Report: Engaging A Tethered Workforce

1701_engagingatetheredworkforce_coverWe just published a Temkin Group report, Engaging A Tethered Workforce.  Here’s the executive summary:

Companies across a number of industries create and deliver customer experiences (CX) through a combination of traditional employees and other workers who they do not directly control – such as contractors or employees of channel partners or outsourcing partners. Despite not being directly employed by the company, these other workers – who make up what Temkin Group calls a “tethered workforce” – still play a critical role in delivering experiences that represent the company’s brand. However, tethered workers differ from typical full-time, corporate employees in ways that pose challenges to brands’ efforts to align these workers with their customer experience goals and objectives. In this report, we examine how brands are tapping into these tethered employees. Here are some highlights:

  • Companies must manage three connections: 1) Between themselves and their partners that employ the tethered workers, 2) Between their partners and the tethered employees, and 3) Between themselves and the tethered workers.
  • We share over 30 examples of best practices from across Temkin Group’s Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent.
  • We offer brands a blueprint for engaging tethered workers with key things to think about across the three connections of tethered workforces.

Download report for $195BuyDownload3

Here are the 17 best practices described in the report:

1701_bestpracticesforengagingtetheredworkers

Download report for $195
BuyDownload3

Report: Translating Brand Promises into Employee Behaviors

1608_translatingpromisesintobehaviors_coverWe just published a Temkin Group report, Translating Brand Promises into Employee Behaviors. Here’s the executive summary:

Temkin Group has found that the companies that deliver great customer experience use their brand as a blueprint for how they treat customers, which is why Compelling Brand Values is one of our four customer experience core competencies. Too often organizations put a lot of energy into communicating the brand externally, only to fall short on connecting employees to their role in keeping brand promises. And when employees aren’t connected to these promises, they tend to be less proactive, to act inconsistently, and to care less about their work. In this report, we describe three steps that companies can use to translate their brand promises into employee behaviors: Make promises, Embrace promises, and Keep promises. To illustrate this approach, we share over 20 examples of best practices from companies including Anthem, A&W Food Services of Canada, the city of Centennial, Oklahoma City Thunder, and Quest Diagnostics. To evaluate how well your organization follows this approach, use Temkin Group’s Compelling Brand Promises Assessment.

Download report for $195
BuyDownload3

Here’s are two of the 15 graphics in the report:

1609_bestpracticemakeembracekeeppromises 1609_promisesmissionvalues

Download report for $195
BuyDownload3

Report: State of Employee Engagement Maturity, 2016

1607_StateOfEE2016_COVERWe just published a Temkin Group report, State of Employee Engagement Maturity, 2016. 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. As engaged employees are critical assets, it’s not surprising our data shows that customer experience leaders have more engaged employees than their peers. To understand what companies are doing to engage their employees, we surveyed more than 150 large companies and compared their responses with similar studies we’ve conducted in previous years. We found that two-thirds of companies survey their employees at least once a year, but that less than half of executives consider it a high priority to act on the results of that survey. We used Temkin Group’s Employee Engagement Competency & Maturity (EECM) 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 only 12% of companies have reached the top two levels of maturity, Enhancing and Maximizing, which is a drop from 2015. The lack of a clear employee engagement strategy remains the number one obstacle that companies face. We also compared companies with above average employee engagement maturity to those with lower maturity and found that employee engagement leaders enjoy better financial results than their counterparts with less engaged workforces.

Download report for $195
BuyDownload3

Here’s one of the 17 graphics:

1607_EECompetenciesMaturity

Here’s a link to the 2015 study.

Download report for $195
BuyDownload3

The bottom line: Companies should invest more in employee engagement.

