Do Happy Employees Lead to Happy Customers?: Revisiting the Employee-Customer Relationship
|
|
- Darren Rice
- 6 years ago
- Views:
Transcription
1 Do Happy Employees Lead to Happy Customers?: Revisiting the Employee-Customer Relationship AMA Web Cast October, 2008 Rick Garlick, Director of Consulting and Strategic Implementation, Maritz Research
2 The Service-Profit Chain Increased Increased Employee Employee Satisfaction Satisfaction & Commitment Commitment Increased Increased Customer Customer Satisfaction Satisfaction & Loyalty Loyalty Growth Growth in in Revenues Revenues & Profits Profits Operating Strategy and Service Delivery System Service Delivery Employee Satisfaction Revenue Revenue Growth Growth Internal Internal Service Service Quality Quality Capability Loyalty External External Service Service Quality Quality Value Value Customer Customer Satisfaction Satisfaction & Loyalty Loyalty Productivity Customer Profitability Profitability Source: Heskett, J. L., Sasser, W. E., & Schlesinger, L. A. (1997) The Service Profit Chain. New York: Free Press.
3 Customers Frequently Defect Because of Poor Experiences with Employees Reasons for Customer Defection Other Service (43%) Employee Attitude and/or Behavior (77%) Other Nature of Service Failure
4 Employee engagement and service quality delivery are only moderately correlated Employee Engagement (14%) Service Quality
5 What Can Employees Tell Us? Their degree of engagement and commitment to the organization and its success Performance climate, including leadership, work environment, communication, and relationships with co-workers Their jobs and their place in the organization What customers like and/or dislike about their experiences with a company, its products and services, its people, and/or its business processes What facilitates or inhibits creation of a positive customer experience 44% of US consumers say a poor call center experience was the sole reason they stopped doing business with a company* * SOURCE: 2007 CFI CALL CENTER SATISFACTION REPORT
6 A Framework of Employee Measurement Leadership & Management Conventional Employee Surveys Performance Climate Overall Employee Engagement Business Results My Job & My Place In This Organization Customer Orientation & Focus Customer Satisfaction & Loyalty
7 Leadership and Management CONVENTIONAL SURVEY MEASURES My company genuinely listens to and cares about its employees. Senior management s actions are completely consistent with its words. My supervisor is concerned about my personal well being. CUSTOMER-FOCUSED SURVEY MEASURES Senior executives in our company have frequent direct interaction with our customers Senior executives in our company have frequent direct interaction with customercontact employees Feedback from front-line managers and employees must pass through several layers of management before it reaches senior executives (-)
8 Performance Climate CONVENTIONAL SURVEY MEASURES Our company only hires individuals who are qualified to do the work they are assigned to perform All employees in our company are given an equal opportunity for advancement Open and honest dialogue is encouraged here My company is a fun place to work Work expectations at my company are realistic and fair CUSTOMER-FOCUSED SURVEY MEASURES Everyone in my company contributes to a team effort to satisfy customers Employees in marketing frequently interact with customer-contact employees regarding the levels of quality and service to be delivered to customers Our salespeople often make promises and commitments to customers that the company cannot deliver (-)
9 My Job and Place in the Organization CONVENTIONAL SURVEY MEASURES I know exactly what is expected of me in my role My job gives me a strong feeling of personal accomplishment I have real opportunities to develop the skills I need to do the best job possible I have real opportunities to learn and develop at my company I am recognized for my work performance in ways that are important to me My work and personal life are well balanced CUSTOMER-FOCUSED SURVEY MEASURES I spend a great deal of time on the job attempting to solve customer problems over which I have little control (-) I have the authority I need to respond promptly to customer complaints and requests I understand how my job relates to satisfying our customers
10 Customer Orientation and Focus ADDITIONAL EXEMPLARY MEASURES My company always acts in the best interests of its customers. My company eliminates processes and procedures that interfere with best serving my customers. Employees in my company are given incentives to provide the best possible service to our customers. My co-workers consistently think about how to better serve our customers. Our company has formal programs and processes for improving customer satisfaction Our company sets specific goals for achieving and improving customer service and satisfaction Our company effectively uses technology to deliver a consistently positive customer experience Our company commits the resources required to fulfill the needs and expectations of customers
11 Three Areas We Typically Evaluate Employee engagement: Defined as how much satisfaction and loyalty employees feel toward their jobs. Customer affinity: Defined as how much employees enjoy their interactions with customers. Customer service perceptions: Defined as how employees evaluate the quality of service provided by their companies.
