Report: Five Steps For Building A Strong CX Metrics Program

Five steps for building a customer experience metrics programWe published a Temkin Group report, Five Steps For Building A Strong CX Metrics Program.

A robust customer experience (CX) metrics program allows an organization to systematically measure the quality of the experience it delivers to customers and provides insights that help companies spot improvement opportunities, prioritize investments, track CX progress, and unify the organization around a common goal. Despite these benefits, few organizations have actually built a strong metrics program. In this report, we provide a blueprint that organizations can follow to create an actionable CX metrics program. Here are some highlights:

  • Temkin Group has identified five steps an organization must go through to create a strong CX metrics program: 1) Determine a Core CX Metric, 2) Set Achievable Goals, 3) Identify Key Drivers, 4) Establish Key Driver Metrics, and 5) Make the Suite of Metrics Actionable.
  • To illustrate what these steps should look like, we share nearly 30 best practices from companies including Brainshark, Caesars Entertainment, Ciena, Cisco, Horizon BCBSNJ, Oxford Properties, and Wyndham Worldwide.
  • We provide an assessment companies can use to both evaluate the effectiveness of their CX metrics program and identify where to focus improvement efforts.

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Here are the best practices highlighted in the report:

Examples of 5 Steps for An Actionable CX Metrics Program

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Net Promoter Score: Fact and Fiction

It seems like every year I get a surge of questions about Net Promoter® Score (e.g., NPS®). Well, it’s that time of year.

Rather than re-writing my answers, I decided to share a webinar that I recorded a few years ago. Much of that data has been updated, but the content remains totally applicable. This is a great primer on NPS. Enjoy!

You should also check out Temkin Group’s VoC/NPS Resource Page for current data and more advice on how to use NPS. In particular, read My Latest 9 Recommendations For NPS.

Note: Net Promoter, Net Promoter Score® and NPS® are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc

Report: State of Voice of the Customer Programs, 2017

State of Voice of the Customer Programs, 2017We just published a Temkin Group report, State of Voice of the Customer Programs, 2017. Here’s the executive summary:

For the seventh straight year, Temkin Group has benchmarked the competency and maturity levels of voice of the customer (VoC) programs within large organizations. This year we surveyed close to 200 large companies and asked them to complete Temkin Group’s VoC Competency and Maturity Assessment, which evaluates their capabilities across what we call the “Six Ds:” Detect, Disseminate, Diagnose, Discuss, Design, and Deploy. This report also includes data from these companies’ responses to help you benchmark your own company’s VoC efforts. We compared this year’s results with those from previous years and found that:

  • While most companies think that their VoC efforts are successful, less than one-quarter of companies consider themselves good at making changes to the business based on the insights.
  • Companies find their VoC programs to be most valuable for “identifying and fixing quick-hit operational issues” and least valuable for “identifying innovative product and service ideas.”
  • Companies expect technology will continue to heavily impact their VoC programs in the future, especially for integrating survey data with CRM and operational data.
  • In the future, companies expect the most important source of insights to be customer interaction history and the least important source to be multiple-choice questions.
  • The most common activity for VoC teams is defining customer experience metrics for their companies, and this activity became even more popular over the past year.
  • Only 14% of companies have reached the two highest levels of VoC maturity (out of six levels), while 46% remain in the bottom two levels.
  • When we compared higher-scoring VoC programs with lower-scoring programs, we found that companies with mature programs are more successful, technology-focused, and mobile-oriented and have more full-time staff and more involved senior executives.
  • Companies with more mature VoC programs identified “integration across systems” as the most common obstacle they face, while less mature VoC programs struggle the most with “cooperation across the organization.”

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Here’s the VoC competency & maturity levels, which is one of 29 graphics in the report:

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Free eBook: 25 Tips For Becoming A More Purposeful Leader

Free eBook: 25 Tips For Becoming A More Purposeful LeaderAs part of our CX Day celebration, which this year is focussed on Elevating Purpose, we’re giving away this free eBook: 25 Tips For Becoming A More Purposeful Leader.

