On Thursday, May 21, 24-7 Intouch was proud to support Red Nose Day by providing phone support for donation calls during its airing. The live telethon raised millions to support children and young people living in poverty all around the world.
To see more photos of our team supporting this great cause, please visit our Facebook page.
We don’t need to see these statistics to know the importance of employee engagement. It’s a common challenge we all face, and something that takes focused effort each day to make a change over the long run. We implement incentive programs, organize social committees, hold office gatherings and more, all in hopes of raising spirits to translate that into improved retention and increased levels of customer service. In short, that’s the ideal.
Let’s look at this from another perspective and focus on the difference between employee engagement and employee experience. Employee engagement hones in on a more obvious level. For example, most companies have either on-going incentive programs or at least those that run during certain periods of the year. Most would consider these incentives among their employee engagement activities. These programs are necessary, but run the risk of becoming routine and only catering to the same engaged people while missing the disengaged. Indeed, there is strong scientific evidence that suggests their true impact on engagement is marginal at best. Whether due to reward value, type, design or complexity, few incentives actually incent employees, drive performance or have any affect on engagement levels whatsoever.
An employee experience focus takes on the big picture. It objectively, even critically, views business practices, policies and procedures from the employee’s perspective beyond the outer façade of engagement. It does so not just by way of introducing incremental, engaging activities and practices, but also by looking at a multitude of small, individual—and sometimes seemingly insignificant—experiences within the employee lifecycle. It then drives transformative change in these areas to either enhance engagement or eliminate causes of disengagement. In fact, it’s often less about introducing something new than it is about changing something already being done.
To impact total employee experience, we must find more ways to connect to each employee, to humanize the workplace. At our company, this has meant minor to moderate changes of a variety of existing processes, policies and procedures. In other words, a lot of little things rather than a few big ones. By extensively leveraging employee surveys, focus groups and direct observation we have uncovered a wealth of opportunity by simply re-evaluating how we do things. How we do things through the eyes of our employees rather than from the perspective of our own business objectives. In particular, we have enacted changes to the on-boarding process for all of our new employees. Why? Because we were surprised at how exceptionally high engagement levels are for candidates when they first walk through our front doors.
If you believe that engagement levels have the potential to drive business performance, then perhaps it’s time to approach this whole thing differently. Maybe more isn’t the answer. Maybe beyond just focusing our efforts on propping up engagement levels we should start focusing our efforts on eliminating the barriers to engagement inherent in our businesses. The question to ask isn’t “what more can we do?” but rather “what can we do differently?”
Every company wants a happy, engaged workforce and there are numerous studies and research that validate the benefits in terms of retention, experience and overall job satisfaction. Fully committing to an engaged culture with employee experience as a core value and purpose requires relentless effort and focus.
“70% of buying experiences are based on how the customer feels they are being treated”
(McKinsey & Company Consumer Report)
Simply stated, but a strong statement. Regardless of what your surveys and data tell you, insight into the customer experience is based on their personal sentiment, information that may not be accurately captured in any report. More…
The old adage of “you have to work for the best things in life”, holds true when it comes to friends, and also when trying to build a loyal base of customers. According to Forrester Research, “42% of service agents are unable to efficiently resolve customer issues due to disconnected systems, archaic user interfaces, and multiple applications.” Frustration often accompanies disconnection and it doesn’t take much for unsatisfied customers to jump ship and head over to the nearest competitor. We’re often judged on the first impressions we leave, don’t you want to leave a positive one?
One key component to making a lasting, positive first impression on your customers is through the proper use of customer data. We all know that data is important, but as customer service professionals, we can no longer collect it carelessly. Customers are constantly contacted by brands, wanting to gather as much information as they possibly can to build out customer profiles. However, if nothing is done with this data, all you’re left with is an annoyed customer and a detached experience.
Here are 7 points to focus on to make the most of your analytics and insights: More…
WINNIPEG, Manitoba. October 17, 2014 – Matt Wheatley, VP of Customer Experience at 24-7 Intouch, and Lori Gillin, Senior Director, Store Operations at rue21, will host an interactive session titled,“The Innovative Agent Experience: How rue21 Drives Customer Loyalty,” at the SOCAP International 2014 Annual Conference. The speaking session takes place Monday, October 27 from 11:00 A.M. to 12:15 P.M. The conference runs October 26-29 at The Broadmoor in Colorado Springs, CO.
The session will focus on strategies that have resulted in complete brand alignment and consistency through every experience touch point. Creating a transparent brand experience requires an obsession to create a memorable experience on every customer interaction. We will talk about some transformational approaches in specific areas including brand ambassador training, coaching, and recognition that have created complete brand alignment for rue 21. There will also be a group breakout activity.
National Customer Service Week took place October 6-10, 2014 and we celebrated with a variety of activities throughout the week including costume day, cake and refreshments, popcorn and movies, and more. Every member of our team is a key component to our success. We are so thankful for our amazing 24-7 Intouch team! Thanks for all of your hard work!
To see more pictures from the week, visit the Customer Service Week album on our Facebook page.
On Sept. 5, 2014, 24-7 Intouch was proud to support the Stand Up to Cancer live televised event by providing phone support for donation calls during its airing. The telethon raised $109 million to support cancer research. To see more images of our team supporting the event visit our Facebook page.