Report: The Federated Customer Experience Model

1603_PathtoFederation_COVERWe published a Temkin Group report, The Federated Customer Experience Model. Here’s the executive summary:

When a company starts its customer experience (CX) journey, it often establishes a centralized team to build the necessary internal capabilities and catalyze change. However, that team’s effectiveness can be limited by a number of things, including divided attention within lines of business and a lack of resources to reach across the company. In its 2012 report, The Future of Customer Experience, Temkin Group identified the need for CX efforts to become more federated. To succeed in the long-run, companies need to focus more on embedding CX capabilities across departments and functions through a federated CX model. A federated model is a structure for enabling and coordinating a distributed set of customer experience capabilities, and it operates through centers of excellence—which spread specialized expertise beyond the boundaries of the centralized team—and enterprise CX coordination—which ensures that company-wide goals and standards are in place—and distributed CX skills and mindsets—which infuses customer-centric mindset throughout the company. These centers of excellence include deep analytics, reporting and data visualization, experience design, customer-driven process improvement, and culture change management. Enterprise CX coordination oversees enterprise CX strategy and governance, insights, metrics and reporting, standard methodologies and tools, central CX storylines, and portfolio management. And distributed CX skills and mindsets encompasses CX goal alignment, customer understanding, empathy orientation, improvement focus, and organizational awareness. The path companies take to federation can include multiple phases, such as centrally driven, cross-functional participation, distributed expertise, and federated. As their companies move down this path, successful CX professionals will be the ones who learn the business, coach and advise others, embrace empowerment, and keep learning; or, alternatively, they can choose to specialize and leave the central CX team to join one of the centers of excellence.

Download report for $195
BuyDownload3

Here are the elements of a Federated CX Model:

1603_FederatedCXModel

Download report for $195
BuyDownload3

Report: Employee Engagement Benchmark Study, 2016

1602_EEBenchmarkStudy16_COVERWe just published a Temkin Group report, Employee Engagement Benchmark Study, 2016. This is the fifth year that we’ve published the benchmark of U.S. employees. The research is based on an online survey on Q3 2015. (Take a look at our Employee Engagement Resource Page).

Here’s the executive summary: We used the Temkin Employee Engagement Index to analyze the engagement levels of more than 5,000 U.S. employees. We found that employee engagement has stayed relatively flat since last year, but engagement levels still vary by organization, industry, and individual. Companies with stronger financial performances and better customer experience have employees who are considerably more engaged than their peers. Our research also shows that out of all the industries, the construction sector has the highest percentage of engaged employees, while the retail sector increased the most since last year. We additionally found that companies with 501 to 1,000 employees have the highest percentage of engaged employees and companies with 10,000 or more employees have the lowest level of engagement. On an individual level, our research shows that employees who are highly educated, high-income earners, executives, male, and have very good bosses tend to be the most highly engaged. Given the significant value of engaged employees, we recommend that companies improve engagement levels by mastering our Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent.

Download report for $195
BuyDownload3

Here’s what we found when we examined year-over-year results for the Temkin Employee Engagement Index:

1602_EEBenchmarkOverall

Here are some other findings from the research: Read more of this post

Report: Benchmarking HR’s Support of CX and Employee Engagement

1602_HRinCXBenchmark_FCOVERWe published a Temkin Group report, Benchmarking HR’s Support of CX and Employee Engagement.  We surveyed 300 HR professionals from large organizations in North America and compared the results to a similar study we did in 2012. Here’s the executive summary:

Employee engagement is a critical component of customer experience (CX). To determine how effectively human resource (HR) departments support these engagement efforts, we surveyed 300 HR professionals from large companies and compared the results to a similar study we conducted in 2012. Seventy-three percent of HR professionals believe that it’s very important for their organization to become more customer-centric, but only 31% believe that HR professionals are significantly helping these efforts. The good news? That’s more than twice the level of HR support we found in 2012. Compared with 2012, companies are both measuring and acting on employee feedback more frequently, and HR professionals have more bandwidth to work on employee engagement. When we compared the companies that deliver outstanding customer experience with the companies that don’t, we found that the CX leaders have better financial performance, enjoy higher levels of engaged employees, are more customer- and mission-centric, have HR groups that are more actively involved in CX and employee engagement activities, and more frequently measure employee feedback. To improve employee engagement, companies must master the Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve and Incent.