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One of Temkn Group’s Four CX Core Competencies is Purposeful Leadership. To master this competency, a company must be able to affirmatively answer the question, “Do your leaders operate with a clear, well-articulated set of values?” Purposeful leaders create an engaged workforce and help their organizations deliver positive customer experiences.

This eBook contains these 25 easily adoptable tips from across the Five P’s of Purposeful Leadership. Here are the tips:

Also check out our recent video on Purposeful Leadership and the Elevate Purpose page.

The bottom line: Purposeful leadership really matters!

Report: Net Promoter Score Benchmark Study, 2017

We published a Temkin Group report, Net Promoter Score Benchmark Study, 2017. This is the sixth year of this study that includes Net Promoter® Scores (NPS®) on 299 companies across 20 industries based on a study of 10,000 U.S. consumers.

Here’s the executive summary:

Many large companies use Net Promoter® Score (NPS) to evaluate their customers’ loyalty. To compare scores across organizations and industries, Temkin Group measured the NPS of almost 300 companies across 20 industries based on a survey of 10,000 U.S. consumers. Here are the highlights from this benchmark:

  • With an NPS of 66, USAA’s insurance business earned the highest score in the study for the fifth year in a row.
  • Comcast received the lowest NPS for the third year in a row with a score of -9.
  • The industry average for NPS ranged from a high of 43 for auto dealers down to a low of 9 for TV & Internet service providers.
  • Citibank, whose NPS lagged 35 points behind the banking average, fell the farthest behind its peers.
  • All industries saw their average NPS decline over the past year, though Utilities dropped the most.
  • 18- to 24-year-old consumers give companies the lowest NPS (with an average score of 17 across industries), while consumers 65 and older give the highest NPS (with an average score of 38 across industries).
  • NPS is highly correlated with customer experience. On average, customer experience leaders enjoy an NPS over 18 points higher than customer experience laggards.

See the NPS Benchmark Studies from 2012, 201320142015, and 2016.

Here’s a list of companies included in this study (.pdf).

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Here are the NPS scores across 20 industries:

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Net Promoter Score (NPS) Benchmark Study

If you want to know what data is included in this report and dataset, download this sample Excel dataset file.Screen Shot 2014-10-17 at 4.05.17 PM

If you’re looking to create a strong NPS program, check out our VoC/NPS Resource Page.

P.S. Net Promoter Score, Net Promoter, and NPS are registered trademarks of Bain & Company, Satmetrix Systems, and Fred Reichheld.

Report: Tech Vendor NPS Benchmark, 2017 (B2B)

We just published a Temkin Group report, Tech Vendor NPS Benchmark, 2017. The research examines Net Promoter Scores® (NPS®) and the link to loyalty for 58 tech vendors based on feedback from 800 IT decision makers in large North American organizations. We also compared overall results to our benchmarks from the previous five years. Here’s the executive summary:

For the sixth year in a row, we looked at the correlation between NPS and loyalty for technology vendors. To examine this link, we surveyed 800 IT decision-makers from large North American firms, asking about their relationships with their technology providers. Through this research, we found that:

  • Across the 58 tech vendors we examined, NPS ranged from +43 to -22.
  • Microsoft, SAS, Google, and VMware earned the highest NPS, while Accenture consulting, ACS, Autodesk, and Fujitsu received the lowest.
  • Overall, the average NPS for the tech vendor industry decreased by more than eight points from last year, down from 29.9 to 21.4 – the lowest level of any year we’ve studied.
  • Our analysis shows that NPS is correlated to customers’ willingness to spend more with tech vendors, try their new products and services, forgive them after a bad experience, and act as a reference for them with prospective clients.
  • When it comes to loyalty, IT decision-makers are most likely to purchase more from Microsoft and HP, try new offerings from Microsoft and Google, forgive SAS and Microsoft if they make a mistake, and act as a reference for Apple and IBM SPSS.

The report includes graphics with data for NPS, likelihood to repurchase, Temkin Forgiveness Ratings, and Temkin Innovation Equity Quotient (likely to try new offerings).. The excel spreadsheet includes this data (in more detail) for the 58 companies as well as summary data for other tech vendors with less than 40 pieces of feedback. It also includes the summary NPS scores from 2016.

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As you can see in the chart below, the NPS ranges from a high of 43 for Microsoft servers down to  a low of -22 for Fujitsu.

The industry average NPS decreased from 29.9 last year to 21.4 this year this year.

Report details: The report includes graphics with data for NPS, likelihood to repurchase, Temkin Forgiveness Ratings, and Temkin Innovation Equity Quotient (likely to try new offerings).. The excel spreadsheet includes this data (in more detail) for the 58 companies as well as summary data for other tech vendors with less than 40 pieces of feedback. It also includes the summary NPS scores from 2016.

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Note: See our 2016 NPS benchmark2015 NPS benchmark2014 NPS benchmark2013 NPS benchmark and 2012 NPS benchmark for tech vendors as well as our page full of NPS resources.

P.S. Net Promoter Score, Net Promoter, and NPS are registered trademarks of Bain & Company, Satmetrix Systems, and Fred Reichheld.

6 Levers For Executive Commitment to CX (Infographic)

In the report Activating Executive Commitment to CX, Temkin Group introduces a blueprint that CX leaders can use to gain and strengthen senior executive commitment. It’s composed of six levers: Create Vision Clarity, Share Compelling Opportunities, Amplify Emotional Empathy, Feed Intrinsic Motivations, Enable First Steps, and Fuel Ongoing Confidence. Here’s an infographic that provides an overview.

You can download the graphic in several formats:

Report: Infusing Culture Throughout The New Employee Journey

We just published a Temkin Group report, Infusing Culture Throughout The New Employee Journey.

Here’s the executive summary:

A company’s culture reflects the attitudes and behaviors of its employees and influences almost every aspect of the employee journey and experience. However, despite its importance, many companies fail to orient new employees to their culture during onboarding. Rather than helping new hires form long-term connections with the organization and its values, companies often use this time to teach new hires about the organization’s processes. Companies instead should use their culture as a focal point during recruiting, hiring, and onboarding and then continue to emphasize it as employees acclimate to their roles. This report:

  • Explores how companies can align new employees with their culture.
  • Describes how companies can infuse culture throughout the four stages of the new hire journey: Establish Cultural Fit, Set Behavioral Expectations, Reinforce Positive Performance, and Prioritize Sustaining Culture.
  • Shares examples of best practices from a number of companies, including Adobe, Crowe Horwath, LexisNexis, Oxford Properties, Touchpoint Support Services, and Safelite Autoglass.
  • Provides a checklist companies can use to execute their culture-focused onboarding program effectively.

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Here are the best practices described in the report:

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Report: Renovating Your Voice of the Customer Program

We just published a Temkin Group report, Renovating Your Voice of the Customer Program.

Here’s the executive summary:

Voice of the customer (VoC) programs are essential to any customer experience effort. In recent years, VoC efforts have continued to expand and support their organizations; however, going forward they will need to adapt to significant changes in data sources, technology, operational pressures, and consumer behavior. In this report, Temkin Group details how companies can propel their VoC programs into the future by:

  • Identifying Six Customer Insight Trends that will reshape VoC programs: 1) Deep Empathy, Not Stacks of Metrics; 2) Continuous Insights, Not Periodic Studies; 3) Customer Journeys, Not Isolated Interactions; 4) Useful Prescriptions, Not Past Descriptions; 5) Enterprise Intelligence, Not Customer Feedback; and 6) Mobile First, Not Mobile Responsive.
  • Sharing 30 examples that exemplify innovative VoC practices across each of the trends.
  • Helping companies lay the groundwork for VoC innovation with a description of how to drive change through three distinct stages.

For this report, we received submissions of innovative VoC practices from Confirmit, InMoment, Rant & Rave, Qualtrics, Verint, and Walker.

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Here are the best practices described in the report:

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La Quinta “Gaming” Highlights Flaws in NPS

I’m in Las Vegas to watch some NBA Summer League games (Go Celtics!), and am staying overnight at a La Quinta near the airport. I found this note on the table next to the bed.

While there’s no problem with a nice thank you note, one section caught my eye…

*********
You may be receiving a guest satisfaction survey from La Quinta in the near future and we hope you feel confident that you may answer the question “Would you recommend us to your family and friends” with a 10.

