People build success: the most engaged people have the happiest customers!


People do amazing things when given the space, freedom and tools to do so. To release the potential of our people, we need to remove the blockages, tap into the individual need to develop and create a shared sense of purpose. Above all, we need to raise expectations and gain emotional commitment to whatever the team exists for. The power of a team or an operation is only fully released when we pull together in the same direction and we work collaboratively in pursuit of a common goal. We also need a realistic understanding of our starting point; we have to get clear about what is getting in the way or slowing us down.
 
Download the PPF article now (PDF)
View the slides from the presentations at Customer Strategy and Planning 2014 (PDFs): Jonathan Wax, Darren Lawrenson, Alex Walker, Richard Sedley, Lyn Etherington, Kerstin AlfesRichard Brimble, Steve Jones.

Watch the videos.
 
The MacLeod Review identified four primary enablers of employee engagement. The new article from our 2014 Best Practice Guide relates these to life in the customer contact centre.  What makes our analysis unique is that we have cross-referenced them to over 30 case studies from our Innovation Awards programme over the last 5 or more years.  These four enablers were identified by David MacLeod and Nita Clarke in their 2009 review for the UK Government and in subsequent reports and working groups hosted by Engage for Success.
 
What's more, further work from Engage for Success has ‘nailed the evidence’ for the links between engagement, innovation and an organisation’s performance. The PPF article provides a concise summary of this demonstrable evidence that links employee engagement to the massive benefits that result.  This is based on Nailing the Evidence -  a report produced in 2012 to compile this powerful body of evidence.  For example:-

  • 12% higher customer advocacy in companies with top engagement scores (Gallup).
  • 47% of employees are disengaged from generating innovative ideas, 38% do so only a few times a year but 15% show innovative behaviour on a weekly or daily basis. CIPD (2010).
  • 59% of the more engaged employees say that work brings out their most creative ideas, against 3% of the less engaged (Gallup 2007).
    Huge correlation between engagement and NPS analysed by contract across 264 contracts at Serco in 2011.
  • GDP per person is 20% lower than other European countries. This gap is valued at an estimated £26 billion pa (Kenexa Institute).

The four enablers of engagement are:-

  1. Leadership – visible, empowering & providing a strategic narrative about the organisation, where it’s come from and where it’s going.
  2. Engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people.
  3. Employee voice throughout the organisations, for reinforcing and challenging views, between functions and externally.
  4. Organisational integrity – the values on the wall are reflected in day to day behaviours. There is no ‘say-do’ gap.

Source: http://www.engageforsuccess.org/  following the MacLeod report.
 
References
The Macleod Report (David MacLeod and Nita Clarke, 2009) for UK Government http://www.bis.gov.uk/files/file52215.pdf

Nailing the Evidence (Bruce Rayton, 2012) http://www.engageforsuccess.org/wp-content/uploads/2012/09/The-Evidence.pdf

CIPD Research Report (2010) http://www.cipd.co.uk/nr/rdonlyres/dd66e557-db90-4f07-8198-87c3876f3371/0/creating_engaged_workforce.pdf

Contact Centre Innovation Awards - case studies for recent finalists can be found on our website. Take a look at the related articles below to go directly to one of  these case studies.

Daniel Pink's amazing RSA Animation http://ppf.bz/PPFPink
 
April 2014, Paul Smedley & Steve Woosey

(c) Professional Planning Forum 2014 

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Take a look at these articles, videos and links
HM Revenue and Customs Awards Case Study 2013: Change in culture increases efficiency
Arise Awards Case Study and Site Visit 2014: High performance homeworking at scale
Aviva UK Healthcare Awards Case Study and Site Visit 2014: Continual learning: People build success
British Gas Awards Case Study 2011: How analytics sustains changes in behaviour
BT Retail Awards Case Study 2013: Making it easy for customers
Capital One Awards Case Study and Site Visit 2014: Let's Make Lives Better: People build success
Changing Gear: Rise to the customer challenge
Charles Tyrwhitt Awards Case Study 2013: Listening to customers is driving growth
DRL (Appliances Online) Case Study 2012: Voice of the Customer helps online sales
Editor's Choice June/July 2014
Experian Awards Case Study and Site Visit 2014: How Quality Assurance delivers for customers
Farrow & Ball Awards Case Study 2012: Integrated service creates value & growth
Home Retail Group Awards Case Study and Site Visit 2014: Freeing colleagues to respond to customer
Invesco Perpetual Awards Case Study 2010: Truly empowered teams drive personal ownership
Kwik Fit Insurance Awards Case Study 2009: It feels like we own our own business
Lebara Mobile Award Case Study 2013: SMILE and BELIEF amaze customers
Motability Operations Awards Case Study 2012: Insight and collaboration transform service
Motability Operations Awards Case Study 2013: Emotional engagement – loving the customer
QVC Awards Case Study 2009: What happens when ‘planning’s got talent’?
RAC Awards Case Study 2011: Listening to customers and colleagues
Scottish Widows part of Lloyds Banking Group Awards Case Study 2012: Better conversations keep customers loyal
Sensée Awards Case Study 2013: Homeworking environment raises the bar on performance
Transform Sandwell Awards Case Study 2012: Being truly involved in your local community
Vodafone Awards Case Study 2009: Making customers fans of our business
WhiteConcierge Awards Case Study 2013: STEP – the customer service transformation
WorldPay Awards Case Study and Site Visit 2014: SHINE lifts engagement, quality & customer focus


 

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