Is there a downside to everyone being happy at work? Is conflict good or bad? Does hiring for cultural fit produce group think? A great summary over at HBR of what to consider if your goal is to foster a critically engaged team.
“… task conflicts produce better decisions and stronger financial outcomes. … Healthy debate encourages group members to think more deeply, scrutinize alternatives, and avoid premature consensus. While many of us view conflict as unpleasant, the experience of open deliberation can actually energizes employees by providing them with better strategies for doing their job.”
Coming at this space from an Experience Design background as I do, I was most interested in what Bruce Temkin had to say about the ‘evolution of cx management’. He presented the following chronological model:
CX intrigue 2005 -2009
Organisations have applications, infrastructure in place.
CRMs don’t deliver anticipated value.
CX exuberance 2008 – 2013
The term CX gets ’slapped’ on top of titles.
60% of companies think they will be customer experience leaders in 3 years (the maturity model indicates this is a much longer journey)
Shows that ambitions are emerging, but that organisations are not realistic about the implications.
CX professionalism 2011 -2015
People are starting to have clear practices and procedures around customer experience
A set of consistent practices is being collectively pushed into the community (via the CXPA of course 😉
VOC programs, journey mapping become standard process.
Close loop systems are in place to re-contact customers and learn.
CX Mastery 2014 +
Real time customer satisfaction analytics are able to project NPS, customer trends and other metrics.
Employee engagement becomes increasingly important as the connection between staff and the ability to drive sustainable customer experience is acknowledged.
The human resource sector becomes committed to employee engagement.
Temkin’s rally cry to the community was to practise a core set of repeatable processes and procedures; for the differences in practise that have existed to date to become standardised if the ‘era of CX’ is to continue. In support of this vision the CXPA is developing a vendor neutral certification program they hope will be recognised as a legitimate professional standard globally.
I should mention the format of the breakfast. The talk was followed by a Q&A and group discussion. It was valuable gaining insight into so many organisations so quickly and hearing about the various surveys, processes and incentives in place. I have a whole page of notes but if your are intrigued, you may just have to come along to the next event.
Bank of America sent a letter to each of its 270,000 employees with the simple message to “Be Nice”. This is after woeful customer satisfaction ratings. Is a letter enough? No, according to Customer Experience consultant Colin Shaw of Beyond Philosophy who stresses the need in the story for matching incentives and guidelines for how much time managers spend with customers and in branches. Apparently a more comprehensive plan to address customer satisfaction performance is to follow.
I had the privilege to work on a succession of projects relating to the staff experience at my time at Different. My colleague Christian LaFrance presented some of the learnings from these projects and a few others undertaken by the team at the recent Service Design Network Global Conference in Paris (28-30 October, 2012) and he has shared his presentation on Slideshare. Many of these projects involved a participatory design approach to achieve change that took employee needs into account and that was employee led.