Delivering the “ Internal Customer” Experience by

Creating and Sustaining Employee Engagement

IndexTopics 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

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

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.

Enabling

Internal Customers

&

External Customers

What is Employee Engagement

Employee engagement can be defined as the feelings of

enthusiasm, urgency, intensity and focus people display towards their work

and the mission of the organisation.

Employee engagement is very distinct from employee

satisfaction as satisfaction denotes satiation where as

engagement connotes activation i.e. desire to make bigger & bigger contribution.

Reflected in employees wanting & acting to make the

business ever more successful and also a better

place to work.

Facets of EngagementTr

ait E

ngag

emen

t

• Driven by basic mental make up of the person i.e.. Either optimistic or pessimistic

• Is intrinsic & inherent in the person

• How could this criteria be used while screening people for specific jobs? E.g.. Optimistic people for sales /pessimistic people for audit

Stat

e En

gage

men

t

• Reflected in the energy and enthusiasm of the person

• E.g. Degree/frequency which a person volunteers to take additional responsibility

• E.g. How easily are locational transfers or role changes accepted or resisted?

Beha

viou

ral E

ngag

emen

t

• Willingness to make discretionary effort by going that extra mile

• E.g. Resourcefulness displayed by employees to solve complex issues where repeated unexpected hurdles are being encountered

Feelings & Attitudes do not identify engagements, as without visually demonstrated behavior there is no engagement.

Basic Conditions Required to Create Engagement

Employees must rarely if at all invest any time in speculating regarding the stability of their job.

Driven by degree of trust with their superiors arising out of fair treatment.

Safety

Distributive fairness: degree of transparency in the manner in which rewards are distributed

Interactional fairness: Basic manner of engaging all juniors remains the same: e.g. No discrimination displayed in basic courtesies/ civility shown

Procedural fairness: Demonstrated consistency in process of reward, punish and allocate resources

Fairness

Availability of resources to do the job well

Flexibility to take decisions within limit i.e.. Degree of self determination. E.g.. Ability to consider special customer requests related to refunds, give complimentary merchandise, availability of budgetary allocation for team motivation

Degree of Empowerm

ent

The Engagement Pathway

Monetary compensationWorking conditionRobust InductionQuality of life benefits

Role enhancementDesignation EnhancementCompetency Enhancement

MonetaryNon monetaryGroupIndividualStructureAdministrationCustomization

FormalInformalFrequencyStature of rewarder

Company visionAbility to impact lives of customers & colleaguesHygiene

ProgressRewards

RecognitionPurpose

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 communicated to every employee at the point of entry and periodically thereafter?

Does the employee see visible examples of people who have actually traverse these paths. Are such examples highlighted?

Are there avenues where employees can experience progress through title & compensation enhancement when newer job roles are not available?

Does a clear competency development plan in terms of training & learning inputs exist for all or critical employees? How is this communicated to them?

Is there a provision to take Sabbatical for personal & professional capability enhancement?

Reward Mechanism

Monetary

• 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• 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?

Non Monetary• Customization of non monetary rewards to reflect

recipient personal tastes in terms of life style parameters like food/ fashion/ music/ books and other recreational interests

Recognition• How many parameters exist?a. Tenure of serviceb. Particular type of behavior relating to customer facilitationc. Particular type of behaviour relating to colleague facilitation E.g. Volunteering to train Voluntarily sharing relevant knowledge Voluntarily aiding a colleague in distressd. 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 EngagementHow many employees consider their association with the organisation as

A job – Purely to earn money

A career – Provides good opportunity for

professional growth

A calling – Provides ability to make a difference to the lives of customers/ 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)

Meaning in work

Mea

ning

at w

ork

& h

ow

empl

oyee

s fe

el a

bout

the

spec

ific

job

they

are

han

dlin

g

Loves the company but unhappy with current job

Identify & move to other job roleEmployee who neither likes the company nor his current role

Pair with mentorInvoluntary separation in acute cases

Completely inspired by both the organisation & job content

Use them as mentors

Likes his present job but does not like the organisation or what it stands for

Pair with mentor Watch out may leave soon

Measures / Indicators of Engagement

Persistence at difficult tasks

Willingness to help others

Investing personal time in self development

Voicing change recommendation

Displaying role flexibility to cater to organisational needs

Disagreeing with boss without feeling threatened

Feeling and attitudes do not indicate engagement as without visually demonstrated behaviour there is no engagement. E.G.

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

Let’s begin