Download report for $195
BuyDownload3

Here’s one of the 25 figures in the report:

1602_ImportanceOfCXCulture

Here are some other findings in the research: Read more of this post

Report: B2B Customer Experience Best Practices

1510_B2B CX Best Practices_COVERWe published a Temkin Group report, Business-to-Business (B2B) Customer Experience Best Practices. This report provides data on the state of customer experience (CX) in B2B as well as 20 CX best practices across five critical B2B processes. Here’s the executive summary:

Temkin Group research shows that although business-to-business (B2B) organizations are raising their customer experience (CX) ambitions, they still have a way to go before achieving their goals. Despite the fact that most large B2Bs have a low level of CX maturity, our research shows that 57% of them aspire to deliver industry-leading customer experience within three years. However, to improve their CX, B2Bs must master Temkin Group’s four customer experience core competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness. Our research uncovered 20 practices that B2Bs can emulate when applying those competencies across these five key business processes: sales and account management, implementation/project execution, support and issue resolution, partner alignment, and product management and innovation. To assess your organization’s CX maturity, use Temkin Group’s Customer Experience Competency Assessment and compare the results to data from other large B2B firms to chart your path to improvement.

Download report for $195
BuyDownload3

The report examines the state of B2B CX, including the results from large companies that completed Temkin Group’s CX Competency & Maturity Assessment:

1511_B2BCXMaturity

To help B2B organizations raise their CX maturity, we identify 20 best practices for mastering Temkin Group’s four customer experience core competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness. These practices are aligned with five key B2B activities: sales and account management, implementation/project execution, support and issue resolution, partner alignment, and product management and innovation:

1511_B2B5Processes

Download report for $195
BuyDownload3

Report: Creating and Sustaining a Customer-Centric Culture

1507_CreatingCXCulture_COVERWe just published a Temkin Group report, Creating and Sustaining a Customer-Centric Culture. Here’s the executive summary:

Temkin Group defines culture as how employees think, believe, and act, and if an organization wants to differentiate its customer experience, it must address each one of these areas. However culture change is not easy. Culture change efforts are often impeded by common pitfalls, such as ignoring the existing culture or becoming impatient at the pace of change. To make this effort smoother, Temkin Group recommends adopting an approach we call Employee-Engaging Transformation (EET), which consists of five practices: Vision Translation, Persistent Leadership, Middle Management Activation, Grassroots Mobilization, and Captivating Communications. In this report, we’ve compiled case studies of how five organizations—Hagerty, Hilton Garden Inn, Oxford Properties, Safelite AutoGlass, and Transamerica—apply these EET practices to create and sustain their customer-centric cultures. To help your company discuss its goals around culture, use Temkin Group’s Cultural Planning Map.

Download report for $195
BuyDownload3

This graphics provides an overview of the details on how five companies are driving culture change.

1509_CultureCaseStudies

Download report for $195
BuyDownload3

The bottom line: Promoters are much more valuable than detractors.

Report: Employee Engagement Competency & Maturity, 2015

1507_StateOfEE2015_COVERWe 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.

Download report for $195
BuyDownload3

Here’s an excerpt from one of the 20 graphics:

1507_EECompetencyMaturityResults

Here are some additional highlights form the report:

  • The percentage of companies in the top two stages of employee engagement maturity has stayed the same since last year (19%), but the percentage of companies in the lower two sages has declined from 67% in 2014 to 56% on 2015.
  • Sixty-nine percent of large companies measure employee engagement at least annually, but only 45% of companies have executives that treat taking action on the results as a high priority.
  • The most common obstacle to success identified by respondents is the lack of a clear employee engagement strategy.
  • We compared companies with more mature employee engagement efforts with those that have less maturity. Seventy-two percent of the more mature companies have above average customer experience compared with 48% of the other companies.
  • Seventy-five percent of the more mature companies had better financial performance than their competitors’ compared with 50% of companies with lower employee engagement maturity.
  • Executives in companies with more mature employee engagement efforts are almost 3.5 times more likely to treat taking action on employee engagement studies as a high priority.
  • Companies with more mature employee engagement efforts are more than twice as likely to have their customer experience and HR organizations work together on their employee engagement efforts.
  • The report includes data for benchmarking your organization’s employee engagement competency and maturity levels.
  • Here’s a link to the 2014 study.

Download report for $195
BuyDownload3

The bottom line: Companies should invest more in employee engagement.

