"Being a loved brand isn’t rocket science, you just have to be lovely. It’s simple but it’s not easy."
Why would you employ a consultant?
Philosophy and Approach
Consulting programmes are based on the philosophy that engaged employees perform better for their organisations, colleagues and customers. Cross-sector clients over the past ten years have proved this time and time again.
While the philosophy transcends sectors, the execution and desired outcomes will be different. For example, a commercial organisation may be looking to improve market differentiation, sales and consequently profit, whereas a public sector or not for profit organisation may be aiming to improve their reputation and reduce costs. However, all will have happier, more fulfilled, more productive and more engaged employees as a result.
Cranfield School of Management
Interview for CooperVision
What is an engaged employee?
There are many definitions but experience has demonstrated these key indicators:
- Employees are happier and more fulfilled
- They have greater self-esteem irrespective of role or status in the organisation
- They have little or no absenteeism
- They enjoy working and collaborating with their colleagues who they see as a group of like-minded people
- They become self-appointed custodians of the organisation’s brand and will work hard to maintain and protect its reputation with customers
- They often make extra discretionary effort to ensure customers have a great outcome
How much more successful could your organisation be if all of your people acted like this all of the time?
The framework was born out of 28 years’ experience at John Lewis and has evolved over 10 years cross-sector consulting. The framework is very flexible and programmes are designed around its elements bespoke to the specific requirements of the organisation. Those requirements could be based on existing maturity, budget or immediate need. Consequently some organisations have programmes that include all the elements of the framework, while others may utilise just one or two.
In practice the application is very much one of practical workshops and advice, helping organisations learn the techniques so they may become self-sufficient. This also means it is cost efficient as programmes are a series of short external interventions with the organisation’s mangers becoming responsible for the rollout of the programme, which also embeds ownership. Help and guidance is always immediately on hand if needed. It works! In the past ten years two programme sponsors within client organisations have been promoted to their Boards as Director of Customer Experience and three others have had Head of Customer Experience roles created for them.
- Mystery shopping
- Voice of the Customer and Voice of the Employee workshops
- A predominantly desk based review of current maturity including interviews with key individuals covering products and services, processes, channels and engagement
- Co-authoring the organisation’s customer experience strategy with an appointed senior manager or Board Director using the data collected during the diagnose element. Gaining agreement and sign off from the Board
- Working with the whole Board to gain consensus on key goals related to the strategy implementation to hold themselves and Engaging Service to account. Identifying any constraints or risks that may hinder execution
- Supporting the Board to agree on, and articulate, the purpose of the organisation and how it differentiates itself through the delivery of that purpose
- Working with principally front line employees to define and articulate the consistently delivered behaviours and attitudes for which the organisation is to become famous
- Employee and customer measurement programmes to evidence if the defined behaviours and attitudes are positively impacting both employees and customers
- Internal communication programmes to introduce the defined behaviours and attitudes with on-going interventions to maintain the momentum
- Support for the organisation’s managers to help them identify and overcome the leadership challenges they may face in leading a behaviour driven organisation. This looks at creating the opportunity to act as a leader, some basic leadership and coaching models and the self-belief required to be successful
Reward, Recognition and Appraisal
- To align the HR structures to the newly defined behaviours so that employees are rewarded not just for outcomes, but how they achieved them
- To ensure the advertising of roles is designed to attract the sort of people who will naturally behave in the way the organisation aspires to
- To validate that behaviour through a rigorous selection process
- To reinforce the behaviours and attitudes through a comprehensive induction programme
Interview for RBS
Interview by ITN for Think FM
These are often, but not always, to ensure continued rigour of implementation following a consulting programme. Consequently they are usually short appointments lasting between 12 and 24 months, providing extended support as the organisation evolves and fully embraces the behaviours and attitudes it wishes to become famous for. The greatest value for many clients is simply being ‘the customer on the Board’ ensuring that customer experience remains at the top of their agenda and doesn’t become subsumed by other pressing operational challenges.
Coaching and Mentoring
The relationship (coaching or mentoring) is agreed with the client in advance, usually depending on their maturity in their role. Often coaching or mentoring is with individuals, at all levels in organisations, who have come through a consulting programme and feel they need some personalised support to be their best and adapt to the changing requirements of their role. This can often happen when an organisation becomes behaviour driven. Support is usually provided for six to twelve months.