12 The Study 1478 full-time employees 18 years or older Work 30+ hours or more per week Not self employed Wide variety of business sectors Conducted online Panel provided sample February 2008 Wide range of questions 65 total questions surveying attitudes toward employer
13 Key Drivers of Employee Engagement Do Not Include Customer-Focused Issues I have real opportunities to learn and develop at my company. I am able to use my best talents every day in my job. My company genuinely listens to and cares about its employees. I have real opportunities to develop the skills I need to do the best job possible. My company s values are completely consistent with my own values. I am completely satisfied with the way my organization communicates with me. My company actively encourages creativity and innovative thinking. At my company, it seems like we re all on the same team, working for the same goals. Work expectations at my company are realistic and fair. I completely trust my employer to look out for my best interests.
14 Key Drivers of Customer Affinity Include A Mix of Engagement and Customer-Focused Items I look forward to coming to work every day. My work gives me a strong feeling of personal accomplishment. I am able to use my best talents every day in my job. Our customers would rate the service we deliver as 'excellent'. I completely understand how my work impacts customers experiences. I completely trust my employer to look out for my best interests. I am completely satisfied with the way my organization communicates with me. My company s values are completely consistent with my own values. Open and honest dialogue is encouraged here. My company has the necessary capabilities to fulfill the needs and expectations of our customers.
15 Perceptions of customer service are driven almost exclusively by customer-focused issues Policies, systems, and procedures at our company support the delivery of outstanding customer service. My company s policies and procedures make it easy to satisfy customers. My company commits the resources required to fulfill the needs and expectations of our customers. My company has the necessary capabilities to fulfill the needs and expectations of our customers. Salespeople at our company rarely make promises and commitments to customers that our company cannot deliver. My company provides effective training to support excellent customer service. My company s commitment to customers is reflected in senior management s decisions. My company sets specific goals for achieving and improving customer service and satisfaction. My company has effective formal programs and processes for improving customer satisfaction. My company frequently seeks suggestions for improving customer satisfaction from employees who have regular contact with customers. My workgroup has a clear understanding of our customers needs.
16 What Does This All Mean? Employee engagement has some impact on the customer experience. Positive cultures attract and retain a better talent pool. Happy employees enjoy interacting with customers more than unhappy employees. Employee engagement is necessary, but not sufficient to produce positive customer experiences.
17 What Does This All Mean? Happy customers produce happy employees. When a company has satisfied customers, employees feel less stress and enjoy customer interactions to a greater extent. Having a personal sense of mission toward customers is an essential link in the employee-customer relationship. Important to connect to the employee s personal values Customer satisfaction is as much a product of a strong system as it is having engaged employees. Put a good person in a bad system and the system will win every time. Both customers and employees will be aligned against the company.
18 Recommendations Strive to create a customer-focused culture in the workplace. Examine whether policies are truly customer-serving vs. primarily company-serving. Provide meaningful recognition and incentive programs to associates at all levels who provide great customer service. Focus on customer service rather than operational efficiency. Evaluate the resources that are committed toward providing customer service. Talk directly to customer-facing associates about the factors that either facilitate or inhibit a positive customer experience. Empower people to resolve customer complaints or problems without having to escalate the issue to a manager.
19 Recommendations Evaluate the effectiveness of training programs relative to customer service. Is customer service emphasized in employee training? Are there clear guidelines for providing customer service? Is training sufficient to give people a thorough knowledge of their jobs? Emphasize the importance of everyone s contribution to the customer experience. Clearly communicate to everyone how critically important his or her job is to creating a positive overall customer experience. Connect each person s job to his or her own personal value system. Recognize all, not just some. Celebrate customer success stories.
20 Recommendations Managers must involve everyone and create a strong team feeling. All employees should feel he or she has a stake in everyone else s success. Consider implementing team recognition. Create activities to foster relationships and team cohesion. Seek suggestions from employees at all levels of the organization for improving customer Although it is understandable that salespeople want to sell as much as possible, there is a clear breakdown between what is being promised and what can be reasonably delivered. Evaluate the reasons for this discrepancy Staffing issues? Process issues?