Report: Activating Middle Managers to Drive CX Change

1505_ActivatingMiddleManagers_COVERWe just published a Temkin Group report, Activating Middle Managers to Drive CX Change. Here’s the executive summary:

It’s hard to get any group of employees to change their behavior when their managers are still reinforcing old processes, measurements, and beliefs. Middle managers show up in organizations under a variety of titles, but regardless of the descriptor, they are the ones who execute plans, lead teams, and direct collective efforts to produce results. Because of the importance of these responsibilities, Temkin Group made “Activating Middle Managers” a key strategy in its change model, Employee-Engaging Transformation. In this report, we examine five categories of best practices for successfully activating middle managers in organizational change efforts: Involve Middle Managers in Shaping the Change, Engage Middle Managers in Goal Setting, Train Middle Managers on Key Skills, Provide Middle Managers Tools to Engage their Teams, and Connect Middle Managers with Customers. In this report, we also describe the critical role that senior leaders must play across all of these strategies.

Download report for $195
BuyDownload3

The report contains details on 21 best practices across five categories:

1506_ActivatingMiddleManagers21BPs

Download report for $195
BuyDownload3

The bottom line: You can’t drive change without activating middle managers.

Report: Engaging Millennials in the Workplace

1503_Millennial Engagement_COVERWe just published a Temkin Group report, Engaging Millennials in the Workplace, which provides five employee engagement strategies for younger workers. Here’s the executive summary:

Common estimates predict that the Millennial generation—those born between 1980 and 2000—will make up 60% of the workforce by 2020. As with each previous generation, this group of employees brings its own set of expectations, attitudes, and approaches to the job, which creates both challenges and opportunities for the organizations that employ them. Temkin Group research found that compared to other generations, Millennials desire opportunities to learn and advance their careers as well as opportunities that allow them to be creative and work flexible hours. To engage Millennials more effectively in the workplace, companies should deploy five strategies across Temkin Group’s Five I’s of Employee Engagement. These five strategies are: Expand Job Descriptions, Create Connections, Make Work Matter, Allow For Flexibility, and Develop Millennial Leaders. We also added a checklist to help HR departments drive these five strategies across their core processes.

Download report for $195
BuyDownload3

Here’s an overview of the five strategies:

1503_MillenialStrategies

Download report for $195
BuyDownload3

The bottom line: Engaging Millennials is no longer an optional focus.

Report: Employee Engagement Benchmark Study, 2015

1502_EEBenchmarkStudy15_COVERWe just published a Temkin Group report, Employee Engagement Benchmark Study, 2015, which is our annual analysis of U.S. employees. Here’s the executive summary:

We used the Temkin Employee Engagement Index to analyze the engagement levels of more than 5,000 U.S. employees. We found that although employee engagement overall has increased over the past year, engagement levels still vary by organization, industry, and individual. Companies with stronger financial performances and better customer experience have employees who are considerably more engaged than their peers. Our research also shows that out of all the industries, the construction sector has the highest percentage of engaged employees, while the transportation and warehousing sector has the lowest. We additionally found that large companies have a lower percentage of engaged employees than smaller companies do. On an individual level, our research shows that frontline employees, high-income earners, and males tend to be more highly engaged. Given the significant value of engaged employees, we recommend that companies improve engagement levels by mastering our Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent.

Download report for $195
BuyDownload3

This is the fourth year that we’ve released this study (see 2012 study, 2013 study, and 2014 study). Here are the results from the Temkin Employee Engagement Index over the previous four years:

EEBenchmarkOverview

Some of the other findings from the research include:

  • The number of highly and moderately engaged employees in the U.S. increased from 55% last year to 57% this year.
  • Compared with disengaged employees, highly engaged employees are 2.5 times as likely to stay at work late if something needs to be done after the normal workday ends, more than twice as likely to help someone at work even if they don’t ask for help, more than three times as likely to do something good for the company that is not expected of them, and more than five times as likely to recommend that a friend or relative apply for a job at their company.
  • Seventy-seven percent of employees in companies that have significantly better financial performance than their peers are highly or moderately engaged, compared with only 49% of employees in companies with lagging financial performance.
  • Companies that outpace their competitors in CX have 50% more engaged employees than those with CX that lags their peers.
  • Ninety-one percent of highly engaged employees always or almost always try their hardest at work, compared with 67% of disengaged employees.
  • 25- to 34-year-old employees are the most engaged group while 45- to 54-year-old employees are the least engaged.
  • Senior executives are 50% more likely than individual contributors to be highly or moderately engaged.
  • Of the 15 industries measured in the study, construction has the highest level of engaged employees while transportation and warehousing has the lowest.

