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:

25 tips for becoming a more purposeful leader

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

The bottom line: Purposeful leadership really matters!

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.

infographic of 6 levesr for gaining executive commitment to CX

You can download the graphic in several formats:

Purposeful People Are More Loyal Customers and Employees

Temkin Group has labelled 2017 The Year of Purpose, so we have been examining the topic of purpose across many different angles.

One of the areas we are interested in is the impact that a person’s level of purpose and meaning has on how they behave as an employee and customer. It turns out that it has a pretty significant impact in both of these areas.

In our latest U.S. consumer benchmark study, we asked a number of questions about people’s attitudes, employee behaviors, and company loyalty. As you can see in the chart below, people who believe that they lead a purposeful and meaningful life are better employees and more loyal customers.

Personal purpose and customer loyaltyThe bottom line: Purposefulness creates positivity across all aspects of life.

Want Better Employees? Be A Purposeful Leader

As you likely know, one of Temkin Group’s Four CX Core Competencies is Purposeful Leadership. It requires demonstrating 5 P’s of Purposeful Leaders: Persuasive, Passionate, Propelling, Positive, and Persistent.

Why should leaders bother to adopt these practices?

To answer this question, I took a look at our latest consumer survey and analyzed data from more than 5,000 full-time U.S. employees. As you can see in the chart below, employees who experience the behaviors of purposeful leaders are much more likely to do something that is good for the company even if it’s not expected of them.Employees work harder for personal leaders

This analysis highlights one piece of our dataset that shows how employees work harder for purposeful leaders. We see this same pattern across many other employee behaviors.

Being a purposeful leader is not about being a nice person or a likable manager. It’s about acting in a way that motivates employees and creates a higher performing organization.

The bottom line: Purposeful leaders have more dedicated employees.

Report: Infusing Culture Throughout The New Employee Journey

Infusing culture throughout the new employee journey reportWe 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:infuse culture throughout the four stages of the new hire journey

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Report Outline:

  • New Employees Need More Corporate Cultural Onboarding
    • New Hire Programs Fall Short on Culture
  • Companies Should Infuse Culture Across the Entire New Hire Journey
    • Stage 1: Establish Cultural Fit
    • Stage 2: Set Behavioral Expectations
    • Stage 3: Reinforce Positive Performance
    • Stage 4: Prioritize Sustaining Culture
  • The Path Towards A Culture-Focused Onboarding Program
    • Immediate, Near-term, and Long-term actions

 

Figures in the Report:

  1. How to Shape Culture by Impacting How Employees Think, Believe, and Act
  2. Six Areas of Culture Focus
  3. Infuse Culture Throughout the Four Stages of the New Hire Journey
  4. Examples of Culture-Focused Onboarding Across the Four Stages of the New Hire Journey
  5. LexisNexis Summer Intern Program
  6. The Oxford Commitment
  7. Safelite AutoGlass Customer Driven Model
  8. Touchpoint Services Keeps Employees Learning Through Daily LineUp Meetings
  9. Recommendations for Designing an Effective Employee Recognition Program
  10. Select TouchPoint Supportive Services Manager Training
  11. Channels for Listening to Employee Feedback
  12. Actions to Take to Strengthen Company Culture

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Report: Renovating Your Voice of the Customer Program

renovating your voice of the customer programWe 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:

Innovative voice of the customer practices

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Report Outline:

  • Voice of the Customer Programs Need an Overhaul
  • Six Trends That Will Reshape VoC and Customer Insights
  • Best Practices For Tapping Into VoC Trends
    • Trend #1: deep Empathy, Not Stacks of Metrics
    • Trend #2: Continuous Insights, Not Periodic Studies
    • Trend #3: Customer Journeys, Not Isolated Interactions
    • Trend #4: Useful Prescriptions, Not Past Descriptions
    • Trend #5: Enterprise Intelligence, Not Customer Feedback
    • Trend #6: Mobile First, Not Mobile Responsive
  • Introduce Innovation Throughout VoC Programs

 

Figures in the Report:

  1. Growing Role of Technology and Insight Sources in VoC
  2. Vendor-Submitted Best Practices By Trend
  3. Vendor-Submitted Best Practices By Trend
  4. Vendor-Submitted Best Practices BY Trend
  5. Innovative VoC Practices Across the Six Customer Insight Trends
  6. Intuit Design for Delight (D4D)
  7. GE Healthcare: Adventure Series
  8. Petsmart: Collecting Non-Mobile Feedback Through Mobile
  9. Mobile Telecommunications: Explore Variation by Channel
  10. Ally Bank: Design Standardized Methods For Prioritizing Insights
  11. Using Text Analytics to Understand Satisfaction Scores
  12. Example of Condensed Survey Design
  13. Probe for Immediate Survey Follow-Up
  14. Example of Mobile-Friendly Alert for Employees
  15. Customer Insights Readiness Checklist
  16. Mobile Feedback Transforms the Six D’s of Voice of the Customer

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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).

Happiness and appreciation impact Employee engagementAs 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

Activating executive commitment to customer experienceWe 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:

best practices for engaging senior leaders in customer experience

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Report Outline:

  • Without Senior Executive Involvement, CX Efforts Falter
    • Executives Must Become Purposeful Leaders
  • Six Levers For Activating Senior Executives
    • 1) Create Vision Clarity
    • 2) Share Compelling Opportunities
    • 3) Amplify Emotional Empathy
    • 4) Feed Intrinsic Motivations
    • 5) Enable First Steps
    • 6) Fuel Ongoing Confidence
  • Strategies For Different Levels of Executive Engagement

 

Figures in the Report:

  1. Senior Executives Don’t Always Demonstrate the Right Behaviors
  2. How Senior Executives Play a Critical Role in CX Efforts
  3. Blueprint for CX Leaders: Best Practices for Engaging Senior Executives across the Six Levers
  4. HR Support of Customer-Centricity, CX Leaders Versus Other Firms
  5. Sample Design Persona for an Online Travel Agency
  6. Integrating Executive Sponsors with Other Customer-Facing Roles at Oracle
  7. Disseminating Feedback to Spur Executive Action: Ciena’s Inside Out/Outside In CX Scorecard
  8. Sandy Spring Bank: Meeting in a Box
  9. CA’s Immersion Workshops
  10. Essential Elements of CX Governance
  11. Assessing Senior Executive CX Engagement
  12. Top Levers to Use with Executives by Engagement Level

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The Four CX Core Competencies (Infographic)

Hopefully you’ve read our FREE report, The Four CX Core Competencies. It outlines the blueprint to building a customer-centric organization. We’ve created this infographic to showcase the competencies:

  1. Purposeful Leadership: Operate consistently with a clear set of values.
  2. Compelling Brand Values: Deliver on your brand promises to customers.
  3. Employee Engagement: Align employees with the goals of the organization.
  4. Customer Connectedness: Infuse customer insight across the organization.

four customer experience core competencies

You can also download an 18″ x 24″ poster version.

Report: Employee Engagement Competency & Maturity, 2017

Employee Engagement Competency and maturityWe 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:Employee engagement competencies

employee engagement competency assessments

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CX Competency: Employee Engagement (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, Employee Engagement, where the goal is to align employees with the goals of the organization.

Here Are Five I’s of Employee Engagement:

employee engagement


CX Sparks: Guides For Stimulating Customer Experience DiscussionsThis video is a great introduction to a discussion with your team. That’s why we’ve created a CX Sparks guide that you can download and use to lead a stimulating discussion.

Report: The State of CX Management, 2017

The state of customer experience management reportWe just published a Temkin Group report, The State of CX Management, 2017.

For the eighth straight year, Temkin Group has evaluated the state of Customer Experience (CX) management at large companies. It includes a lot of details about customer experience within large organizations and examines their effectiveness across Temkin Group’s Four CX Core Competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.

When we analyzed their efforts and their progress this year, we found that:

  • While only 8% of companies view themselves as industry leaders in CX today, 55% aspire to be leaders within three years.
  • A majority of companies have a CX executive in charge of their efforts and a central team who coordinates significant CX activities. The median number of CX staff members falls between 11 and 15 full-time professionals.
  • Companies find significant value in working with voice of the customer vendors, and the percentage of companies who get value out of this relationship has been steadily increasing.
  • We used Temkin Group’s CX Competency and Maturity Assessment, which evaluates four CX competencies­ (Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness) to benchmark the maturity of companies’ CX efforts and found that only 10% of companies have reached the highest two levels of customer experience, while 59% still find themselves in the lowest two stages.
  • When we compared CX leaders with CX laggards, we discovered that the leaders enjoy stronger financial results, are more likely to have senior executives leading company-wide CX efforts, employ more full-time CX employees, use more experience design agencies, and feel more supported by senior leaders.
  • This report also includes an assessment that companies can use to benchmark their CX efforts and capabilities.

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Here are the results from Temkin Group’s CX Competency & Maturity Assessment:

results from customer experience competency and maturity assessment

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Report Outline:

  • Customer Experience Management Within Large Firms
  • Assessing The Four Customer Experience Core Competencies
  • Comparing CX Leaders and CX Laggards
  • Assess and Improve Your CX Competencies

 

Figures in the Report:

  1. Customer Experience Today and Future Ambitions
  2. Customer Experience Leadership and Coordination
  3. Customer Experience Coordination and Staffing
  4. Customer Experience Team Effectiveness
  5. Customer Experience Tools and Services
  6. Customer Experience Tools and Services (2015 to 2017)
  7. Quality of Customer Experience Across Different Channels
  8. Quality of Customer Experience Across Different Channels (2015 to 2017)
  9. Obstacles to Customer Experience Success
  10. The Four Customer Experience Core Competencies
  11. Temkin Group Customer Experience Competency Assessment
  12. Results From Temkin Group’s Customer Experience Competency and Maturity Assessment
  13. Customer Experience Maturity and Competency Based on CX Executive Leadership
  14. Results From Temkin Group’s Customer Experience Competency and Maturity Assessment(2010 to 2017)
  15. Most Frequently Practiced Customer Experience Competency Attributes
  16. Least Frequently Practiced Customer Experience Competency Attributes
  17. Customer Experience Competency Attributes that Improved and Declined Between 2016 to 2017
  18. Overview: CX Competency Leaders Versus CX Competency Laggards
  19. Effectiveness of CX Teams, CX Leaders Versus CX Laggards
  20. Use of CX Tools and Services, CX Leaders Versus CX Laggards
  21. Effectiveness of CX Tools and Services, CX Leaders Versus CX Laggards
  22. Quality of Customer Experience Across Different Channels, CX Leaders Versus CX Laggards
  23. Obstacles to CX Success, CX Leaders Versus CX Laggards
  24. Executive Priorities, CX Leaders Versus CX Laggards
  25. Percentiles of Results From Temkin Group’s CX Competency and Maturity Assessment

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Report: The Four Customer Experience Core Competencies (Free)

the four customer experience core competenciesIf you are only going to read only one thing about customer experience, then this report is it. It’s the blueprint for building a customer-centric organization… and it’s free.

We just published a Temkin Group report, The Four CX Core Competencies. This blueprint to building a customer-centric organization is an update to our groundbreaking research that was originally published in 2010 and updated in 2013.

Temkin Group has conducted multiple large-scale studies demonstrating that customer experience (CX) is highly correlated with loyalty across many different industries, in both business-to-consumer and business-to-business environments. When customers have a good experience with a company, they are more likely to repurchase from the company, try its new offerings, and recommend it to others.

While many companies try to improve their CX by making superficial changes, Temkin Group has found that the only path to lasting differentiation and increased loyalty is to build a customer-centric culture. Temkin Group has studied hundreds of companies to uncover the difference between CX leaders and their less successful peers, and has identified four CX competencies that companies must master if they wish to build and sustain CX differentiation:

  1. Purposeful Leadership: Operate consistently with a clear set of values. (see video)
  2. Compelling Brand Values: Deliver on your brand promises to customers. (see video)
  3. Employee Engagement: Align employees with the goals of the organization. (see video)
  4. Customer Connectedness: Infuse customer insight across the organization. (see video)

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This whiteboard video describes the Four CX Core Competencies:

Here’s an infograhic with the best practices described in the report:the four customer experience core competencies

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Report Outline:

  • Customer Experience: The Case For A New Approach
  • The Customer Experience Core Competencies
    • Purposeful Leadership: Operate with Clear and Consistent Values
    • Compelling Brand Values: Deliver on Your Brand Promises to Customers
    • Employee Engagement: Align Employees with Goals of the Organization
    • Customer Connectedness: Infuse Customer Insight Across the Organization
  • The Journey to Customer Experience Maturity
  • Assessing Your Customer Experience Competency

 

Figures in the Report:

  1. Customer Experience Correlates To Loyalty
  2. The Four Customer Experience Core Competencies
  3. Strategies For The Four CX Core Competencies
  4. Characteristics of Strong Brand Promises
  5. Employee Engagement Virtuous Cycle
  6. Six D’s of a Successful Voice of the Customer Program
  7. Operationalize Critical Fixes: Four Closed Loops For Taking Action
  8. Design Personas
  9. Example of a Customer Journey Map
  10. The Customer Journey Mapping Pyramid
  11. Strategies For Designing Experiences Based on Human Behaviors and Biases
  12. Six Stages of Customer Experience Maturity
  13. Temkin Group’s Customer Experience Competency and Maturity Assessment

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Focus On Employee Engagement, Not Employee Experience

We are finally seeing a movement by the general business world to seriously focus on the role and value of employees, which is why “Embracing Employee Engagement” is one of our 2017 CX Trends. Temkin Group has viewed employee engagement as a critical foundation for customer experience since our inception. It’s one of our Four CX Core Competencies.

While the trend is great, there’s still a long way to go. I’d love to see many more human resources organizations recognize that employee engagement is one of their strategic objectives (see my post, HR Execs: Wake Up To Employee Engagement!).

employee engagementAs this area has gained attention, there’s been a troubling misunderstanding creeping up in the dialogue. People are confuscating Employee Engagement with Employee Experience. They are not the same.

It’s important to understand the distinction, because only one of them is the foundation to success. So let’s look at each of them:

  • Employee Experience deals with how employees enjoy their job or environment. It deals with making things fun and enjoyable. People often say things like “let’s treat the employees’ experience like we do the customers’ experience.” They think of ways to make the work place more exciting and fun, by adding things outside of work like pizza parties and gift swaps. Employee experience can be measured by questions like “how much fun do you have at work.
    • My take: This is a very nice thing to do for your employees, but it is insufficient to drive success.
  • Employee Engagement deals with how committed employees are to the mission of their organization. It deals with human beings’ intrinsic needs for a sense of meaningfulness, choice, competence, and progress. People who want to affect change in this area must focus on the design of the work environment using what we call the Five I’s: Inspire, Inform, Involve, Instruct, and Incent. Employee engagement can be measured by the three questions in the Temkin Employee Engagement Index.
    • My take: This is a requirement to drive long-term success.

If you want to build a high performing organization that consistently delivers great customer experience, then you need to focus on employee engagement. If you happen to improve employee experience along the way, then that’s an added bonus.

The bottom line: Focus on employee engagement, not employee experience.

P.S. Based on some great comments to this post, I want to clarify something. Improving employee experience is not a bad thing. But a company should not be focusing its energy on improving employees experience just for the sake of that improvement. The ultimate goal should be in creating an engaged workforce, not just ensuring that employees enjoy their work experience. See my post: Are You Creating Engaged or Entitled Employees?

Report: Employee Engagement Benchmark Study, 2017

We just published a Temkin Group report, Employee Engagement Benchmark Study, 2017. This is the sixth year that we’ve published the benchmark of U.S. employees. The research is based on an online survey on Q3 2016. (Take a look at our Employee Engagement Resource Page).

For the sixth year in a row, Temkin Group used the Temkin Employee Engagement Index to analyze the engagement levels of more than 5,000 U.S. employees. We found that:

  • Sixty-three percent of U.S. employees are “highly” or “moderately” engaged – the highest level we’ve seen in the six years we’ve conducted this study.
  • Companies that outperform their competitors in both financial results and customer experience have more engaged workers.
  • Compared to disengaged employees, highly engaged employees are almost five times more likely to recommend the company’s products and services, they are over four times more likely to do something that is good, yet unexpected, for the company, they are three times more likely to stay late at work if something need to be done, and they are over five times more likely to recommend an improvement at the company.
  • Companies with 501 to 1,000 employees have the highest percentage of engaged employees, while companies with 10,000 or more employees have the lowest.
  • On an individual level, our research shows that the most highly engaged employees tend to be those who regularly interact with customers, who are highly educated, who earn a high income, and who are executives.
  • Forty-nine percent of construction employees are highly engaged, the highest level of any industry. At the other end of the spectrum, only 20% of employees in public administration are 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.

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

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Report Outline:

  • Employee Engagement Is On The Rise
  • Which Employees Are Most Engaged?
  • Master the Five I’s of Employee Engagement

 

Figures in the Report:

  1. Temkin Employee Engagement Index(TEEI)
  2. Engaged Employees Are Valuable Assets
  3. Engaged Employees Try Harder
  4. Customer Experience Leaders Have More Engaged Employees
  5. Temkin Employee Engagement IndexBy Industry
  6. Temkin Employee Engagement IndexBy Industry (2014 to 2016)
  7. Temkin Employee Engagement Index(TEEI) By Sie of Company
  8. Temkin Employee Engagement Index(TEEI) BY Amount of Customer Contact and Role Within Organization
  9. Temkin Employee Engagement Index(TEEI) By Organizational Role
  10. Temkin Employee Engagement Index(TEEI) By Age
  11. Temkin Employee Engagement Index(TEEI) By Income Level
  12. Temkin Employee Engagement Index(TEEI) By Education Level
  13. Results From Employee Engagement Competency Assessment

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Here are previous employee engagement benchmark studies: 2016, 2015, 2014, 2013, 2012.