Share information. Create processes that break down internal barriers so customer data flows freely throughout the organization from the bottom up and the top down.Each employee should be able to articulate the ways in which they’re creating value for customers. Educate. Train employees to develop empathy for customers and establish a purposeful knowledge of how they play into the bigger picture. One way businesses can do this is by replicating customer experiences and having employees immerse themselves in these stories.Use intel from the front lines to establish processes and systems that empower employees to act with empathy and put customers’ best interests at heart. Co-create. Bring employees along as co-pilots to help structure the best customer experience possible.Communicate it and make sure it resonates with employees, thereby guiding their sense of fulfillment in their daily actions and decision-making. Leverage that understanding to align on your customer-centric vision, goals and mission. While these are important metrics, they are one-sided, focused on what the business wants to achieve. This requires going deeper than NPS or CSAT (customer satisfaction score). Understand, align and articulate. Ensure your leadership truly understands and can empathize with the human-centric goals that your customers wish to achieve.Mobilizing Employees Toward Customer Commitmentīelow are a few actionable steps to reframe business goals and rally employees to join the mission in making your customer-committed vision a reality. Whether the business is a fitness chain or a discount retailer, an employee sitting in any seat within the organization - from customer service to finance to marketing - can grasp what the customer is striving for and how they can be empowered to support that outcome. Through this model, instead of saying, “We need to increase X or Y metric,” you’re saying, “We need to help our customers feel a greater sense of accomplishment or save time while doing it.” Truly human-centric metrics translate well to both sides of the equation - customers and employees. So, regardless of an employee’s position, tenure, expertise or background, CPIs are engaging and intuitive with respect to how they benefit not only the customer but how they fit into the equation of serving both the customer and the organization. Unlike KPIs, CPIs focus on the social, emotional and functional goals every human strives to achieve in his or her life. To bridge the disconnect, leaders would do well to reframe less accessible business-centric KPIs in the context of human-centric customer performance indicators (CPIs), a term coined by Accenture Interactive. Collaboration between stakeholders, real-time information sharing, new technologies and relationship building within the community will all be critical moving forward to strengthen public safety professionals' ability to serve their communities.”Īccording to Rave Mobile Safety’s press release, “Without the necessary tools, resources and funding, responders will continue to face challenges with data sharing and real-time collaboration during an emergency.Motivation Moves Mountains: Linking Business Goals With Customer Goals Emergency response teams need innovative ways to overcome these obstacles. “New strategies are needed to fill the gap. The report’s executive summary observed that, “The public health and safety needs of communities are continually evolving, as are the best practices for addressing them.
In an emergency situation, real-time collaboration can speed response, increase situational awareness and improve responder safety. Respondents cited barriers to information sharing and collaboration include lack of technology (44%), lack of funding and resources (41%) and unwillingness from departments/agencies (36%).While responses show better information-sharing across jurisdictions is needed, nearly all respondents (94%) report their agency’s ability to collaborate in real time with other agencies needs significant (5%), major (19%), some (41%) or minor (29%) improvement.Additional staff and budget increases top the list of changes that would give respondents more confidence in their agency’s ability to improve public safety, followed by technology to enable more effective response.The top three challenges causing significant or major impact to those in public safety over the past 18 months are: Covid-19 (83%), hiring and staffing (72%) and public perceptions of first responders/law enforcement (61%).
0 kommentar(er)
