June 2, 2015
Join Temkin Group’s Engage Employee Movement and help raise the bar on employee engagement. We’re giving out $1,000 for innovative ideas, because great CX requires engaged employees.
Connecting Brands, Leaders, Employees, and Customers
July 30, 2015 Leave a comment
How people feel about what they are doing (intrinsic motivation) is a key to sustaining their focus, energy, and commitment. One of the ways for companies to tap into this intrinsic motivation is to find ways for employees to feel as if they are contributing to the organization’s success (which is consistent with lessons from positive psychology).
As you can see in the chart below, people who believe they are contributing are:
The bottom line: When people feel like they contribute, they contribute even more.
July 28, 2015 Leave a comment
We just published a Temkin Group report, Employee Engagement Competency & Maturity, 2015. Here’s the executive summary of this annual review of employee engagement activities, competencies, and maturity levels for large companies:
Engaged employees are critical assets for any customer experience effort. Our research of more than 200 large companies shows that front-line employees are the most engaged, while back office employees are often neglected in employee engagement efforts. We also found that two-thirds of companies survey their employees at least once a year, but less than half of executives consider acting on the results as a high priority. We used Temkin Group’s Employee Engagement Competency & Maturity Assessment to gauge the maturity levels and efforts of these companies across our five competencies, called the Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent. We found that less than one out of five companies have reached the top two levels of maturity, Enhancing and Maximizing. This percentage of very mature companies is about the same as in 2014, but the percentage of companies in the lowest two levels of maturity has dropped from 67% to 56% since last year. We also found that many companies face challenges when trying to make improvements. The lack of a clear employee engagement strategy remains the number one obstacle that’s been cited by respondents over the previous three years. We compared companies with above average employee engagement maturity with those with lower maturity and found that the leaders deliver better customer experience and also have better financial results than their counterparts.
Here’s an excerpt from one of the 20 graphics:
Here are some additional highlights form the report:
The bottom line: Companies should invest more in employee engagement.
July 20, 2015 1 Comment
In case you missed it, here’s a recording of a recent Temkin Group webinar, Positive Psychology (PP) Infuses Customer Experience (CX). It shows how principles of PP can be used to enhance an organization’s efforts to improve CX.
We’ve been using some of the underlying principles of PP within our work for years, but never labelled it that way. Going forward, we plan to tap more into the growing body of research in the space, and also hope to provide a leading voice in areas such as organizational culture and experience design.
If you like this topic, here are some posts that you may find interesting:
The bottom line: Positive psychology + customer experience = a world of positive experiences.
July 14, 2015 2 Comments
Customer journey mapping is a valuable tool for customer experience, but Customer Journey Thinking can change your culture. Watch this short Temkin Group video to find out more…
The bottom line: Your customers are on a journey, help them
July 13, 2015 Leave a comment
As part of our ongoing research around all aspects of employee engagement, we examined the things that people look for in a new job. No surprise, compensation is a key item. But it’s not at the top of the list.
As you can see in the chart below which is based on a study of 5,000 U.S, employees, people are most interested in finding a job that has flexible work hours. Compensation and location and are next on the list, with about the same appeal.
We also examined how the data differs across age groups of consumers. Compared with the overall U.S. average:
July 9, 2015 Leave a comment
Every couple of years, I get a resurgence of questions about Net Promoter® Score (NPS®). These surges typically coincide with research that shows how NPS is either an excellent predictor or a terrible predictor of company performance. That data often ignites a religious battle between the NPS lovers and NPS haters.
Well, it’s one of those times.
Let me start by saying that I’m an atheist in this NPS battle. We’ve had the opportunity to study and work with hundreds of companies that use NPS. I’ve recommended to some companies that they adopt NPS, to others that they stop using NPS, and to others that they start with a totally different set of metrics (see our VoC/NPS resource page).
Let’s look at what we know for sure about NPS…
The reality is that the metric itself is much less important than how it is used. I’d rather use a sub-optimal metric in a way that drives positive improvements across an organization, than have a perfect metric that doesn’t result in as much impact.
Here are some quick answers to key questions:
The bottom line: NPS is neither a savior nor a demon.
P.S. In case you didn’t know, NPS® and Net Promoter® are registered trademarks of Fred Reichheld, Satmetrix, and Bain & Company.