If you should be surveyed, La Quinta uses a 1-10 scale (10 being the best). Although the scale ranking is from 1 to 10, scores of 8 or below results in a negative impact on the overall rating for this hotel.
*********

First of all, this is what I would call “gaming” the system. Anytime you ask for a specific score or range of scores, it’s gaming. Instead of getting a true response from the customer about his/her experience, the customer is forced to balance her honest feedback with a request for a specific score. Some customers are likely to be intimidated, since they may think that the hotel has visibility into their specific response. This would lower response rates and alter true feedback.

The second problem this highlights is the Net Promoter Score (NPS) calculation (since this is clearly an NPS question). As you probably know, NPS segments responses into three categories: Detractors (6 or less), Passives, (7 or 8) and Promoters (9 or 10). Is there really that much difference between an “8” or “9” on this scale? I think people giving either of these ratings would think that they are saying that the experience was good, but not the best that they’ve ever had. The choice of an “8” or “9” may be more driven by an internal rating gauge (that is different in each person), then it is being caused by a distinctive difference in the actual experience.

[Side note: La Quinta’s NPS is 9 points below the hotel industry average in Temkin Group’s latest NPS benchmark study]

The final, more substantial problem is how the metric is being used. My guess is that La Quinta is using NPS to substantially impact the compensation of some hotel employees. This pushes people to focus on “the number” as opposed to what’s really important, the ability to continuously improve.

To be honest, the issues I discuss above are not NPS-specific. I’ve seen them with a variety of metrics, and we work with many companies that are successfully using NPS. So let me share some advice for improving your use of CX metrics….

I wrote a post a few years ago that listed these five rules to stop employees from gaming your feedback system:

  1. Don’t mention or refer to a score
  2. Don’t mention specific survey questions
  3. Don’t mention any consequences
  4. Don’t say or imply that you will see their responses
  5. Don’t intimidate customers in any way

Check out my most about nine recommendations for NPS programs:

  1. The choice of metric is not as important as people think
  2. Driving improvements is what’s critical
  3. Promoters & detractors need their individual attention
  4. Sampling patterns really, really matter
  5. NPS is for relationships, not transactions
  6. NPS is for teams, not individuals
  7. Compensation can be a real problem
  8. Target ranges make more sense than single numbers
  9. There are four loops to close

The bottom line: CX metrics need to focus on improvements, not numbers

The Human Side of Employee Engagement

As you probably know, Temkin Group spends a lot of time researching and writing about employee engagement. It’s one of our Four CX Core Competencies and a critical component of a customer-centric culture.

While our research typically focuses on the work environment that drives employee engagement, that’s only one part of the picture. To fully understand employee engagement, it’s important to look deeper at the people who are our employees. Why? Because employee engagement is driven by two things: Human Attitudes & Work Environment.

What do I mean by “Human Attitudes?” Your employees are people who have a set of feelings and beliefs that they bring with them to work. These underlying attributes may have absolutely nothing to do with their work. Here’s some data that looks at the level of employee engagement based on two sets of attitudes, the degree to which people feel happy, and the degree to which they feel loved and appreciated. (Note: we used the Temkin Employee Engagement Index to assess the level of engagement).

As you can see, people who are typically happy and those who feel loved and appreciated are significantly more engaged employees than other people. While their work may contribute to these feelings, it’s more likely that they feel this way because of their underlying perspectives and as a result of what’s going on in the rest of their lives.

The first implication of this insight is that you need to do a better job of recruiting and screening for people who are more likely to be engaged. This data shows that more positive people tend to be more engaged employees. So look for those people when you are hiring.

Another implication is that organizations need to deal with the underlying attitudes of their employees. In addition to applying traditional employee engagement strategies, you need to help employees develop more positive attitudes. There’s a lot of good resources to tap into from the Positive Psychology movement.

I’m joining other members of our team at the bi-annual World Congress of Positive Psychology in Montreal in July where we explore this focus on employee engagement in more detail. After the previous congress, we published this table connecting positive psychology to customer experience (including employee engagement):The bottom line: Employee engagement requires human engagement.

