewards vision Formal Ability to Progress Informal impact lives of Monetary Hygiene Frequency customers & Non monetary colleagues Role Stature of enhancement Group rewarder Monetary compensation Designation Individual Enhancement Structure Working condition Competency Administration Robust Induction Enhancement Customization Quality of life benefits Driven through sharing of money/ Time/ Words/ Thoughts/ Knowledge between leaders & their team members
  • 8. Hygiene Factors • How transparent and lucid is the appointment letter? • How easily decipherable is the compensation structure in terms of “ monthly take home”? • Do employees feel their basic survival needs are met? • How does the compensation quantum & structure compare with other firms of similar stature offering similar job profiles? • How much do employees speculate about “job Security”? • Are there avenues for recreation/ socialisation? • Are ‘quality of life’ benefits offered ? E.g.  Concierge services to take care of routine/ special tasks that arise on home front  Ability to combine day offs for out station employees to visit home  Health care related benefits gym/ routine health check ups/ on premise doctors To be continued..
  • 9. Hygiene Factors  Life & accident assurance related benefits  Access to company merchandise on discounted terms/ special payment plans  Acknowledgement of special occasions related to employees and their immediate family members in both tangible & intangible forms like ability to leave office early on child’s birthday Do you follow a robust induction process that is customized as per:  Role & experience of a new joinee  Contents that equally emphasize the value/culture vis a vis the hard knowledge aspects  Is there an outer date by which each and every new employee must undergo an induction from the date of joining  What role does senior management play in the induction process?  Is there an evaluation process to check the degree of internalization?
  • 10. Progress Aspects Is a career path defined and Does the employee see visible communicated to every employee at examples of people who have the point of entry and periodically actually traverse these paths. Are thereafter? such examples highlighted? Does a clear competency Are there avenues where employees development plan in terms of can experience progress through title training & learning inputs exist for all & compensation enhancement when or critical employees? How is this newer job roles are not available? communicated to them? Is there a provision to take Sabbatical for personal & professional capability enhancement?
  • 11. Reward Mechanism • Degree of difficulty in attaining thresh hold reward • Degree of difficulty in attaining highest level reward • Degree of difficulty in consistently qualifying • Is criteria reflective of localised market conditions & potential Monetary • Criteria used to evaluate incentive plans as success or failure depending on quantum of qualifiers • Lag time between completion of scheme & receipt of reward • Mix of group incentives vs. personal incentives what is the tilt towards & why? • Customization of non monetary rewards to reflect recipient personal tastes in terms of life style parameters like food/ fashion/ music/ books and other Non recreational interests Monetary
  • 12. Recognition • How many parameters exist? a. Tenure of service b. Particular type of behavior relating to customer facilitation c. Particular type of behaviour relating to colleague facilitation E.g. Volunteering to train Voluntarily sharing relevant knowledge Voluntarily aiding a colleague in distress d. Particular type of behaviour relating to preservation of company resources. E.g.. Cost saving ideas, productivity enhancement ideas, assets securitization idea • What kind of platforms exist? – Formal: Annual/ quarterly/ Monthly/ Weekly in front of a specific gathering or communicated to a specific group of people. – Informal: On the go mechanism- In person/ in writing/through email. – In person mode most preferred (90%) followed by written (60%) followed by email (50%) – Significance: Bigger the designation gap between giver and receiver, bigger the impact
  • 13. Purpose Lead Engagement How many employees consider their association with the organisation as A calling – Provides ability A career – Provides good A job – Purely to earn to make a difference to opportunity for money the lives of customers/ professional growth colleagues/ society Determined by the vision/ mission & values of the organisation and to what extent it is displayed in the everyday work behaviour of the higher ups in the organisation
  • 14. Purpose Lead Engagement • Can be assessed by determining how employees feel about the company & its mission/ the work environment ( meaning at work) How a employee feel about the specific job they handle ( Meaning in work) employees feel about the specific Loves the company but Completely inspired by both unhappy with current job the organisation & job content Meaning at work & how job they are handling Identify & move to other Use them as mentors job role Employee who neither Likes his present job but does likes the company nor his not like the organisation or current role what it stands for Pair with mentor Involuntary separation in Pair with mentor acute cases Watch out may leave soon Meaning in work
  • 15. Measures / Indicators of Engagement Feeling and attitudes do not indicate engagement as without visually demonstrated behaviour there is no engagement. E.G. Persistence at difficult Willingness to help Investing personal time tasks others in self development Voicing change Displaying role Disagreeing with boss recommendation flexibility to cater to without feeling organisational needs threatened
  • 16. Acknowledgements • James Heskett , Earl Sasser & Leonard Schlesinger • Janelle Barlow-TMI America • Chip Colney • Abraham Maslow • Benjamin Schneider, William H. Macey & Diane Daum • Harvard Business School • Pine &Gilmore • Dr. Debashis Chatterjee 16