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1、Combining your Combining your EX and CX to EX and CX to fuel business fuel business growthgrowth2ContentsThe power of connected experiencesAligning EX and CX Program readinessCustomer EX+CX success storiesBest practicesUsing Qualtrics CrossXM48141823303As Experience Management(XM)leaders increasingl
2、y understand that business success doesnt happen without strong employee experience(EX),theres a growing desire to ascertain how they can activate employees across the organization to drive customer experience(CX)and the resulting business outcomes.”Benjamin Granger Chief Workplace Psychologist,Head
3、 of EX Advisory Services XM Institute,Qualtrics4The power of connected experiences5When it comes to gaining a competitive edge,organizations across the globe are increasingly evaluated on their ability to deliver great experiences whether theyre for employees,customers or the wider brand.After all,h
4、appy employees provide great customer service,and satisfied customers are much more loyal and likely to advertise the brand to others.But thats not all;great experiences lead to increased revenue,higher customer satisfaction,improved employee engagement and better brand recall.And thats just the tip
5、 of the iceberg.Whats happening below the surface is employee experience(EX)drivers contributing to customer experience(CX)outcomes.When employees are empowered to do their best work and operate effectively,they have a clear,demonstrable impact on customer and brand experiences that affect your bott
6、om line.Businesses that have mature CX and EX realizerevenue growth+2xThe power of connected experiences6Indeed,connecting EX and CX experiences gives HR and CX leaders holistic insight into the relationship between experiences,and how those combinations lead to interactions that benefit the organiz
7、ation.TeamHRCXRationale for EX+CX+Highlights that HR is a value center+Shows the impact of EX driving topline business success+Align HR with the C-suite+Drives investment in people while reducing costs+Adds a new lever for customer retention+Prioritize areas of opportunity+Get more lines of business
8、 to drive success+Lead with customer-centricity+Align CX with the C-suiteOutcomes+Link revenue to EX efforts+Increase frontline employee retention+Brings C-suite into the picture+Decrease costs+Increase customer and employee retention+Guide business decisions based on customer and employee outcomes+
9、Brings C-suite into the picture7But the fundamental challenge is determining which employee behaviors affect these customer and brand outcomes.HR leaders are being asked to analyze how employee behaviors affect things like retention,what customer interactions drive brand revenue,and how these trends
10、 show up in different operating locations,teams or contact centers.Aligning EX and CX9Today,most companies run their EX and CX programs separately.Data is captured across multiple disparate systems,while teams operate in silos.As a result,organizations dont know what engagement levers exist to drive
11、 customer,brand and business success.Of course,while EX and CX linkage analyses and reports exist,these are often one-off projects that are costly and time-consuming.Once the data is compiled,analyzed and insights extracted its typically far too late.Aligning EX and CXMost CX programs under utilize
12、the value of their EX engagement levers+CX and EX programs run independently+Linkage analysis are rare,bespoke,and a moment in time+No continuous way to practice CX and EXThe Status QuoOne-time services-led report,that cant be actioned or repeated easily.CrossXM AnalyticsYou have a holistic,repeatab
13、le programs that gives you competitive advantage.+Combine CX and EX data+Discover the EX levers that drive customer and business outcomes+Identify where to pilot an action plan+Plan and execute on that action plan+Measure progress over time10Instead,what you need are holistic,repeatable and scalable
14、 programs that give you a competitive edge.If you dont use a unified platform,a few things happen:+The process is very time-consuming and riddled with human errorWhen you have disconnected systems,you have to download CX and EX data sets and attempt to merge them.Whats important to note is that thes
15、e data sets are very complex;CX and NPS operate on a different scale compared to EX engagement data(top box,bottom box),and then you have to upload this data to a tool like SPSS for analysis.After the analysis,you then have to export the data into a system that can visualize and share the insight be
16、fore you can take action on them.11+You take unnecessary security risks exporting sensitive dataCompanies usually dont authorize the export of highly sensitive EX and CX data because its difficult to secure without the right tools and processes in place.When you move EX and CX data from system to sy
17、stem,you create unnecessary security risks.What you need is a purpose-built solution for employee and customer data,one that incorporates security as standard and acknowledges all HR security and data needs to maintain employee anonymity.+Insights are realized and actioned far too lateIn the absence