 

 

 

Report: Activating Executive Commitment to CX

We just published a Temkin Group report, Activating Executive Commitment to CX. Here’s the executive summary:

Organizations that want to drive sustainable customer experience (CX) improvements need to have senior executives who are committed to propel change throughout the entire journey. Successful transformation efforts require senior executives to set the direction, lead communication efforts, model desired behaviors, align resources, and hold the rest of the organization accountable. However, CX leaders and their teams often struggle to obtain the commitment and involvement necessary from senior executives to ensure these change efforts succeed. In this report, we provide a model for how CX teams can effectively engage their senior leaders. Here are some highlights:

  • The blueprint includes six levers CX leaders can use to gain and strengthen senior executive commitment: Create Vision Clarity, Share Compelling Opportunities, Amplify Emotional Empathy, Feed Intrinsic Motivations, Enable First Steps, and Fuel Ongoing Confidence.
  • To illustrate how these levers work, we share examples of 24 best practices from companies including Anthem, CA Technologies, Cisco, Fidelity, Microsoft, Penske Truck Leasing, and Regions Bank.
  • We provide CX leaders with an assessment they can use to identify the commitment stage of their senior executives and offer advice on which of the six levers can have the greatest impact by stage.

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Here are the six levers for activating executive commitment:

  1. Create Vision Clarity. Many senior executives are enamored with the idea of customer experience, yet lack a clear picture of what CX really means for their organization. As a result, they aren’t able to persuasively advocate for the required changes. Therefore, CX teams should provide leaders with a clear understanding of where the CX efforts are heading.
  2. Share Compelling Opportunities. Senior leaders will only stay committed to a CX effort for as long as they remain convinced that it will help the organization succeed. That’s why CX leaders must continue to make and reinforce the CX business case to senior executives. This requires establishing a tangible business case and setting realistic expectations for the upside of action and the downside of inaction.
  3. Amplify Emotional Empathy. An executive who is emotionally committed to CX efforts provides a different level of support than one who is only intellectually bought-in. To gain this emotional commitment, the CX team should enhance executives’ natural empathy by bringing customers’ experiences to life for them.
  4. Feed Intrinsic Motivations. Executives are motivated by a myriad of different objectives, such as being seen as successful or reaching some self-defined goals. Intrinsic motivators – like meaning, choice, competence, and progress – can be particularly powerful levers for activating commitment. CX leaders should connect their efforts to the personal goals of executives and should make them feel good about the efforts underway.
  5. Enable First Steps. Even executives who are fully committed to the CX agenda may not know exactly what they can do to help propel the CX efforts forward, especially since they are often juggling many different priorities. It’s up to the CX leader to make it easy for the senior leaders to participate in the efforts by recommending specific, doable steps that they can take.
  6. Fuel Ongoing Confidence. CX teams need ongoing support from their executives; however, senior leaders are prone to distraction and doubt. To keep them on track, CX leaders need to keep executives informed of the progress and success of CX efforts and need to demonstrate to executives that resources are being used well and risks are being managed well.

Here are the best practices discussed in the report:

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How Comcast Ignored This Customer’s Journey

We recently had an experience with Comcast that shows the importance of Customer Journey Thinking™. I’m not sharing this example to pick on Comcast (although it can be an easy target for bad customer experience given its consistently poor performance in the Temkin Experience Ratings), but instead I want to get across a key lesson for all companies.

We had a problem with our cable box and the Comcast phone agent said that we could bring it to the local Comcast center and get a new one. It’s a good move by Comcast to let people self-repair as much as possible; it keeps costs down and allows customers to accelerate the corrective action.

I wasn’t sure which of the cables that plug into the cable box I needed to bring, so I just grabbed the power cable. We went to Comcast and got the new box. Voila, success!

Unfortunately, that was not the end of the story. We got the cable box home and it didn’t work. There were no instructions. It wasn’t until a Comcast repairman showed up in a couple of days that we found out that the problem wasn’t with the box, it was with the remote. We needed to reprogram our remote.

What went wrong? Comcast treated our experience as a set of isolated interactions, instead of viewing our experience as a multi-step journey. We were looking for our TV to work again, and Comcast treated us as if we wanted to get help over the phone and swap a box at the local Comcast shop.

That’s where Customer Journey Thinking (CJM) comes into play. CJM is a way to focus on customers’ journeys when you are creating a new product, service, interaction, or experience. It requires people to always ask (and answer) these five questions:

  1. Who is the customer?
  2. What is the customer’s real goal?
  3. What did the customer do right before? (repeat three times)
  4. What will the customer do right afterwards? (repeat three times)
  5. What will make the customer happy?

Let’s say we were working at Comcast when they were looking at the self-service transaction of swapping a cable box at the Comcast stores. Here’s how a simple use of the CJM might have worked.

The team working on what looked like a modem swap st the Comcast store would have gone through the questions something like this:

  1. Who is the customer?
    • Are we targeting people who regularly swap out cable boxes and programs our remotes, or is our key market people who are much less familiar with our products and processes. We need to keep in mind any steps that might not be obvious or easy to understand for this type of customer (Note: As a best practice, it would be great to name an explicit design persona that we’re focusing on for this process).
  2. What is the customer’s real goal?
    • This customer probably wants to get his/her TV to start working again.
  3. What did the customer do right before? (repeat three times)
    • Unplugged the cable box and cables and drove to the Comcast store.
    • Went online to find the local Comcast store and its operating hours.
    • Spoke to someone at Comcast (or went online) where they found out that they could swap out the box.
  4. What will the customer do right afterwards? (repeat three times)
    • Take the box home.
    • Plug the box in.
    • Try and use the television… oops, they might not know they have to reprogram their remote.
  5. What will make the customer happy?
    • Getting their TV up and running quickly without any frustrations along the way.

If you were part of the team that went through these CJM questions, then you might have realized that the in-store element was only a piece in the overall journey, and that target customers would likely run into problems.

Using that Insight, the team might have identified these types of opportunities to improve the customers’ journey:

  • Have phone agents explain (or send a link to simple instructions about) which cables to bring with you when you swap out the box and explain that you will likely have to reprogram your remote.
  • At the store, provide instructions on reprogramming the remote and explain that it is a natural part of the process.
  • Send an email to customers who swap boxes with a link to instructions (including reprogramming of remote) and a diagnostic app if the box is not working properly.

The bottom line: Companies (not just Comcast) need to obsess about their customers’ journeys.

Report: Employee Engagement Competency & Maturity, 2017

1706_StateOfEE2017_COVER2We just published a Temkin Group report, Employee Engagement Competency & Maturity, 2017. 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 to their organization. It’s not surprising, therefore, that customer experience leaders have more engaged employees than their peers. To understand how companies are engaging their employees, we surveyed 169 large companies and compared their responses with similar studies we’ve conducted in previous years. We also asked survey respondents to complete Temkin Group’s Employee Engagement Competency & Maturity (EECM) Assessment. Highlights from our analysis of their responses include:

  • Front-line employees are viewed as the most highly engaged.
  • More than 70% of companies measure employee engagement at least annually, yet only 45% of executives consider taking action on the results a high priority.
  • Sixty-four percent of respondents believe that their social media tools have had a positive impact on their employee engagement activities, an increase from last year.
  • The top obstacle to employee engagement activities continues to be the lack of an employee engagement strategy.
  • While only 23% of companies are in the top two stages of employee engagement maturity, this is still an increase from last year.
  • When we compared companies with above average employee engagement maturity to those with lower maturity, we found that employee engagement leaders have better customer experience, enjoy better financial results, are more likely to take action on employee feedback, and face fewer obstacles than their counterparts with less engaged workforces.
  • You can use the results of the EECM Assessment to benchmark your own employee engagement activities.

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Here’s an excerpt from one of the 17 graphics that shows the maturity levels of employee engagement efforts in large companies and their effectiveness across five employee engagement competencies:

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CX Competency: Customer Connectedness (Video)

Temkin Group has found that the only path to sustainable customer experience differentiation is to build a customer-centric culture. How? By mastering Four Customer Experience Core Competencies.

This video provides an overview of one of those competencies, Customer Connectedness, where the goal is to infuse customer insight across the organization.

Here Are Four Strategies For Customer Connectedness: