Aiding LSS Projects with Employee Surveys

Industry: All Industries

Keywords: Employee Frustrations, POP, Point of Pain

Level: Intermediate

LinkedIn: https://www.linkedin.com/in/johngoodman3/

Employee surveys are in disrepute in many companies but in fact can create strong incentives to improve internal service processes.

Making employee surveys actionable and strong evidence of broken processes that LSS should attack. Many employee points of pain waste significant time and cause frustration while also impacting external customers.

How do you create efficient employee input mechanisms that help create a strong business case for LSS process improvement.

Goodman will facilitate the discussion and encourage participants to describe how they have gotten the most effective employee input.

Get a "Two-Fer" by Fixing Joint Employee/Customer Problems

Industry: All Industries

Keywords: Employee Frustrations, POP, Point of Pain

Level: Intermediate

LinkedIn: https://www.linkedin.com/in/johngoodman3/

In most service environments, between 20 and 30 percent of serious points of pain (POP) for customers are also POP for front-line sales and service employees. Examples of poor internal service and support include ineffective guidance and empowerment for service reps, stale website data and knowledge management system (KMS) data and service staff inability to get answers from sales, marketing and operations. All three of these issues, in turn, cause their poor response to the customer. If the internal service problem is rectified, you also immediately fix the external response POP as well as reduce the cost of staff chasing answers they should have had. Attacking one joint problem can make you a hero with customers, the service staff, marketing and finance.

Key solutions to Employee POP that then enhance customer experience include:

• Creating internal service agreements that require timely, complete response to internal requests that affect external customer experience
• Creating accountability for website and KMS quality to assure customers can self-service and employees can find the data they need
• Enhancing customer expectations via an effective on-boarding process
• Focused increase in empowerment of front line to assure that key customer issues can be handled without escalation to management.

These three solutions are missing in over half of the companies that CCMC has assessed and are perfect targets for process improvement by the LSS function. Goodman will outline a joint survey methodology to identify overlapping problems that allows granular quantification of the frequency and damage of POP in terms of lost revenue, additional cost of service and damage to employee loyalty. Practical examples from the electronics manufacturing industry and financial services will be presented.

John A. Goodman

Vice Chairman, Customer Care Measurement & Consulting (CCMC), Washington, DC, USA

Mr. Goodman is Vice Chairman of Customer Care Measurement and Consulting (CCMC). The universal adages, “It costs five times as much to win a new customer as to keep an existing one.” and “Twice as many people hear about a bad experience as a good one.” are both based on his research. He helped lead the 2022 National Rage Study as well as the 2021 National Delight Study, providing the latest data on complaining, service expectations and word of mouth.Harper Collins published the second edition of his book, “Strategic Customer Service”, in March 2019. He has also published, “Customer Experience 3.0”, with the American Management Association in July 2014. Over the past 40 years, Mr. Goodman has managed more than 1,000 separate customer experience studies for 45 of the Fortune 100 as well as non-profit and government entities.