Engaging Customer-Facing Bank Employees to Create a Service Culture
Engaging -Facing Bank Employees to Create a Service Culture By Rich Brose, Director, Research Consulting, Financial Services Research Group, Maritz Research Introduction Bank executives are striving to
More informationTeam Conversation Starters
Team Conversation Starters This guide is intended to help you get started during your action planning session and/or to dig deeper into understanding the feedback you receive from your employees during
More informationOur Journey in Creating a Memorable Customer Experience. Vision Mission Values Culture
Our Journey in Creating a Memorable Customer Experience Vision Mission Values Culture What s Inside Message from the Chairman......................................... 2 What Customers Bank Stands For...................................
More informationGRADUATE SCHOOL 2018 ADVANCING THE UNIVERSITY S MISSION: ENJOY BEING PART OF THEIR DEPARTMENT
For the Employee Engagement Survey (EES) there were 20 respondents in compared to 11 respondents in who identified their department within the Graduate School. For, the survey was sent to 20 active employees
More informationGeneral Information. 1. What department do you work for? 2. How long have you worked for the City? 3. Supervision: Do you supervise other employee(s)?
General Information 1. What department do you work for? Administrative Services City Attorney Community and Economic Development Community Services Court Executive Human Resources & Risk Management Police
More informationOUTLINE. Leadership authority Empowerment in the workplace The quality imperative. By Mrs. Shaikha Alhogail & Mrs. Manal AlSolami
OUTLINE Leadership authority Empowerment in the workplace The quality imperative 1 QUOTES As we look ahead into the next century, leaders will be those who empower others. Bill Gates Never tell people
More informationEmployee Engagement Hierarchy
Employee Engagement Hierarchy WHERE DO YOU START? Identifying the elements of employee engagement was no easy task. To determine what employees needed for growth, development and high performance, Gallup
More informationLesson 7: Motivation Concepts and Applications
Lesson 7: Motivation Concepts and Applications Learning Objectives After studying this chapter, you should be able to: 1. Describe the three key elements of motivation. 2. Evaluate the applicability of
More informationBUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
More informationLeadership Framework Behavioral Worksheet FIRST LEVEL LEADER. How to Use the Leadership Framework Behavioral Worksheet
How to Use the Leadership Framework Behavioral Worksheet Purpose: This worksheet takes the competencies from the Leadership Framework and turns them into concrete behaviors. This will help you understand
More information30 Course Bundle: Year 1. Vado Course Bundle. Year 1
30 : Year 1 Vado s 30 Year 1 Vado 1. Employee Career Aspirations Coaching Career Development 2. Communicate Clear and Concise Messages Communication Skills for Managers 3. Conflict Management Expectations
More informationPerformance Skills Leader. Individual Feedback Report
Performance Skills Leader Individual Feedback Report Jon Sample Date Printed: /6/ Introduction REPORT OVERVIEW Recently, you completed the PS Leader assessment. You may recall that you were asked to provide
More informationAction Against Hunger-USA Our Core Values
Action Against Hunger-USA Our Core Values Why do we need Core Values? Our Core Values serve as: o The foundation of Action Against Hunger- USA s culture o Key measures of our success o The underlying principles
More informationAugust 4, 2010 Information Requests Round 1
August 4, 2010 Information Requests Round 1 CAC/MSOS (MPI) 1-50 Reference: 2009 Annual Report page 27. Preamble: In response to Goal 6, one of MPI s strategies is To continue to respond to the issues raised
More information7 Quality Organizations and Service. Copyright 2016, 2013, 2011 Pearson Education, Inc. 1
7 Quality Organizations and Service Copyright 2016, 2013, 2011 Pearson Education, Inc. 1 PERFORMANCE PROFITS CUSTOMERS Copyright 2016, 2013, 2011 Pearson Education, Inc. 2 After studying these topics,
More informationThe Challenge of Building and Sustaining a Strong Service Climate
RESEARCH RESEARCH WHITE PAPER March 2013 The Challenge of Building and Sustaining a Strong Service Climate By D. Randall Brandt, Ph.D., Senior Vice President, Customer Experience Management 2013 Maritz
More informationImproving Morale and Increasing Psychological Safety
Improving Morale and Increasing Psychological Safety Steven Lovett, Ph.D. Chief, Psychology VA Palo Alto Lisa K. Kearney, Ph.D., ABPP Associate Director for Education VA Center for Integrated Healthcare
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationEmployee Engagement Now More Than Ever!
Employee Engagement Now More Than Ever! Understanding, Measuring, and Improving Engagement in Your Organization Leading, and Managing Today s Workforce SIHRMA Skagit-Island Human Resource Management Association
More informationBuilding A Team Who Will Walk Through Walls for You Presented by: Sarah Hanna CEO
Building A Team Who Will Walk Through Walls for You Presented by: Sarah Hanna CEO 252 W. Market Street Tiffin, Ohio 44883 888-811-2250 ext. 102 www.ecsbillingnorth.com sarahhanna@ecsbillingnorth.com A
More informationcreating a culture of employee engagement
creating a culture of employee engagement creating a culture of employee engagement 2 Introduction Do your employees report a strong sense of purpose at your company? Do they trust senior management and
More informationCreating a Customer Centric Organization
RESEARCH BRIEF Creating a Customer Centric Organization The Key Drivers of Customer Loyalty Bill Kowalski Integrity Solutions The Sales Management Association +1 312 278-3356 www.salesmanagement.org 2009
More informationWhen We re Feeling Better, They re Feeling Better. How Hospitals Can Impact Employee Behavior to Drive Better Care Outcomes
When We re Feeling Better, They re Feeling Better How Hospitals Can Impact Employee Behavior to Drive Better Care Outcomes This Perspectives focuses on the hospital industry. It examines the relationship
More informationHow to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives
How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the
More informationLEADING FROM THE HEART AND WITH YOUR PEOPLE
LEADING FROM THE HEART AND WITH YOUR PEOPLE WHY PARTICIPATIVE LEADERSHIP? Share decision making with group members Fosters a team approach to work and problem solving Helps to inspire and motivate people
More informationEmployee Engagement in New Normal. ARL HR Conference, December
Employee Engagement in New Normal ARL HR Conference, December 13 2012. Session Outline Some Local Facts Emergence of Employee Engagement Employee Engagement and Business Performance Global Facts Making
More informationEmployee Satisfaction Summary. Prepared for: ABC Inc. By Insightlink Communications October 2005
Employee Satisfaction Summary Prepared for: ABC Inc. By Insightlink Communications October 2005 Table of Contents Background and Methodology... 3 Note on the Results... 4 Executive Summary... 5 Corporate
More informationLesson 4: Continuous Feedback
PURPOSE The purpose of Lesson 4 is to describe how effective performance management is critical to the DoD culture of high performance; identify trust behaviors between supervisors and employees that build
More informationTHE ROLE OF THE IMMEDIATE SUPERVISOR
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Enhance_engagement_062513_wp_EMEA
More informationTHE EMPLOYEE ENGAGEMENT METRICS EXPLAINED
THE 10 EMPLOYEE ENGAGEMENT METRICS EXPLAINED Metric 1: PERSONAL GROWTH The Personal Growth Metric represents the level of autonomy employees have, whether or not they re improving their skills and if they
More informationLeadership MOT. Action Planning Guide
Leadership MOT Action Planning Guide Contents Contents Page Introduction 3 The questions 3 Understanding your report 4 Next steps 5 Action planning 7 Keeping everyone up to date 7 2 Introduction To help
More informationS E L E C T D E V E L O P L E A D H O G A N L E A D V A L U E S CORE VALUES AND MOTIVATORS FOR LEADERSHIP ROLES. Report for: John Doe ID: HA154779
S E L E C T D E V E L O P L E A D H O G A N L E A D V A L U E S CORE VALUES AND MOTIVATORS FOR LEADERSHIP ROLES Report for: John Doe ID: HA154779 Date: November, 09 2 0 0 9 H o g a n A s s e s s m e n
More informationDesigning Effective Compensation Plans
Designing Effective Compensation Plans Your employees are one of your most valuable assets. In fact, they may be the backbone of your business. That is why management consultants say that hiring and keeping
More informationEmployee Engagement White Paper
Employee Engagement White Paper Moving Past the Corporate Catch Phrase - Delivering On -Target Results unique factors Establishing and strengthening emotional bonds between the organization and employees
More informationMCE Talent Management and HR
MCE Talent Management and HR Page 1 Retain, Develop and Engage Your Management Talent Your people are your most expensive asset. Success depends on making sure this asset is productive. There are three
More informationHigh. Performance. Working (HPW) Improving Organisational. Performance SENIOR LECTURER WORK BASED LEARNING LORD ASHCROFT INTERNATIONAL BUSINESS SCHOOL
Improving Organisational Performance High Performance Working (HPW) PREPARED BY: JILL BALDWIN MA, MCIPD, FHEA, PGCE SENIOR LECTURER WORK BASED LEARNING LORD ASHCROFT INTERNATIONAL BUSINESS SCHOOL TOYOTA
More informationResearch Report: Forget about engagement; let s talk about great days at work
Research Report: Forget about engagement; let s talk about great days at work May 2017 What does engagement mean? And what exactly does an engaged employee look like? There are many different conceptual
More information10 RULES OF EMPLOYEE ENGAGEMENT. Thomas G. Cornillie, SPHR Director of Human Resources Cincinnati Incorporated April 24, 2013
10 RULES OF EMPLOYEE ENGAGEMENT Thomas G. Cornillie, SPHR Director of Human Resources Cincinnati Incorporated April 24, 2013 Employee Engagement To win in the marketplace you must first win in the workplace.
More informationWatch What You Cut: The Value of Formal Employee Recognition Programs on Organizational Performance and Profitability
RESEARCH WHITEPAPER March 2011 Watch What You Cut: The Value of Formal Employee Recognition Programs on Organizational Performance and Profitability by Rick Garlick, Ph.D. Senior Director of Consulting
More informationHow to Be a Leader Your Employees Never Want to Leave
LEADERSHIP How to Be a Leader Your Employees Never Want to Leave The very definition of leadership has evolved over the last few years. In the past, leaders climbed their way to the top and got people
More informationThe Workforce Generation Gap- The HR Nightmare. Bianca Moreiras, Consultant, Coaching & Speaker Bianca Moreiras & Associates
The Workforce Generation Gap- The HR Nightmare Bianca Moreiras, Consultant, Coaching & Speaker Bianca Moreiras & Associates Generation timeline 1922-1945 Veterans, Silent, Traditionalists 1946-1964 Baby
More informationBring Out the Best in Your People
Bring Out the Best in Your People Key Principles for Building Positive Culture and Morale June 2014 Lockton Companies The roles of culture and morale are increasingly recognized for their wide-reaching
More informationTALENT ECONOMY LEADING IN A CRISIS
LEADING TALENT IN A CRISIS ECONOMY Contributors: Amy Mills, Ph.D., Vice President, Aon Consulting Seymour Adler, Ph.D., Senior Vice President, Aon Consulting Leading Talent in a Crisis Economy Organizations
More informationEvaluation and Revision: A Performance Evaluation SW 843. University of Kansas. May 4, 2006
Performance Evaluation Analysis 1 Running Head: PERFORMANCE EVALUATION Evaluation and Revision: A Performance Evaluation SW 843 University of Kansas May 4, 2006 Introduction Performance Evaluation Analysis
More informationGetting Engaged - What is Employee Engagement and Why Does it Matter?
Getting Engaged - What is Employee Engagement and Why Does it Matter? Employee engagement is critical for the success of any business. It is about having a workforce who wants to be there, who like what
More informationTeamwork. Making a Team that Works
Teamwork Recognition: Making a Team that Works One of the greatest benefits of a team-driven organization is the positive and progressive attitude that seems to radiate throughout the company. Employees
More informationBUSINESS MOTIVATORS. Terri Tester ACME Inc. 03/31/17 REPORT PROVIDED BY
BUSINESS MOTIVATORS ACME Inc. 03/31/17 REPORT PROVIDED BY Success Performance Solutions P.O. Box 458 Wind Gap, PA 18091 1-717-291-4640 www.successperformancesolutions.com/ Motivators are a collection of
More informationMetrics For The Service Desk
Metrics For The Service Desk About the Author Contents 2 The author of this report is SDI s Industry Analyst Scarlett Bayes. Scarlett is dedicated to providing insightful and practical research to the
More informationEMPLOYEE ENGAGEMENT. Administrative Office Circuit Court of Lake County, Illinois 2014 Court Employee Engagement Survey. Employee Growth & Development
Administrative Office, Illinois 2014 Court Employee Engagement Survey Supportive Co-Workers Employee Growth & Development Trustworthy Leadership Continuous Organizational Improvement EMPLOYEE ENGAGEMENT
More informationcambridge Institute for Family Enterprise
Professionalizing the Family Business: It s Not What You Think It Is John A. Davis Cambridge Institute for Family Enterprise cambridge Institute for Family Enterprise At some point in the life of a family
More informationChapter 9. Top Performance through Empowerment, Teamwork, and Communication
Chapter 9 Top Performance through Empowerment, Teamwork, and Communication Learning Objectives 1 Discuss empowering employees. 5 Describe team conflict. Distinguish the five types of teams. 2 3 Identify
More informationSummary of Comments on conflict_printable.pdf This page contains no comments
Summary of Comments on conflict_printable.pdf This page contains no comments Page: 6 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Conflict is normal Conflict is a natural part of the
More informationSTUDENT ORGANIZATION SUCCESS FRAMEWORK
STUDENT ORGANIZATION SUCCESS FRAMEWORK Student organizations at The Ohio State University provide opportunities for individual leadership development, organizational success and community engagement. The
More informationBuilding a Culture of Recognition in your Organization NOW! April 19, 2013
Building a Culture of Recognition in your Organization NOW! April 19, 2013 Building Recognition into your Organizational Culture NOW! Greg Butterfield Partner, Terryberry This is what we will share TODAY!!!
More informationSelf Assessment Guide for a Great Safety Culture
Self Assessment Guide for a Great Safety Culture Overview: Safety culture is in an intrinsic part of organization culture. Safety culture refers to the shared values, beliefs, and attitudes that influence
More informationGeneral Manager Finance. Purpose of the Finance & Corporate Service Team. Position Purpose. Key Accountabilities
General Manager Finance Reports To: Number of Direct Reports: Ca 3-4 Delegation of Financial Authority: Chief Executive Purpose of the Finance & Corporate Service Team "[Insert Delegation Information here]"
More informationSample Interview Questions
General Question Ideas Sample Interview Questions 1. Please tell us why you are interested in [this position] for [this organization]. What special qualities, skills and interests you would bring to the
More informationEmployee Engagement Leadership Workshop
Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,
More informationICMI PROFESSIONAL CERTIFICATION
ICMI PROFESSIONAL CERTIFICATION Contact Center Management Competencies The ICMI Professional Certification Contact Center Management Competencies specify job role-specific knowledge, skills and abilities
More informationMaking the Performance Evaluation Process Meaningful. Jen Rick Ryan Armsworthy James Kohan
Making the Performance Evaluation Process Meaningful Jen Rick Ryan Armsworthy James Kohan Objectives What is Performance Management? Setting Plan for Completion and Common Challenges Review of the Process
More informationDEAF DIRECT: Performance Management Policy: April Performance Management Policy
Performance Management Policy 1 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance
More informationFMEP: Facilities Management Evaluation Program
The Self-Evaluation Criteria FMEP: Facilities Management Evaluation Program 1.0 Leadership Senior leaders in an effective facilities organization set direction and establish customer focus, clear and visible
More informationDevelop working relationships with colleagues
Unit 229 Develop working relationships with colleagues UAN: Level: 2 Credit value: 3 GLH: 19 Relationship to NOS: Assessment requirements specified by a sector or regulatory body: Aim: R/506/1789 Management
More informationUAB Performance Management 07/03/2018. Title Page 1
UAB Performance Management 07/03/2018 Title Page 1 Performance Management at UAB 3 What is Performance Management? 3 Performance Management and Employee Engagement 4 UAB Success Model 5 Performance Management
More informationFacilitated by Beth Hannley, MA, EMBA Catalyst Consulting, Inc.
Facilitated by Beth Hannley, MA, EMBA Great leaders get great results. Some managers just seem to bring out the best in their employees, whether they are independent contributors or members of a team.
More informationStrengths. Opportunities. Engaged Not Engaged Actively Disengaged Engagement Index Ratio: % 61% 10%
Summary Grand Mean Respondents Current Mean Last Mean Mean Percentile Rank Strengths Current Mean 109 3.81 NA 31 Q1: Learn and Grow 4.9 Q05: Cares About Me 4.18 Opportunities Q03: Opportunity to do Best
More informationThe bad news is that yet few organisations who truly succeed in being customer focused.
In today's competitive market place there are few organisations who do not desire to be customer-focused.. Statistics show just how crucial customer retention can be: - Reducing customer defects can boost
More informationTalent Review and Development Process: A Step-by-Step Guide
Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.
More informationA Guide to Understanding & Improving EMPLOYEE ENGAGEMENT
A Guide to Understanding & Improving EMPLOYEE ENGAGEMENT By eloomi.com INTRO Most people think that happy employees are engaged employees but unfortunately that is rarely the case. Employee engagement
More informationUnleashing Intrinsic Loyalty in Your Team
Unleashing Intrinsic Loyalty in Your Team HR Indiana August 22, 2018 GlobalGiving is the largest global crowdfunding community connecting nonprofits, donors, and companies across the globe. We make it
More informationSTRATEGIC QUALITY PLANNING Seven Steps to Strategic Planning There are seven basic steps to strategic quality planning. The process starts with the
STRATEGIC QUALITY PLANNING Seven Steps to Strategic Planning There are seven basic steps to strategic quality planning. The process starts with the principle that quality and customer satisfaction are
More informationPERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators
PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators 2017-2018 1 GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management 2 Goal of Performance Management
More informationThe Role of the Manager in Impacting Employee Engagement. Presented by: Kerry Liberman, President People Perspectives LLC
The Role of the Manager in Impacting Employee Engagement Presented by: Kerry Liberman, President People Perspectives LLC 1 What is Employee Engagement? Willingness of employees to exert discretionary effort
More informationTwelve Habits of Highly Collaborative Organizations
less conflict, lower stress, an improved competitive advantage, a higher level of performance, and a healthier bottom line. Twelve Habits of Highly Collaborative Organizations 1. Lead by example. In highly
More informationClosed Loop Feedback. Accelerating Customer Obsession through Feedback. Sarah Maguire Head of Products Analytics RBS
Closed Loop Feedback Accelerating Customer Obsession through Feedback Sarah Maguire Head of Products Analytics RBS Information Information classification: classification: Internal Internal 1 Accelerating
More informationBusiness Assessment. Advisor Tool Galliard, Inc. All Rights Reserved
+ Family Business Assessment Advisor Tool 2015 Galliard, Inc. All Rights Reserved + Purpose: To discuss and assess six major focus areas for familyowned and closely-held businesses. 2015 Galliard, Inc.
More informationManagement Development Table of Contents
Table of Contents Table of Contents INTRODUCTION... 1 Mission... 1 Company Values... 1 Standards and Expectations... 3 The Role of the Manager... 6 Job Descriptions... 7 CUSTOMER SERVICE... 10 Overview...
More informationEnhancing Employee Engagement: The Role of the Immediate
Enhancing Employee Engagement: The Role of the Immediate Supervisor Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. enhance_engagement_111312_wp
More informationJOB DESCRIPTION VP of Branch Member Experience September 2017
JOB TITLE: Branch Member Experience Manager DEPARTMENT: Operations REPORTS TO: FLSA STATUS: Exempt SALARY GRADE: 11 JOB DESCRIPTION SUMMARY: The Branch Manager of Member Experience is responsible for directing
More informationhealthalliance Purpose, Vision and Principles
Principles Vision Purpose Statement Planning Manager, Procurement healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to the
More informationHow to Engage and Motivate Employees. Presented by: Hilary Maricle Nebraska Women in Ag 2018
How to Engage and Motivate Employees Presented by: Hilary Maricle hmaricle@gmail.com 402-741-0714 Nebraska Women in Ag 2018 Employees who feel they are valued and recognized for their contributions are
More informationBuilding and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks
Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward
More informationCULTURE GUIDE. This is who we are.
CULTURE GUIDE This is who we are. INFORM DO THE RIGHT THING CARE APPRECIATE PROFESSIONAL PASSION CUSTOMER EXPERIENCE INNOVATION TEAMWORK IMAGE EMPLOYEE EXPERIENCE INTEGRITY EXCELLENCE POSITIVE BE THE BEST
More informationSupervisor Core - Module 2 - Leadership in the Child Welfare System. Ohio Child Welfare Training Program,
Supervisor Core Module 2 1 Participants can miss no more than 15 minutes during the entire workshop, not per day. If you miss more than 15 minutes, you will be unable to receive credit for attending the
More informationSupervisor s Guide: Performance Evaluations
Supervisor s Guide: Performance Evaluations Table of Contents Introduction... - 2 - Benefits of Productive Performance Meetings... - 3 - Performance Goals Help Employees... - 3 - Performance Goals Help
More informationPage 1 of 5. Scott Wheeler. Knowing the Roles and Placing People in the Best Positions
Page 1 of 5 Scott Wheeler From: Clear Direction Inc. [mailer@cleardirection.com] Sent: Monday, February 10, 2003 3:18 PM To: scott@cleardirection.com Subject: Manager elesson 5 of 13 for: Sample Manager
More informationStarting a Safety Conversation. Why they re important and how to have them.
Starting a Safety Conversation Why they re important and how to have them. Introduction It s now generally recognised that health and safety management should embrace in a holistic way the interactions
More informationShowcase Your Workplace Culture To Attract Better Candidates
Showcase Your Workplace Culture To Attract Better Candidates How Your Employment Brand Gets Candidates Excited to Apply Showcase Your Workplace Culture To Attract Better Candidates Table of Contents Your
More informationPHCA Annual Convention. Welcome And Warm Up 9/10/2016. Culture/ Employee Engagement s Impact on Your Bottom Line, and How to Improve it
PHCA 2016 Annual Convention Culture/ Employee Engagement s Impact on Your Bottom Line, and How to Improve it Jack H. Lynn, Manager- Health Care Services Arnett Carbis Toothman LLP, CPAs & Advisors Jack.lynn@actcpas.com
More informationChapter 4 Motivating self and others
Chapter 4 Motivating self and others Defining Motivation Define motivation - The internal and external forces that lead an individual to work toward a goal o Intensity is how hard a person tries o Persistence
More informationThe School District of Lee County Division of Operations
The School District of Lee County Division of Operations District Based Administrator Evaluation System 2013-2014 Academic Year Table of Contents District Based Administrator Evaluation System Overview...
More informationCreating a Compelling Customer Experience
Creating a Compelling Customer Experience Presented by Andrew McMillan andrew.mcmillan@engagingservice.com 07572 188161 Service or Experience New (Old) Values An increasingly impersonal world Customers
More informationPERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators
PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators 1 GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management 2 Goal of Performance Management at San Jacinto
More informationCustomer Service strategy
Customer Service strategy and service standards Consolidating Excellence Culture change Collaboration Confident and competent workforce CUSTOMER SERVICE STRATEGY 2016/17 2018/19 Customer Insight Quality
More informationTHE INCONVENIENCE OF BATCH RECORDS IN A STERILE ENVIRONMENT ARE THERE DEEPER CONCERNS?
THE INCONVENIENCE OF BATCH RECORDS IN A STERILE ENVIRONMENT ARE THERE DEEPER CONCERNS? Major Risks and Control Categories Processes Equipment Systems People Predictable Results Human Error Risk Controls
More informationLeaders and Engagement
Leaders and Engagement Presentation for NAREIT Ilene Gochman, Ph.D. Global Leader, Integrated Talent Management, Korn/Ferry International October 15, 2012 What s Your Experience with Engagement? 2 Agenda
More informationbuilding your career Reaching your potential
building your career Reaching your potential At Tesco we want you to build your career and reach your potential, in a way that works for you We want everyone to feel welcome and valued. We are proud to
More informationDIXIE STATE UNIVERSITY 2017 Staff Employee Annual Review
DIXIE STATE UNIVERSITY 2017 Staff Employee Annual Review Annual evaluation period is the calendar year (January December). Supervisors must evaluate all full-time staff employees who have been in their
More informationExecutive Director Evaluation
Executive Director Evaluation From the National Center for Nonprofit Boards Introduction By failing to adequately evaluate the chief executive, many nonprofit boards miss an opportunity to express support
More information50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT
50 EMPLOYEE ENGAGEMENT IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT ! 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS: 50 EMPLOYEE ENGAGEMENT IDEAS AND TIPS 1 2 3 4 5 BE A BETTER BOSS! Immediate manager
More information