The 8 Touchpoints of Employee Experience The 8 Touchpoints of Employee Experience
The employee experience has become increasingly important in HR management because of evolving business trends such as peer-to-peer sharing, high turnover rates and competitive recruiting practices. The employee journey begins before a job applicant even decides to apply, and it continues after the employee leaves the company as an alumnus. In today’s customer-centric marketing, the employee experience has become just as important as the customer journey because satisfied employees provide better customer service and generate staff and customer referrals. What Is the Employee Experience?
The employee experience includes the physical environment where people
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A recent Gallup poll found that companies with engaged employees earned 147 percent higher profits than competitors with lower engagement rates. [Blog.customermonitor.com: Why engaged employees equal a better customer experience and more ROI https://blog.customermonitor.com/why-engaged-employees-equal-a-better-cx-and-more-roi] Touchpoints for Managing the Employee Journey
Companies can foster staff loyalty, improve productivity and manage the customer experience more effectively by managing the employee journey. The processes, methods and tools depend on how much the company is willing to invest on the employee experience, but the rewards can be truly transformational. The following eight touchpoints of the employee experience are important to consider when planning the employee journey, and ultimately, the customer journey:
1. Attraction
Attracting top talent requires an organised strategy, but making a lot of empty promises quickly backfires in today’s environment of instant communications. Job candidates can research employers fairly extensively over the Internet and through social media, industry-related journals and peer-to-peer sharing. Millennials respond to different touchpoints than older generations, and these
Workers feeling, which includes competitive compensation and reward strategies, professional growth and development, career paths and succession plans and the organizations leadership and culture are contributing factors of employee engagement
Boston, MA: Pearson Sivarethinamohan, R. R., & Aranganathan, P. P. (2011). Determinants of employee engagement
In conclusion, this organization should focus more on their employees and less on profitability. This reasoning comes from the idea that efficient and appreciated employees will dictate the future of an organization through their quality of work and their outlook on the company they work for. Implementing rewards for employees and showing appreciation towards them will make them feel honored to work for such a company. In addition, word of mouth from employees will dictate in the inflow of new or current customers. If employees are treated fairly and respectfully, they are more likely to recommend their place of employment for shoppers. Finally, the implementation of a hybrid culture will benefit the company by meeting the needs of the employer, employees and customers alike.
The working environment faces fresh and new graduates every time. In today’s rapid pace working environment more and more young and aspiring graduates joins the workforce in hope to fulfill their needs. Many a times, we see corporate players decide to focus more on their direct customers also known as their paying customer due to the being their revenue generator. There are extensive studies and research on how to retain the said customers by providing them with immense customer satisfaction. However, companies sometimes do neglect their indirect customers or their employees. These employees are the backbone of any company as the play an important role in keeping the company going.
Likewise, the authors looks at the prospect of exactly how employee’s customer orientation predicts customer-rated service performance. The author’s draws on the positive aspects of what a transformational leader should be by illustrating that transformational leaders can successfully simplify service employees’ task requirements by coaching them on how to meet customer needs, which can help to reduce employee’s role of ...
Social media sites are now finding their way into workplace. Now, social media sites are not just a place where you post photos of your pets wearing cowboy hats. Human Resource professionals now see Twitter, LinkedIn, and Facebook as an avenue for finding and recruiting promising potential employees. A survey carried out by the Society for Human Resource Management (SHRM) revealed that 77% of firms use social media when selecting candidates for positions. (Global HR Research, 2015). However, weighing the benefits and risk of using social media in hiring decision making is a significant risk that professionals advice should be considered when designing a recruitment strategy. According to a research from the Institute for Employment Studies (IES) and ACAS, approximately half (45%) of human resource decision-makers now make use of social media tools when recruiting; with a further 16% planning to do so in the future (ACAS, 2013).
Career path biases of CX practitioners, pet projects of executives, ambitious purveyors of CX technologies, and eagerness to embrace shiny silver bullets are some of the perpetrators of the gold-rush strategy for customer experience business results. We need to step back and take a look at logical cause-and-effect of business and human behavior (externally and internally), with a holistic viewpoint, in order to get on the right track toward our goals for differentiation, excellence and financial rewards.
Service companies’ success largely depend on the employees and a well-design employee management system is a great advantage. Instead of many organizations designed service models for the workforces that they wished to have, but they really do no, companies should plan a service model that empowers employees to deliver excellence in every service offered, through the recruiting, selection, training and job design activities.
The internet has opened new avenues for companies in regards to finding new candidates for filling vacant of newly created jobs. Companies now have their own websites where they can list current job opening. In addition, there are multiple job boards such as monster.com and hotjobs.com. There’s even the option of social media sites such like Facebook, Twitter, and LinkedIn where companies can post information about their company and current job offerings. In the past companies would rely on placing a want ad in the local newspaper or in a widely circulated industry magazine or journal, then they would wait for the applications and resumes to arrive via mail or hand delivery. The “old recruiting paradigm, aimed primarily at active candidates, was predominantly a ‘spray and pray’ method. The tools of the trade were want ads, paper applications, resumes, phone calls, face-to-face networking, and so forth. Employers sprayed want ads across pages of print media, and job seekers sprayed large numbers of resumes in the direction of potential employers; both prayed for good results.” (Joos, 2008) While these met...
However, a study by Gallup shows that there only 13% employees worldwide are being engaged and the worrying concern is that companies are clueless why the majority are not engaged (Gallup, 2017). Employee engagement is not about employee satisfaction and should regarded as a continuous effort an organization must understand and undertake (Kelleher,
According to Arora, Yousaf and Gupta (2015), employee commitment to an organization has a strong influence on customer satisfaction and the quality of customer has improved service due to the multidimensional skills that are developed
In 1997, Development Dimension International (DDI) carried out interviews, literature reviews and surveys to study the effective service environment. They found that there is a good strong relationship between employee performance and loyalty and its effects on increasing company productivity and profitability.
The experience economy is the latest model for innovative companies to stand out among the service and retailer masses to attract more customer dollars. While the “experience” is certainly a growing market, it has not emerged as the next foundation of an economic growth but rather a strong subset of the service economy.
Every organization should ask itself, “How do customers see us?” Most organizations mention their dedication to serving their customers in their mission statement. The balanced scorecard, through the customer perspective, requires management to break down their general mission statement on customer service into four specific measures: time, quality, performance and service, and cost (Kaplan and Norton January/February 1992, 72-74). “Customers must believe that, when a product or service is purchased, the value received was worth the price paid” (Kinney and ...
...s in the corporate world by setting new standards to promote and better satisfy their employees. We chose four leading companies in four different industries. The above analysis definitely reveals that perhaps one of the reasons why these companies are the leaders in their industry is because they are well aware of the importance of the work force. They mention in their mission statements as well that yes in deed customers are important but in order to make the customer happy they first need to motivate and satisfy the employee as well. According to Citibank, the general belief is that a happy worker is a motivated and loyal one. So keeping employees' spirits high is a sure-fire way of maintaining a productive workforce. A productive work force would ultimately lead to a healthy organization which would not only promote the society its working for but also itself.