Report: Introducing Employee-Engaging Transformation

1402_EET_COVERWe just published a Temkin Group report, Introducing Employee-Engaging Transformation. This is a must-read for anyone who is trying to drive sustainable change across their organization. Here’s the executive summary:

Organizations have ambitious goals for improving their customer experience (CX). But CX change isn’t easy; it requires significant transformation across almost every aspect of operations. Therefore, given the effort required, it’s no surprise that Temkin Group research shows that less than half of large organizations rate their CX improvement efforts as effective. Our research into how large organizations successfully change uncovered a core insight: CX change must be focused on changing the way employees do their every-day jobs. We have developed an approach to CX change that we call Employee-Engaging Transformation (EET), which we define as, “Aligning employee attitudes and behaviors with the organization’s desire to change.” There are five practices required to succeed at EET: Vision Translation, Persistent Leadership, Activated Middle Management, Grassroots Mobilization, and Captivating Communications. This research shares examples of these practices in action from over a dozen large organizations, including Adobe, MetLife, Oklahoma City Thunder, Oracle, Prime Therapeutics, and Rackspace. To assess your own organization’s effectiveness in these five practices, use Temkin Group’s Employee-Engaging Transformation Assessment.

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Based on our research, we developed an approach to CX change that we call Employee-Engaging Transformation (EET). We define EET as:

Aligning employee attitudes and behaviors with the organization’s desire to change.

EET2

EET represents a significant shift from how most organizations currently approach their change initiatives. To succeed with EET, organizations must master five practices:

  • Vision Translation: Connect Employees with the Vision. The organization clearly defines and conveys not only what the future state is, but why moving away from the current state is imperative for the organization, its employees, and its customers.
  • Persistent Leadership: Attack Ongoing Obstacles. Leaders realize that change is a long-term journey and commit to working together until the organization has fully embedded the transformation into its systems and processes.
  • Activated Middle Management: Enlist Key Influencers. Middle managers are invested in the transformation and understand their unique role in supporting their employees’ change journeys.
  • Grassroots Mobilization: Empower Employees to Change. Frontline employees operate in an environment where they help to shape and are enabled to deliver the change.
  • Captivating Communications: Share Impactful, Informative Messages. The organization shares information about the change through a variety of means that balance both the practical and the inspirational elements for each target audience.

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The bottom line: Transformation requires employees to change what they do day-to-day

Written by 

I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about leading-edge XM topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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