18、 of a platform that can automatically join EX and CX data to perform linkage and driver analyses,you waste valuable time trying to uncover EX drivers of CX.As mentioned above,having multiple data platforms into multiple environments takes time and adds human error,but as importantly,any insights gle
19、aned are acted on far too late,leading to missed opportunities and higher costs.However,with the right platform you can achieve EX and CX alignment to capture data across initiatives.This empowers you to quickly uncover strategic insights that contribute to the success experience programs.12EX Drive
20、rsCX OutcomesCX Drivers2456EX Outcomes13EX+CX Metrics Analysis PathwaysThe primary purpose of in-product CX+EX is to identify and prioritize EX drivers that also affect specific customer outcomes and metrics.Drivers are essentially the levers which organizations can pull to bring about business inte
21、ractions or results.13In addition,by understanding the patterns in local-level drivers,leaders can start to deliver more strategic changes to improve the overall employee experience in ways that positively affect the customer experience.MetricsOutcomesDriversCXFocusNPS,CSAT,CES,etc.Customer loyalty,
22、Share of wallet,Cost to serve,etc.Agent communication,Issue resolution,etc.EXAttrition,Employee tenure,Manager tenure Engagement,Wellbeing,Intent-to-stay,etc.Role clarity,Enablement,Manager effectiveness,etc.So when we look at EX drivers,we can start to see how they correlate with CX metrics and out
23、comes.Program readiness15Program readinessOf all the things you are already or ought to be doing to improve the employee experience,which of these actions are most likely to affect the customer and employee experience,and are you capable of doing so?Not every organization will be ready to execute on
24、 a connected EX and CX program.If an organization is too early in its experience management(XM)journey,it will most likely lack the key Competencies,Culture and Technology required to produce and then meaningfully act on the insights generated through connected EX and CX analytics.TechnologyA platfo
25、rm that enables you to capture,connect,analyze and act on employee and customer experience data.CompetencyThe necessary skills and actions required to build critical XM capabilities.CultureMindsets and beliefs that nurture XM-centric behaviors across your organization.16Ideally,youll already have th
26、e aforementioned elements in place,but as well as establishing the core XM Operating Framework,you also have to have:+Stakeholder support.Who is helping to drive the program?Are they bought into the idea that EX and CX are interconnected?And are they prepared to allocate the resources and attention
27、necessary to ensure success?You can get people on board and bought in using+The right kind of data.For this to work,you must have the right data in place for the technology you use to create insights.You may have to make adjustments such as changing the way you collect feedback from employees or cus
28、tomers,or revising the frequency of surveys and/or the questions and scales used.+A shared unit of analysis.If you want to uncover meaningful insights,you need to use work groups for analysis.Work groups are groups or teams that employees most identify with as their work unit;for example,sales teams
29、,customer call center teams,bank branches,etc.Having work groups provides you with a shared unit of analysis and makes it much easier to detect relationships.+CX and EX alignment.Whoever is responsible for leading the connection of your EX+CX programs should have the skills and authority to align th
30、em.17As well as the previous items,there are four categories of EX and CX alignment that help to structure your approach.By using these categories,you ensure you get the most meaningful and actionable data out of your analyses.The four categories of CX and EX alignmentVisualizePresent EX and CX insi
31、ghts in a single view+Anchor on key EX and CX metrics+Present within existing systems+Establish joint review protocolsInvolveWidely include employees within CX efforts+Identify employee-customer connection points+Seek out feedback from employees+Reinforce desired behaviorsAnalyzeExamine statistical
32、links between EX and CX+Identify meaningful units of analysis+Pinpoint future CX outcomes+Capture EX driversConvergeAlign EX and CX Technologies and Competencies+Create a unified vision+Establish a shared COE+Align platforms and processesLearn more about the categories of CX and EX alignmentLEARN MO
33、RECustomer EX+CX success stories19From its internal research,Lumen found that happy customers spent 37%more than unhappy ones,and that one of its primary drivers of unhappiness was when problems required multiple visits from technicians to resolve.Thats a CX problem.But rather than immediately imple
34、menting a CX solution,Lumens leaders performed a CX+EX linkage analysis.By joining two disparate yet highly related data sets CX outcomes from field technician visits and EX engagement insights from technicians visiting customers Lumen was able to make a valuable discovery:When employees feel recogn
35、ized for great service,they perform better.From the data,Lumen uncovered that technicians who are recognized for great service were 9x more likely to resolve customer issues within a single visit compared to those who did not.Happy customers spend 37%moreRecognized technicians are 9x more likely to
36、resolve issues in a single visit37%9x20Through a connected EX and CX program,Lumen uncovered critical insight and an opportunity to directly improve its top three priorities:+Top-line revenue:because happy customers spend more+Operational expenses:because it costs less when technicians can resolve i
37、ssues in one visit+Talent retention:those who are appreciated are less likely to seek other jobsRealizing the power of connected experiences,Lumen took several steps towards promoting and recognizing great customer service within its field services organization.21A top fast-food restaurant chain Cus
38、tomer data from this fast-casual restaurant demonstrated that its food and service is top-notch.So when it came to preparing for a major expansion,it wanted to gather employee experience data to investigate how each restaurant teams experience affected customer perception.However,it uncovered that w
39、hen the team making the food isnt in sync,customers could literally taste the difference.The restaurant chains CX+EX analysis found several correlations between employee experience and each of its key performance drivers.From food taste to order accuracy and speed,customers consistently reported bei
40、ng more satisfied at restaurant locations where employees reported high levels of trust and respect for each other,as well as good communication from the executive team.Through a connected EX and CX program,the restaurant chain learned that:+Engaged employees are more accurate+Trust among employees
41、correlates with better-tasting food+Empowered employees work fasterEngaged employees are more productiveGreat employee experiences drive customer outcomes+22As a result of the analysis,the restaurant chain has implemented more measures to build a culture where successful experiences among both emplo
42、yees and customers are considered necessary for it to thrive.Key findingsEmployees feeling enabled and bought into organization change is connected to customer satisfaction.Customer experiences such as speed,friendliness,order accuracy and taste are related to employees feelings of connection and tr
43、ust with each other,senior leaders and the companys border vision&values.EX Drivers+Company is making the changes necessary to compete effectively+The training I have received prepared me for my roleEX Drivers+I am involved in decisions that affect my work+The executive leadership team communicates
44、a clear vision for the future+I am enthusiastic about the purpose,mission and values+Team members trust and respect each otherCX Outcome+Overall satisfactionCX Drivers+Speed of service+Order accuracy+Staff friendliness+Taste of food24Best practices24Best practicesIf you want to get the most out of y
45、our EX+CX implementation and subsequent analyses,its important to follow best practices.Here,weve outlined some of the advice from XM professionals who routinely implement EX+CX programs and run the analyses.Dont make causal claims or overstate the findingsNo matter how sophisticated a tool or analy
46、tics platform is,you cannot definitely say that“EX Driver A”causes“CX Outcome B”,unless you pilot a well-designed intervention or conduct an A/B test with a control group.For example:Dont sayDo sayIncreasing well-being will lead to a 15%improvement in NPSLocations that increased employee engagement
47、scores by 1-point led to a 2-point increase in customer satisfaction If customer care agents are recognized for their hard work they will be 5Xs more likely to solve customer problemsLocations with higher well-being had 15%higher NPS scores A 1-point increase in employee engagement scores predicts a
48、 2-point increase in customer satisfaction scoresCustomer care agents that strongly agreed that they were recognized for their hard work were 5Xs more likely to solve customer problems25Avoid paralysis analysisDont get swept up with whether correlation or regression is enough to make causal claims,o
49、r obsess over the analysis.Instead,ask yourself:“Can I take action based on these findings?”Make a start,analyze your results and then go from there!Aggregate data at the right levelEnsure you aggregate at least some of the data at the appropriate level.The reason for this is twofold:one,we want to
50、avoid aggregation bias and two,the level of aggregation we choose should correspond to the questions were answering with our analysis.26Local-level aggregationWhen we aggregate EX and CX by location,it means that every datapoint in the dataset represents a location and all the scores are averages fo
51、r each specific one.If we were to think of the data model as a spreadsheet,it would look something like this:Burger joint location nameAverage employee recognition score for locationAverage employee motivation score for locationAverage customer satisfaction score for locationAverage customer loyalty
52、 score for locationEdgemont Fort UtahLake View NorthGrand View Little Rock 3.8752.6254.8754.253.1254.95.34.8753.7852.3754.8753.6253.8754.253.1254.63.1254.893.753.527Respondent-level aggregationBy aggregating EX but keeping CX at the response level,we can answer questions such as:“Based on our sample
53、,what is the relative predictive contribution of EX on CX for a given customer?”However,when we aggregate EX by location,but keep CX data at the individual customer level,every datapoint in the dataset represents a customer,and all the EX scores are the averages for the location that the customer do
54、es business with:Customer nameWould you recommend your local burger joint to others(0-10)?How satisfied are you with your local burger joints service?The average employee recognition score at the location of this customers transactionThe average employee motivation score at the location of this cust
55、omers transactionTony StarkPeter Parker Thor OdinsonOtto Octavius Clint Barton810629VeryVery SomewhatNot at allNeutral 4.8754.8753.8753.8753.8754.64.64.894.894.8928Use readily available control variablesIn some situations,you can have a successful location or work group even if they do everything wr
56、ong.For example,if one of your locations is the only place to grab lunch in a heavily trafficked area,its likely to have a lot of revenue even if the customer service is terrible and employee turnover high.When these instances occur,its important to“control”variables such as customer traffic and com
57、petitors in the area using regression analysis.29Measure risk and reward Even through comprehensive analysis,you may find that despite the insights and comprehensive methodology the risk of acting on them outweighs the rewards or benefits.+High confidence+High risk:For example,you might find after a
58、 thorough and sophisticated analysis that employee recognition leads to better customer outcomes.However,if the action that follows this finding is to invest in an untested and expensive employee recognition software,that may not necessarily be the best action to take.+Low confidence+Low risk:On the
59、 other hand,lets say you decide to run a bivariate analysis and find a very strong relationship between employee recognition and NPS.You could train your managers to better recognize employees through simple and cost-effective gestures like handwritten thank you notes,or kudos during team meetings.E
60、ven though correlation doesnt imply causation,we know that from other EX research,employee recognition correlates with increased motivation,lower turnover,and greater employee sentiment.Using Qualtrics CrossXM31Using Qualtrics CrossXMIntuitively,leaders already know that core business experiences ar
61、e interconnected.Happy employees that provide exceptional customer service contribute to a brands reputation and new business acquisition.But as outlined in this guide,the challenge is identifying the exact levers to pull to drive better business outcomes.As well as having the right methodology and
62、strategy in place,you must have the right tools to make your vision a reality.And now,you can finally do it in a scalable and sustainable way with Qualtrics CrossXM.Qualtrics CrossXM is the only enterprise solution available that empowers your teams to find the employee,brand and customer experience
63、s that maximize return across your organization.32But with CrossXM,HR teams and CX leaders can:+Analyze.You already have insight into what drives employee retention and engagement,but now you can connect your customer experience data to identify the exact employee behaviors that lead to customer and
64、 brand success.+Measure.By leveraging best-in-class artificial intelligence,powered by Stats iQ,CrossXM analyzes EX drivers of CX and BX outcomes and allows you to measure the business impact of these drivers on your bottom line.33+Validate.Plug in operational or business data,such as employee tenur
65、e or store size,to tie insights back to key outcomes:all without exporting any information.Plus,you can use end-to-end,in-platform reporting to visualize and share data with others.+Benchmark.Showcase your results,compare them against industry averages,and communicate experience management(XM)outcom
66、es to stakeholders with highly visual and fully customizable reports.Now,you can reduce time to action by giving leaders the information they need for change.+Improve.Join your EX and CX data to identify critical hot spot connections,trigger proactive alerts and workflows,launch personalized develop
67、ment plans,solicit employee feedback for continuous improvement and then develop and measure customer focus in employees.34Ready to get started?BOOK DEMOWith Qualtrics CrossXM,you have holistic,repeatable programs that give you a competitive advantage.By combining data from your employee,customer and brand experiences,youll unlock insights your competition simply doesnt have.