Download report for $195
BuyDownload3

The bottom line: There are a lot of employees who can and should be more engaged.

Report: The Secret to B2B2C Customer Experience Success

1412_B2B2CCX_COVERWe published a Temkin Group report, The Secret to B2B2C Customer Experience Success. When a company doesn’t have sole control over the customer relationship, it has to recognize the entire system of relationships that influence the end customer’s experience, focusing on what we call B2B2C CX management. Here’s the executive summary:

Many companies reach their end customers through a variety of channel partners—from independent agents and dealerships, to resellers and distributors. Temkin Group defines B2B2C customer experience as enhancing the end customer experience in a way that satisfies the needs of channel partners. The B2B2C environment is complex and full of challenges that hamper companies’ ability to deliver great customer experience to their end customers, such as a lack of alignment with partners or a limited understanding of customers. Our research uncovered five B2B2C CX capabilities that companies require to succeed in delivering a great experience to end customers: Voice of the Partner, Customer Insights Cooperation, CX Capabilities Development, Partner Engagement, and Channel Management Collaboration. We also identified three prototypical B2B2C structures that impact how companies should apply the B2B2C CX capabilities for the most effective outcome. Use Temkin Group’s assessment to identify your company’s B2B2C structure.

Download report for $195
BuyDownload3

Here’s an overview of the five B2B2C CX capabilities:

B2B2CCXCapabilities

Download report for $195
BuyDownload3

The bottom line: Engage your partners to engage your customers.

Report: Social Employee Engagement

1407_Social Employee Engagement_COVERWe just published a Temkin Group report, Social Employee Engagement. The research shows best practices for infusing social tools into employee engagement efforts. Here’s the executive summary:

Temkin Group research shows that engaged employees are valuable assets. They try harder at work, are less likely to look for a new job, and feel more committed to helping the company succeed. We found that companies with stronger employee engagement competencies are more likely to use social tools as part of their internal efforts than other companies. For best results, companies should introduce these social capabilities into their employee engagement plans to enhance what we call the “Five I’s of Employee Engagement”: Inform, Inspire, Instruct, Involve, and Incent. We interviewed 17 companies for this report, including EMC, Fidelity Investments, Houlihan’s, Humana, Oracle, SunTrust Bank, TELUS, and USAA, and identified more than 20 best practices enabled by social tools. We also added a checklist to help organizations introduce social tools to employees.

Download report for $195
BuyDownload3

The report identifies best practices for using social tools across the 5 I’s of Employee Engagement:

1408_Social5Is

Download report for $195
BuyDownload3

The bottom line: Tap into social tools to engage employees

Report: State of Employee Engagement Activities, 2014

Purchase reportWe just published a Temkin Group report, State of Employee Engagement Activities, 2014. This is the second year that we’ve benchmarked the employee engagement efforts within large organizations. Here’s the executive summary:

Although engaged employees are a vital component of any successful organization, we have found that only 50% of employees at large organizations feel engaged. To understand how companies are working to improve these engagement levels, we surveyed executives from more than 200 large organizations. We found that frontline employees are the most engaged, and that while most firms do measure employee engagement, less than half prioritize taking actions based on the results. The lack of a clear employee engagement strategy contributes to the fact that only 19% of companies earned a strong or very strong score on the Temkin Group Employee Engagement Competency Assessment. Employee engagement leaders enjoy stronger financial results and deliver better customer experience than employee engagement laggards, and they also have more coordinated engagement activities, more empowered CX teams, and more committed executives. Compared to 2013, this year more companies have significant employee engagement activities, but overall these activities are performed less frequently. Use our assessment and data to benchmark your employee engagement competencies and maturity.

Download report for $195
BuyDownload3

Here are results from companies that completed Temkin Group’s Employee Engagement Competency and Maturity Assessment::

1407_EECompetencies

Download report for $195
BuyDownload3

The bottom line: Companies need to pay more attention to employee engagement

%d bloggers like this: