2017 Innovators Forum Report Key Insights from the NAEP Innovators Forum and Recommended Strategies for Procurement Leaders WITHSUPPORTFROM

Customer Engagement Management

3/8/17

Procurement Brand

Customer Relationships

Partnering to achieve shared goals

2017NAEPInnovatorsForumThispaperprovidesanoverviewofthe2017InnovatorsForumwithadistillationofthekeydiscussionpoints and recommendations regarding customer engagementmanagement. Thegroup engaged inrobust dialog about improving customer relationships, but also focused on pragmatic ideas andpractices that can be acted on today. The paper outlines a customer engagement managementframeworkandrecommendationsforcriticalpracticesprocurementleadersshouldfollow.

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Table of Contents EXECUTIVESUMMARY.....................................................................................................................................................................2

ABOUTTHEINNOVATORSFORUM...................................................................................................................................................3

ATTENDEES.......................................................................................................................................................................................4

CASEFORCHANGE...........................................................................................................................................................................5

CUSTOMERENGAGEMENTMANAGEMENTFRAMEWORK..............................................................................................................7

RECOMMENDEDPRACTICES

1) CustomerServiceVision................................................................................................................................8

2) CustomerKnowledge..................................................................................................................................10

3) CustomerServiceStandards........................................................................................................................12

4) CustomerEngagement,People...................................................................................................................14

5) CustomerEngagement,Methods................................................................................................................17

6) CustomerEngagement,Processes..............................................................................................................19

PROCUREMENTHELPDESK............................................................................................................................................................22

BARRIERSANDCHALLENGES..........................................................................................................................................................23

NEXTSTEPS.....................................................................................................................................................................................24

SUMMARY......................................................................................................................................................................................25

QUESTIONSFORYOURTEAM.........................................................................................................................................................26

CUSTOMERENGAGEMENTRESOURCELINKS................................................................................................................................28

ABOUTUS.......................................................................................................................................................................................29

ENDNOTES.....................................................................................................................................................................................29

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Executive Summary Inprocurement,weengagesupplierswellandarestartingto think of them as strategic partners. Of equal if notgreater importanceare the relationshipswemanagewithinternalcustomers.Whilemostofusunderstandcustomerservice and have good practices in place, we have notgrasped the true significance of Customer Engagement.The Innovators Forum group believeswe should enhanceourpracticesinthisarea.Procurementleaderswillneedtoalter a mindset that views Customer EngagementManagementasasalespracticebestsuitedtocommercialcompanies.Providingserviceiswhyourdepartmentsexistandtheessentialcomponentofbrandimage.Ifwecannotdeliver on this basic requirement with excellence, thencustomers will not care about other ideas we have toimprovevalue.Wedistinguishtheterms‘customerservice’and‘customerengagement’ for purposes of discussion and this whitepaper. We think ‘customer service’ is a tactical response(reactive innature) toneedsor issuespresented tousbyinternalstakeholders.Wethinkof ‘customerengagement’asastrategicactivity(proactive innature)thatfocusesonrelationship building and shared business knowledge thatcreatespathwaystovalueimprovement.Colleagues who practice customer engagementmanagementatahighlevelreportthefollowingbenefits:

• Theyreceivehighcustomersatisfactionscores• Customers treat them with respect and seek

assistanceonimportantprocurementtopics• Processinefficienciesarereduced• Thenumberofrepetitivephonecallsisreduced• They impacted a greater amount of spend than

before• The procurement team’s brand image has

improvedThe first step in building a program to enhance customerrelationships is to develop a service vision that is

understood by and engages every person in yourdepartment. It can be challenging to connect theimportanceofwhat front lineemployeesdoeveryday toyour long-term strategy. The success of suppliers isgenerally governed by the effectiveness of their accountteams and in a parallel manner our customer serviceperformance and brand image are largely determined bytheeffectivenessofourpeople,particularlythosefolksonthefrontlinesofcustomercommunication.Viewedinthislight,theselectionandtrainingofpeopleisparamount.Managing customer relationships with this level ofintensity takes resources and thoughtfulness. It isimportant for the procurement team to identify keycustomerconstituentsandapplyamethodicalandperiodicprocessforgathering inputtounderstandtheirneedsandwants. The importance of improving customerrelationships is supported by research and forumparticipants experience validates that unhappy customersareexpensive.Theymaygoaroundestablishedprocesses,ask repetitive questions and not fully comply with policyguidelines among other time consuming behaviors. TheWalt Disney Company believes that 75% of customerservice results depend on the efficiency of businessprocesses1. Disney strives to design processes with zerodefects that can be repetitively delivered. To achieve thishigh mark requires a robust service culture and aframework and passion for continuous improvement.Wecanapplytheseprinciplestoourprocurementprocessesinhigher education and agree that as an industry we are along-wayfromachievingzeroprocessdefects.Thefurtherwe are from this goal represents amissedopportunity tofocusonactivitiesthatwillhaveagreaterstrategicimpactonourinstitutions.Ifwecreatetruetwo-waydialogandengagementwithkeycustomers,thenwewillbuildrelationshipswithlong-termfocusandjointlydevelopedstrategicgoals.Further,wewillbe taking a giant step toward our strategic vision ofbecominganessentialstrategicpartner.

“CustomerengagementiscriticaltoallNAEPmembersregardlessofthesizeofyourprocurementteam.Wecanallbenefitfromarenewedfocusonthiscorefunction.”

--DoreenMurner,NAEP(InnovatorsForumParticipant)

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About the Innovators Forum The National Association of Educational Procurement(NAEP) convened the 6th annual Innovators Forum inDenver,COonDecember12,2016.Collegeanduniversityleaders gathered to discuss future trends in highereducationand their impactonprocurement. ThepurposeoftheInnovatorsForumistoengagethoughtleadersinananalysis of the major issues impacting higher educationinstitutions and procurement professionals and to betterinform institutional stakeholders on alternative ways toapproachthesechallengingissues.The first InnovatorsForumwhitepaperpublished in2012hadaspecialfocusoncurrenttrends, issuesandconcernsandresultedintheidentificationofeight(8)keyprioritiesfor procurement teams. Subsequent white papers wereconnected to the original priorities and have beenpublishedwith the following titles; “Procurementand theImpact of Technology and Expectations”, “TalentManagement”, “The Procurement Brand” and “Enhancing

Supplier Value and Performance”. Feedback from thoseattending this year and in previous years suggests thesewhite papers are powerful tools for senior leaders andprocurement professionals to learn about the challengesconfrontinghighereducationprocurementandtoeducateadministrationaboutthosechallenges.Building on the momentum of previous Forums, whichexploredabroadrangeofissuesaffectinghighereducationandprocurement, thisyear’sgroupwasaskedtoconsiderthetopicofCustomerEngagementManagement.The outcome of this year’s discussion continues theForum’s goal of developing roadmaps that procurementprofessionals can use to better understand complexprocurement topics, communicate those conceptseffectively to senior leaders and to improve results insupportofcriticaluniversitystrategicgoals.

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Attendees

New attendees bring fresh ideas and insight. This year’s Innovators Forum was assembled by NAEP with the intent ofdeepeningstrategicsupplier relationshipmanagementdiscussions.Attendees includedadministrativeandC-levelexecutivesalongwithprocurement leadership,businessofficersandkeysuppliers.Theteamwascommittedto fulfillingthemissionofthe InnovatorsForumbycapturingandsharing insightswitheachother–andwiththeircolleagues inhighereducationandprocurementviathiswhitepaper–sothatother institutionsand industryprofessionalsmaybenefit fromtheirexchangeofideas.JenniferAdling,ManagingDirectorofProcurementServicesTexasTechUniversityNancyBrooks,AssociateVicePresidentBusinessServicesIowaStateUniversityKevinCarr,DirectorofProcurementServicesUniversityofMaineSystemLisaDeal,PurchasingDirectorUniversityofFloridaMikeDover,DirectorClientDevelopmentConcurKellyFox,SrViceChancellor&ChiefFinancialOfficerUniversityofColoradoGaryGalluzzi,VicePresidentFisherScientificMaryHelmick,DirectorofProcurementVirginiaTech

SandyHicks,CHAIRINNOVATORSFORUMAssociateVicePresident&ChiefProcurementOfficerUniversityofColoradoTomHoole,ChiefProcurementOfficerUMassLowellTedJohnson,ChiefProcurementOfficerUniversityofCalifornia-SanDiegoHelenJohnson,VicePresidentSalesHigherEducationJaggaerJimKnight,PresidentStonebridgeVentures,IncKellyKozisek,ChiefProcurementOfficerOregonStateUniversityNicholLuoma,ChiefProcurementOfficerArizonaStateUniversityMikeMcKee,VicePresidentandCFOUniversityofFlorida

DoreenMurner,ChiefExecutiveOfficerNAEPMikeNebesky,DirectorofProcurementClemsonUniversityTomRomantic,SeniorDirector,Procurement&PaymentServicesCornellUniversitySteveSchumacher,RegionalVicePresidentStaplesJillSchunk,AssociateVicePresident,ProcurementServicesIndianaUniversityBlairTolbard,GroupVicePresidentSciQuestMichaelWilhelm,AnalystStonebridgeVentures,IncJoanneYestramski,SeniorViceChancellor,Finance&OperationsUMassLowell

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Case for Change

An overriding theme in the selection of past InnovatorsForumtopicshasbeentheideathatwewanttomoveourprocurement teams from tactical to strategic activities. Asimpleexercisetotestwhetherweareachievingthis istoadd the hours worked by each of your employees andapplyjudgmentregardingthepercentageofhoursengagedin strategic v. tactical activity. Formost of us,we arenothappywiththeresultofthisexercise.Whilewemightthinkof customer service as a tactical activity, the InnovatorsForumgroupadvises you to thinkof it asa core strategicactivity.Itisatthe‘core’becauseitistheessentialreasonour departments exist and the primary thing customerswantfromus.Weshould,therefore,striveforexcellenceinour customer service and engagement processes. Theability to achieve our strategic vision and provide greatervalue to our campuses is dependent on this. It is easy togetintoa‘rut’whenitcomestocustomerservice.Wemaydo repetitive things without judging the true impact onresults.Historically, the procurement team has been responsibleforadministeringtherules.Wearethepoliceandauditorsgetting in the way of departmental needs. Rulesenforcement does not require relationship building skills.However,akeytrendinprocurementoverthepastdecadehasbeenakeenunderstandingthatstakeholderswantandneed a ‘partner’ to help them accomplish objectives thatareimportanttotheuniversity’smission.Theprocurementteam can and should be that ‘partner’. There are manydefinitions of ‘partner’, but one that applies here is “acooperative relationship between people or groups whoagree to share responsibility for achieving some specificgoal.” (PrincetonWordNet). Becoming a true partner forkey stakeholders requires that we improve our customerengagement practices. This is a broad topic and theMcKinseyConsultingGroup2advisesus tobe focusedandproceedwiththefollowingthree(3)keyconceptsinmind:

1. Build an explicit link to value. We need to

understand clearly how our improvements willgeneratevalue.

2. Base initiative priorities on opportunities thatmatter to customers. This implies that we knowwhat matters and how we can improve on thecurrentstate.

3. Drive a transformation roadmap. Successfulcustomer transformation efforts balance short-term,mid-termandlong-termneeds.

Common sense tells us that unhappy customers areexpensive and this is supportedby considerable research.Theextra‘cost’ishiddeninouroperations,butthereisnodoubtthattheconsequencesofpoorcustomerserviceandengagement impact us through 1) increased instances ofpolicy&procedurenon-compliance;2)greaterinstanceofrepetitive phone calls; 3) a tarnishing of our brand imageand4)attemptstofillthevoidbyestablishingredundantor‘shadow’departmentalprocesses.The essence of procurement is to perform service onbehalf of others. It is the hope of the Innovators Forumgroupthatyouwillembracethis‘mission’andrealizethatcustomer engagement excellence is the key to unlockingyour potential to increase the strategic impact of yourdepartment on campus. This is a ‘core’ function andresponsibilityofprocurementandweshouldperformitatthehighestpossiblelevel.

“Historicallyweplacedgreatemphasisoncustomerserviceasmeasuredbysatisfactionsurveysandscoredquitewell.However,werecentlyincreasedoutreacheffortsthatincludeformalknowledgesharingsessionswithkeystakeholders.Thishasbeenverywellreceivedandourstrategicimpactandbrandimageisincreasing.”

--SandyHicks,UniversityofColorado

(InnovatorsForumChair)

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Case for Change

Suggested Website – University of Maine System The University of Maine System has a strong strategic vision and belief in the importance of customer service. Theyrecommend the resources listed on thewebsite http://worldclassbenchmarking.com. The following images are screenshotsfromthatwebsite.

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Customer Engagement Framework

When procurement leaders discuss the phrase ‘customerservice’theygenerallyunderstandwhatitmeansandhaveimprovement activities they regularly pursue. However,theterm‘customerengagement’canbevagueandnotasreadilyunderstood.Customerengagementimpliesaricherformof relationshipbuildingwith key internal customers.InStrategicSupplierRelationshipManagement(SSRM)wepursueactivitiestounderstanddesiredgoalsandoutcomes,the initiatives needed to achieve those goals and someunderstandingofhowwecanmeasuretheimpact.Noneofthese things can happen without strong relationshipbuilding. In a similar fashion, the Customer EngagementManagementFrameworkisaboutunderstandingthegoalsour key internal customers are trying to accomplish, howtheprocurementteamcanbeapartnerintheachievementof those goals and establishing a method to monitorimpact.Thereareseveral frameworks thatcouldbeused,buttheInnovatorsForumgrouplooselyadoptedthe

approachusedbytheWaltDisneycompanyasdescribedinthebookBeOurGuest1. The frameworkprovidedon thispage is adapted from the Disney approach (similarconcepts, different words). Additionally, the group readselected background articles prior to engaging in thisdiscussion.Thefollowingcommonthemeswereidentified:

• Thefailuretoclearlylinkthecustomerexperiencetovaluewilldoommanyinitiatives.• Customersmakeimpressionsaboutyourcustomerservicewitheveryencountertheyhave.• Customerengagement isnota switchyoucan turnofforon,buta seriesofbehaviors that shouldbecalibrated to

businessgoals.• Weneedtorecognizethatourprocurementfunctionisnotthecenteroftheuniverseandthatourtruemissionisto

beofservicetoothers.• Thereisn’tanythingthatimpactsyourprocurementbrandmorethanthestrategyyoudeploytomanagecustomer’s

relationshipsinsideofyourorganization.

“Inourexperiencetheoneskillsetwecouldallimproveistheabilitytocollaborate,buildrelationshipsandpartnerwithotherstoachieveacommongoal.Thisskillisattheheartofcustomerengagementanditrequiresnurturing.”

--JimKnight,StonebridgeVentures

(InnovatorsForumFacilitator)

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Customer Service Vision PreviousInnovatorsForumwhitepapershaveconsistentlyidentifiedtheProcurementteam’sVisionistobecomeanessentialstrategicpartnertocampus.AVisionisanimportantfutureorientedconceptandismeanttoinspiretheteamtowardgreaterachievement. Although important, your Vision statement may not be actionable by each employee. The intent behind aCustomerServiceVisionistodefineameaningfulpurposethateachemployeecanactoneachday.Itisastatementofhowweshouldtreatcustomerseverydayandineveryencounter.Itisnotsomethingtobesharedoutsideofyourgroup.TheInnovatorsForumgroupbeganadiscussiononthistopicrecognizingtwo(2)importantcharacteristicsaboutaCustomerServiceVision;1) Itshouldempoweremployeestosolveclient issuesusingprocess,technology,andanalyticstoproactivelyimproveand2) It shouldhelpdefineyourcustomerengagementcultureand inspirebettercommunicationandrelationshipbuildingactivities.DefiningaCustomerServiceVision isanexercise that requirestime to properly consider. However, to give the reader somethought starters we list below a few of the initial ideasdevelopedinafewminutesofsmallgroupdiscussion:

• Bepresent,becurious,becaring,andprovidesolutionstosayyes

• No one cares about what you know, until they knowyoucare

• Weskatetowherethepuckwillbe

• Callusfirstandwe’llbeyourlastcall

• Treateveryproblemasifitwasyourown

“WeinitiatedaProcurementAdvisoryBoardcomprisedofkeystakeholderstoprovidecriticalfeedbacktoourcustomerservicevisionandon-goingperformance.Thisgrouphasbeeninvaluabletoourprogress.”

--NicholLuoma,ArizonaStateUniversity(InnovatorsForumParticipant)

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Customer Service Vision

Case Study – Iowa State University PartofIowaState’sServiceVisionistodirectcustomersonhowtobuyinaspecificanddetailedmannerbasedoncommoditycategories.Thefollowingimagesareexamplesfromtheirwebsite.

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Customer Knowledge

ForumattendeesnextturnedtheirattentiontoadiscussionofleadingpracticetechniquesforobtainingCustomerKnowledge.Disneycreativelycallsthisprocess‘Guestology’orthestudyofwhatguestslikeanddon’tlike1.Inprocurement,wemightreferto this as the process of building a customer profile.Wemaywant to know certain things about our customers, fromourcustomersandforourcustomers.Inotherwords,CustomerKnowledgeestablishesanunderstandingofyourstakeholdersandprovidestheknowledgebasedonaneedandwant.Atitshighestlevel,itincorporatescustomergoalsandidentifiestheroleprocurementcanplayinhelpingtoachievethem.TheInnovatorsForumgroupidentifiedthefollowingleadingpracticesforyourconsideration:

• Periodicmeaningful visits to departments that may include a review of spend and other data analytics includingadvancedvisualizationtechniques(e.g.,tableau).Inthesemeetingsweshouldlistenmorethanwepresent.

• Focus attention toward the on-boarding processes for new employees and faculty members. This is a greatopportunitytounderstandtheirneedsandwantsandbeginrelationshipsonapositivenote.

• Make sure your customer feedback can be translated into the basic priorities that matter to your customers.Deliveringontheirprimarywantsandneedswillgoalongwaytowardbuildingsolidcustomerserviceperformance.

• Establish a Procurement Advisory Board – Invite membership from your most important and strategic customergroups,meetquarterly,talkaboutstrategictopicsandsolicitfeedbackforimprovement.

• UseCustomer RelationshipManagement (CRM) software and leverage the technology to understand andmanagedifferent customer groups. This is a great way to understand who your customers are, manage the multipleconversations that may be occurring from your team, document key aspects of these discussions and use dataanalyticstobetterunderstandtheimpactyouaremaking.

• TakeapagefromthewaysuppliersoperateandbuildanAccountManagementTeam tocoordinateyourcustomeroutreachandfocusonstrategicpriorities.

• Mine campus news sources and aggregate information (major grants, awards, strategic priorities) about yourcustomers.Gatheringknowledgeabout your customersandhavingabetterunderstandingof theirprioritiesgoesalong way toward building solid relationships. Any strong relationship needs to cultivate understanding, trust andtransparency.

• Use customer surveys that are structured appropriately and designed for quick and effective responses can be asourceofgreatinformationthatistimelyandconsistent.Thesurveyprocessallowsyoutotrackresultsovertimeandunderstandtrends.

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Customer Knowledge

Case Study – University of California, San Diego (UCSD) UCSDisanadvanceduserofCustomerRelationshipManagementsoftware.Asummaryoftheirmetricdashboardisincludedhere.

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Customer Service Standards Itisimportanttohaveaclearpictureofwhatcustomerserviceshouldlooklikeinyourdepartment.Characteristicswemightthinkof include such things as courtesy, consistency, accuracy, responsiveness andefficiency. If thesewordsmatter toourcustomerservice,thenweneedtodefinethemandhaveawaytomeasureachievement.Toillustratetheimportanceofthisconcept,thinkaboutatimewhenyoupurchasedaproductorserviceandneededtocallasupportnumberforassistance.Insomecasestheserviceyoureceivedwasamazingbutusually it isaverage.Often, thepersonontheotherend indifferentlyreadsascriptwithouta realconnection toyourproblem. Is itpossible thishappens inyourprocurementgrouptoday? If itdoes,isthatlevelofserviceacceptable?Canyouexplicitlydefinethecustomerserviceyouwantandcanyouselectandtrainpeopletodeliveronit?Thesequestionsillustratewhycustomerservicestandardsareimportant.Standardsshouldbeplacedinpriorityordersoemployeesknowwhattodoifthereisaconflictbetweenthem.Forexample,Disneyhasacustomerservicestandardof ‘safety’whichtakesprecedenceoveranythingelse. Ifaconflictarisesbetweencourtesyandsafety, thensafetymustwinouteverytime.TheInnovatorsForumgroupspenttimeinsmallgroupdiscussionsconsideringhowtheconceptofcustomerservicestandardsappliestoProcurement.Thefollowingstandardsaresuggested:

• Commitment-Dowhatyoupromisedyourcustomer.Ifcustomerstakethetimetoprovidefeedback,thenmakesurethereisfollow-up.Communicatewhatyouwilldodifferently.Theengagementyouseekwillquicklyfallbythewaysideifcustomersbelieveitisaone-waystreetwithoutfeedbackloops.

• Responsiveness–Arewetakingcareoftheissuesthatcustomerspresenteachday?Itisimportanttomeasurethis.Customersurveysmaygeneratefatigueovertime.Thinkaboutaquick“Ratemyservice”processtoget immediatefeedbackwithoutrequiringmorethanafewsecondsoftimefromyourcustomer.

• Solution Oriented – Offering solutions requires a true understanding of what customers are trying to accomplish.Solutionsmoveusfrombeingareactiveproviderofservicestobecomingaproactivepartnerandcollaboratortohelpaccomplishgoals.ThisistheessenceofwhatmanyprocurementleadershaveexpressedastheirVisionfortheteam.Howdowebecomeanessentialstrategicpartner?

• Quick,Fast,andEfficient–Customersarenotpatient.Theygenerallylooktogetthingsdonequicklyandmayreceivepressurefromleadersintheirgroup.Whilethisstandardisimportant,italsopresentsacasestudyforwhyweshouldprioritizeourstandards.Wemaynotwantquick,fast&efficienttocomeattheexpenseofaccuracyorprovidingtherightsolutiontoaproblem.

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Customer Service Standards

Case Study – University of Florida UFincludesabuttoncalled‘RateMyService’atthebottomofserviceprovideremails.Oneclicksendsthecustomertoaquickandeasysix(6)questionsurvey.

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Customer Engagement, People

Ifweexpecttodelivergreatcustomerservice,thenwemustalsohavehappyandengagedemployees.TheGalluporganizationfound in a recent study that companies in the top quartile of employee engagement experienced 10% higher customersatisfaction ratings3. A study by Bain & Company4 indicated that employee behavior and attitudewas themost significantdriverofcustomersatisfaction.Itstandstoreason,butthereisaclearlinkbetweenhappyemployeesandhappycustomers.We asked the Innovators Forum group to determinewhich factorwas themost important to performance; 1) selection ofpeopleor2)trainingofpeople.Fivesmallgroupsdistributed100pointsbetweenthesetwochoiceswithSelectionwinninginalandslide.Everygroupgaveselectionatleast80outof100pointswithseveralsayingitwasashighas90points.Giventhedominantimportanceofemployeeselectionitisimportanttocritiqueourmethods.Afterseveralminutesofsmallandlargegroupdiscussion,thegroupoffersthefollowingthoughtsforconsideration:

• GeneralPractices:Consideraddingacustomerserviceroleplayingscenariotoyourinterviewprocess.Rememberthatyoucannot train forattitude, so look forpeople thatmatch theenergyandpersonalityprofile theywillneed tobesuccessful in their role. Thinkabout your current groupof employeesand try to identify the characteristicsof your‘differencemakers’.Whatarethe‘it’qualitiestheypossess.Youmightconsiderhavingcandidatesdescribethemselveswithfive(5)adjectivestoidentifythosespecialqualities.Bepatientanddon’tsettleforsecondchoicestofillapositionquickly.Itisalwaysbettertotakeyourtimeandgettherightperson.

• ForManagement Positions:Thesepositions aredirectly responsible for the typeof culture youwant to foster andthereisampleevidencethatemployeesquittheirsupervisorsbeforetheyquitthecompanyorUniversity.Theprimarysuggestion is to deploy a multiple interview format that involves key internal and external stakeholders. Havecandidatesinterviewwithseniorleadership,peermanagersandafewemployees.Haveagoodunderstandingofwhattheroleentailsandthesuccesscriterianeededtoperformatahigh level.Talentwilloutperformexperienceandfithasabetterchanceofmakinga long-termconnection.Youmightconsider inviting thecandidate toanopen forumwherestakeholderscanaskquestionsinagroupenvironment.

• For Frontline Customer Service Positions:Havea goodunderstandingof the customer service skills required tobesuccessfulintherole(communication,customerservice,problemsolvinganddesireforlifelonglearningasexamples).Askaseriesofsituationalquestions(“howwouldyouhandle…”)thatmirrorthetypeofissuesthatcomeupinyourenvironment.Employakey lessonfromDisney.Theirgoal istocreatehappinessandsotheyhire ‘happy’people. Inprocurement,ourgoal istoprovideexceptionalservice,soweneedtofindpeoplewhoenjoyprovidingittoothers.Youmightdirectlyaskthem‘whatgreatcustomerservicemeanstothem’?Followthisupbyhavingthemdescribeanexperience from their past which illustrates great customer service. There isn’t a right or wrong answer to thisquestion,buthowthecandidateaddressesitwillbetelling.Attheendofaninterviewalwaysaskifthecandidatehasquestions.Thisisagoodbarometeroftheirinterestandfitwithyourculture.

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Customer Engagement, People

Suggested Reading – Indiana University Thefollowingbookishighlyrecommended.

Whenwasthelasttimeyoutoldyourcolleagueshowmuchyouvaluethem?Thereisnothingtrivialaboutrecognition.

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Customer Engagement, People

Case Study – The Kudos Program at UMass Lowell The UMass Lowell KUDOS program is part of their Employee recognition program. It allows anyone at the University torecognizesomeoneelsefortheirefforts.

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Customer Engagement, Methods

Therearemanywaystoengagecustomersforthepurposesofreceivingusefulfeedbackandsupportingthepursuitofsharedgoals. Consider the variety of methods in use today from face-to-face meetings, websites, email exchanges, reports youprovide,conferencesattended,helpdeskoperationsandmanysocialmediaopportunities.Itisimportanttothinkaboutyourcustomerengagementstrategyandfittheappropriateuseofthesetechniqueswithyourplan.Fromtheperspectiveof the InnovatorsForumgroup, the followingcustomerengagementmethodswere judgedtoprovidethemostimpact:

• Face-to-face outreach meetings are the most impactful, however, the group emphasized that visits must be‘meaningful’. If outreach visits are perceived by your customers to be ‘routine’ without discussion that leads toprogressagainstgoals,thenthelevelofeffortplacedonthemwilldwindle.

• UsingCustomer RelationshipManagement (CRM) and SpendAnalytics software to support customerengagementcanimprovetheproductivityofyourteamandsupportmeaningfulagendas.CRMtoolshavebeentraditionallyusedbysuppliersalesteams,buttheyareequallyvaluableforinternalcustomerdiscussions.Usedappropriately,theycanhelpkeeptrackofcustomerissues,contactfrequencyandstatisticstomeasuretheimpactofyouractivity.Spendanalyticssoftware has been commonly used by procurement teams to identify internal opportunities and set a strategicsourcingplan inmotion.However,used inamoreadvancedway,thistool is instrumental inpushing informationtocustomergroupsandprovidingabasisforyoutoproactivelysupportcommongoals.

• OrganizinganAdvisoryBoard thatmeetsperiodically toprovidestrategic input forhowtheprocurement teamcanimprove their operations. If organized appropriately, this technique can improve theeffectiveness andefficiencyofyourcustomerengagementefforts.Theideabehindanadvisorygroupistoestablishasolidcross-sectionofimportantcustomerstakeholderswhocan‘represent’theviewsofothersandengagetheprocurementteaminameaningfulandstrategictwo-waydialog.

• ObtainingregularCustomerFeedbackthroughmoretraditionalavenueslikecustomersurveysisstillvitallyimportant.Aregularcustomerfeedbackprogramestablishesabaselineandallowsyourteamtotrackwhether improvement isoccurring. It is alsoa source for real-time informationwhichallows leadership to spot issuesas theyariseand takeimmediateaction.Itiseasyforsurveyfatiguetosetinwithyourcustomers.Monitorparticipationratesovertimeandmakesureyoursurveytoolsarenotburdensomeontime.

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Customer Engagement, Methods

Case Study – University of Colorado IncludedhereisasummaryofsomeoftheCustomerEngagementmethodsusedbytheUniversityofColorado.Supplier Showcases TheShowcasesarefull-blownsuppliershowsfeaturingmanycriticalUniversitysuppliers. Inadditiontosuppliers,severalCUdepartmentshavetablesaswell, includingprocurement,HelpDesk,RiskManagement,andthePolicyOffice.Thesehalf-dayevents happen on each campus in September. Attendance at last year’s Showcases was 1101. There were 175 combinedsuppliertablesattheevents.Open Houses OpenHouses areheldonall campuses inMarch to coincidewithProcurementMonth. This event features theUniversity’sStrategicSuppliersandPSCstaffmanningtables.Attendeesarefreetovisittablesoftheirchoice.Theseeventstypicallydrawahighpercentageofdecisionmakers,andprovideattendeeswithanopportunitytohavemorerobustconversationswithkeysuppliersandPSCstaffthanprovidedattheSupplierShowcases.In2016,attendanceattheseeventswas302.Town Halls Town Halls are held in the Spring and Fall on each campus, as well as a webinar presentation. These sessions are gearedtoward providing updates on all aspects of procurement, including travel, purchasing, procurement systems, and supplierupdates. Policies, procedural guidance, and any changes at the PSC are presented by senior PSC staff in a classroom typesetting.Questionsareallowedattheendofthepresentation.Lastyear,178attendeesparticipatedintheTownHalls.Hospitality Expo TheHospitalityExpowasstartedafewyearsagoasaseparateeventfromtheSupplierShowcases.Duetocampusrequests,the Expo was created to provide access to more hotel, catering, resort and travel suppliers than were available at theShowcaseevents.No Agenda Forums NoAgendaForumsstartedasaresponsetocampusrequestsforanopen,noagendaeventwithProcurement.PSCpersonnelstaffindividualtableswithbroadtopics,suchasPayables,Travel,Purchasing,etc.Campuscustomersvisittablesoftheirchoicetodiscussissues,proceduresandchallenges.Initsfirstyear,attendanceattheNoAgendaForumswas238.Partnering with Procurement Thisannualeventbringstogethercampus“super-users”ofprocurementservicesinadaylongforum.Attendeessitwiththeirpeersfromothercampusestodiscussprocurementtopicsrelatedtotheir jobduties.Theforumalso includesaroundtablesessionwhereattendeescanvisittopic-themedtablesstaffedbyPSCstaff.Additionally,ahighcalibermotivationalspeakerisincludedduringtheeventtoprovideprofessionaldevelopmenttoourcampuscustomers.In2016,attendancewas62.

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Customer Engagement, Processes Weoftenthinkofcustomerengagementintermsofhelpdeskoperations,ortheinteractionsthatoccurwhencustomerscallprocurementteammemberswithquestions,ortheprocessofgatheringfeedbackfromcustomersurveys.However,mostofourengagementoccurswhencustomers interactwithourprocessesandinefficiencies inthoseprocesses,perceivedorreal,arethemajoritysourceofcustomerserviceperformanceandprocurementbrandimage.Realizingtheimportanceofprocessshouldhelpusprioritizetimeandeffortdevotedtoimprovingthemandeducatingourcustomers.The InnovatorsForumgroup, identified theprocesses that caused their customers themost frustrationanddiscussedwaysthose‘painpoints’couldbeimproved.Thefollowingideassummarizethegroup’sdiscussiononthistopic:

• Rules, laws, and policies are the primary source of customer frustration with procurement. It is important tounderstand which of these are within the university’s control and which are not. For rules, laws and policies thatcannotbechanged, theprocurement teamneeds todoagood jobofexplainingandcommunicating thereason forthem.Amongotherthings,itiscriticaltobeconsistentinourexplanations.Inconsistentresponsestocommonpolicyquestionsareasourceofgreatcustomerfrustration.Forrulesandpolicieswithinourcontrol,itisimportanttostudytheir impact periodically and adjust them if it makes sense. Often, the workload of our procurement teams isconsumedbyreviewinglotsofsmalldollartransactionswherelittlevalueisaddedactivity.Customerswillappreciatetherightbalanceinourrulesandpolicies.

• Deliveryexpectationsandresponsivenesscancausedissatisfactionwithcustomers.Asstatedelsewhereinthispaper,customersarenotapatientgroup.Thereisanaturalinclinationtoexpectthatprocurementactivitiesshouldnottakemuch time. It is important toeducate customersabouthow long thingswill takegivenalternative scenariosand tounderstandtheirroleinhelpingexpeditetheprocess.Forexample,onecauseoftimedelaysmaybetheinaccuracyorincomplete nature of information provided by the customer on the front-end. Customers need to understand theshared nature of procurement processes. Wemight think about establishing service level agreements (SLA’s) thatrecognizethecustomer’simpact.

• RiskMitigation isimportanttoconsider.Asreferencedearlier,ifwestudytheworkloadinmostofourprocurementdepartments we can easily conclude that most activity is targeted at small dollar transactions and wonder ifprocurement is addingmuch value to the process. If we consider the risk profile of all procurement activity, thentheoreticallywe shouldmatchworkload to risk. Ifwematch procurement expertise to higher level risks and allowcustomersgreaterfreedomtoexecuteonsmallerrisktransactions,thenmorecustomersatisfactionislikelytoresult.Findingtherightbalanceinthisactivityisalwaysthekeyandwilldifferforeachuniversity.

• Disparatesystemscanoftenbeasourceoffrictionandcomplaintwithcustomergroups.Totheextentpossible,wewanttoprovidesimpleandstraightforwardprocessessupportedbyunderstandabletechnologysystemsthatenhancethecustomerexperience.

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Customer Engagement, Processes

Suggested One-Day Workshop – Arizona State University Includedhereisasummaryofaoneday‘serviceblueprinting’workshopofferedbyArizonaStateUniversity.

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Customer Engagement, Processes

Case Study – Cornell University PartofCornell’scustomerserviceprocess involvesmakingiteasyforcustomerstodobusiness.Thefollowingmaterial fromtheirwebsiteillustratestheirapproach.

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Procurement Help Desk

Given thepotential impactofaProcurementHelpDeskoncustomerengagementand service, the InnovatorsForumgroupdevotedsomediscussiontimetoidentifyingcommonthemesthatmightbehelpfultotheindustry.Therewasconsensusthathelpdesksshouldbeamajorcomponentofyourcustomerengagementstrategy.Theredoesn’tappeartobeastandardhelpdeskmodelaseachparticipantexecutedonthisconceptdifferently.Whilethereisn’toneperfectofwayofgoingaboutitthefollowingcommonthemesdidemerge:

• Staffthehelpdeskwithfull-timeemployeeswhohavewideprocurementexperienceandcanhelpcustomerswithavarietyofissues.

• Providethehelpdeskwithtechnologylikewhatacallcentermightdeploy.Itisimportanttominethetopicshandledbythehelpdesktounderstandrecurringpatterns.Handlingcustomerissuesexpeditiouslyiscertainlyofgreatvalue,but eliminating issues from recurring in the future may provide the greatest value. Analyzing help desk data canprovide insights into training gaps/opportunities for end users and potential operational trends that could, ifunaddressed,negativelyimpactcustomerperceptionsovertime(e.g.,anincreaseinAccountsPayableinquiriesmightbesymptomaticofanoperationalslowingofinvoiceprocessing).

• Provide exceptional training for help desk personnel. Ifwe reflect on our ownexperiences of using help desks forproductorserviceswepurchased,there isnothingmorefrustratingthantalkingwithahelpdeskpersonwhoisnothelpfulorwhocanonlytalkthroughastandardizedscript.Thebesthelpdeskinteractionsoccurwhenyouspeakwithsomeonewho is knowledgeable about your issue and can resolve it for youwithout a handoff. To execute on thisrequiresacommitmenttocontinuoustraining.

• Giveprocurementorganizationalaccountabilityforthehelpdesktocreateonesourceofresponsibilityforprocure-to-payoutcomesandcustomerservice.

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Barriers and Challenges

Therearebarriersandchallengestoanythingthatisworthpursuing.Itisbeneficialtoacknowledgethemsothatleaderscanconstructaplantoovercomethem.AsitrelatestocustomerengagementandservicetheInnovatorsForumgroupidentifiedthefollowingbarriersandchallenges:

• Thereisalotofcustomerturnoverwhichleadstoalackofunderstandingandrequiresconstanttraining.• Leadershipmaynotsupporttheamountandqualityofresourcesneededtoprovideexcellentservice.• Ourcustomercolleaguesmaynothaveaninterestinprocurement,theyhaveothergoalsanddutiesthatoccupytheir

attention.• Itishardtohaveapositiveculture,ifthelargerUniversitycultureisnegative.

One substantial benefit to the Innovators Forum discussion resides in the presence of outside experts who help us thinkdifferentlyaboutthesetopics.Inthiscase,wehadseveralsupplierexecutivesinattendanceandweaskedthemtoshareonepieceofadviceoncustomerengagement.This function is core to their success.Our supplierpartnersoffered the followingrecommendations:

• Enhancecollaborationskillsandmakevaluevisibletobothparties.• Procurement teams often chase too many things. Be more selective and focus your time on achieving strategic

objectives.• Begoodatcommunicatingthevalueyoubringtocustomers.Thinkaboutvaluefromtheirframeofreferenceandnot

yours.• Don’tbeafraidtoutilize supplier resources.Suppliersshouldpartnerwithyoutodeliverandcommunicatevalueto

keycustomergroups.

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Next Steps

Actions We Can Take Now Customer Engagement is a broad topic withmany component parts that require attention if our performance is to reachexcellence.Aswithany important strategic topic, it can seemoverwhelminganddifficult toprioritizeactionwhensomanythingscompeteforattention.TheInnovatorsForumgroupiskeenlyawareofthesechallengesandoffersthefollowingactionrecommendations:

• Identifykeycustomergroupsandestablishanongoingconversationwiththemforthepurposesofreceivingfeedbackthatisfocusedonimprovementsorsharedgoals.Takethefeedbacktoheart,developanimprovementplanandshareitwiththegroupsthatprovidedthefeedback.

• Critically review your hiring process for prospective employees and develop procedures (properly worded jobdescriptions, interview questions, multiple role based interviewers, etc.) that identify the critical customer servicedifferentiatorsyouneedtobesuccessful.

• List your front-line customer service employees and consider your methods for providing training to them. Is itadequatefortheimportantroletheyplay?Is itformalized,repetitiveandfrequentlyupdated?Seekinputfromyourcurrentemployees.

• Thinkaboutyourrewardandrecognitionprocesses.Weoftenfocusonnegativeconsequencesforpoorperformance,butofequalorgreaterimportanceisourprocessforrecognizingpeoplewhoaredoingitwell.Recognitiondoesnothavetobemonetary.

• Hold management accountable for customer service outcomes. It can be easy to blame individuals for poorperformance, butmanagement is responsible to hire and select the right people, give them great training, set thestandardsandbuildaculturethatunderstandstheimportanceofcustomerservice.

Actions the Innovators Forum Group is Taking ReadersofthispapermayfinditusefultounderstandhowtheInnovatorsForumgroupispushingtheenvelopeinCustomerEngagementontheircampuses.Thefollowingideaswereexpressedduringthegroup’stimetogether:

• Thegroupseesalotofvalueinhighperforming‘helpdesk’operations.Ifoperatingeffectively,theyprovideexcellentcustomerserviceandcanidentifyrecurringissuesandproblemsforimprovement.

• SeveraluniversitiesuseCRMtoolstotrackcustomeroutreacheffortsandrecordthefeedbackprovided.• Someparticipantsareaddingpeopletotheirorganizationswithspecificcustomerengagementskills.• Several participants were paying close attention to job descriptions and revising them as necessary to emphasize

customerengagementskills.• Everyone was developing analytics to identify systemic and repetitive customer issues and track the impact of

improvements.• Someparticipantswereemphasizingcontinuousimprovementskillsascustomerserviceisprimarilydeliveredthrough

ourprocesses.• Many were devoting significant time and resources to meaningful customer outreach sessions and acting on the

feedbackprovided.• Severalhadorwereestablishingadvisoryboardsandusingthemasa‘voiceofthecustomer’toprovideimprovement

feedback.• ManywerebeginningtoIdentifysharedgoalswithcustomers.

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Summary Thisyear’sdiscussiononcustomerengagementmanagementlinksdirectlytothe2016topiconstrategicsupplierrelationshipsandprevioustopicsthatexploredcomponentsofstrategicprocurement.Inpastdiscussionsonekeythemehasbeenpresent,the importance of customer service. We are service organizations with a core responsibility to assist various stakeholdergroupsinachievingsharedgoals.Itisonlythrougharobustpursuitofexcellenceincustomerengagementthatprocurementteamscandeliveronourvisionofbecomingessentialstrategicpartnerstothecampuscommunity.Customerengagementisarelationshipbuildingstrategic initiative that requires foresightandasolidexecutionplan.Customerswillknowwhetheroureffortsare sincereorwindowdressing. Ifweare sincereand transparent inoureffortsandcan showadirect link tovaluecreation, then trust increasesand theopportunity toengageon the front-endof keydecisions is likely tooccur.When thishappensthepotentialforgreaterinfluenceandimpactisstrengthenedandtheprofessionalismbywhichweperformourjobfunctionsisincreasinglyrecognized.

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Questions for Your Team

Customer Service Vision • Thinkaboutthepointsofcontactbetweenyourdepartmentandcustomers.Howwouldyouratetheconsistencyof

serviceacrossthesetouchpoints?• Doyouremployeeshaveasolidunderstandingofwhatcustomerservicemeansinyourdepartment?Doyouhavea

servicevisionthateachemployeecanrelatetoandrecite?• Haveyouthoughtclearlyaboutwhatthestandardisforcustomerserviceinyourdepartment?Is itenoughtoavoid

upsettingpeople?Arewesatisfiedifemployeesrunthroughhelpscriptsconsistently?

Customer Knowledge • Doyouknowwhoyourmoststrategicandimportantcustomergroupsareandcanyourecitetheissuesthataremost

importanttothemaboutprocurement?• Whatmethodsareusedtoperiodicallyengageyourcustomerbaseandsolicittheirfeedback?• Giventhedataand inputyoureceive fromcustomers,canyouwrite4or5keybulletpointsaboutwhat theywant

fromyourdepartment?• Whatknowledgemightprocurementpossessthatwouldbeusefultoyourcustomers?

Customer Service Standards • Thinking about the followingwords can you describe your customer service standards?Do your employees have a

clearunderstandingofwhatisexpectedofthemacrossthesedimensions?o Courtesyo Consistencyo Accuracyo Responsivenesso Efficiency

Customer Engagement, People • Howdoyouselectpeopleforcustomerserviceroleswithinyourorganization?• Can you describe the distinguishing characteristics between amazing and indifferent customer service? Does your

interviewstrategyandquestionsidentifycandidateswithdistinguishingcharacteristics?• Do your job descriptions adequately describe the importance of customer service and are these roles properly

compensated?

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Questions for Your Team

Customer Engagement, Methods • Listthe‘methods’orwaysthatyourdepartmentinteractswithcustomers.Onascaleof1to5(5=veryhigh)rateeach

methodintermsofhoweffectiveitisforcustomerengagement,thatis,developingalong-termrelationship.• TheInnovatorsForumgroupbelievesthefollowingfour(4)methodsarethemostimpactfultocustomerengagement.

Rateyourdepartment’seffectivenessinusingthesemethods:o Outreachandmeaningfulcustomervisitso UsingCustomerRelationshipManagement(CRM)toolsandspendanalyticso UsinganAdvisoryBoardforinputo Customerfeedbackforums

Customer Engagement, Processes • Disneybelievesthat75%ofgreatcustomerserviceisdeliveredthroughefficientprocessdesignthatcanberepeated.

Thinkaboutthefewkeyprocessesyourcustomersusetointeractwithyourdepartmentandrateeachoneonascaleof1to10intermsofefficiency.

• Do you have a culture and a discipline of continuous improvement where processes are constantly reviewed forimprovements?

• Doyouhavetheskillsinyourdepartmenttoanalyzeprocessinefficienciesandmakeimprovementswherenecessary?

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Customer Engagement Resource Links Followingareresourcelinksofferedbyyourcolleagues.

• UniversityofColoradovideolinks:o https://www.cu.edu/psc/psc-metrics-fy-2016o https://www.cu.edu/psc/meet-psc-2015

• ArizonaStateUniversityo Servicesblueprintinglink:https://wpcarey.asu.edu/research/services-leadership/blueprinting-details

• IndianaUniversity

o OGreatOne!:ALittleStoryAbouttheAwesomePowerofRecognitionbyDavidNovakandChristaBourg

• IowaStateUniversityo http://www.procurement.iastate.edu/commodities

Articles to Read

• LinkingtheCustomerExperiencetoValue;McKinsey&Company,mckinsey.com,March,2016byJoelMaynesandAlexRawsonhttp://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/linking-the-customer-experience-to-value

• FiveNoRegretsMovesforSuperiorCustomerEngagement;McKinseyQuarterlyatmckinsey.com,July,2012byTomFrench,LauraLaBergeandPaulMagillhttp://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/linking-the-customer-experience-to-value

• CalculatingtheROIofCustomerEngagement;HarvardBusinessReview,hbr.org,August19,2016byRachelHappehttps://hbr.org/2016/08/calculating-the-roi-of-customer-engagement

• FiveCustomerEngagementBestPracticesthatWillDramaticallyBoostYourBusiness;Forbes.com,January19,2015byKathyCaprinohttp://www.forbes.com/sites/kathycaprino/2015/01/19/5-customer-engagement-best-practices-that-will-dramatically-boost-your-business/#2acfd95260fa

• The4KeystoKillerCustomerService;business.time.com,July9,2013byLauraSimondshttp://business.time.com/2013/07/09/the-4-keys-to-killer-customer-service-2/

• FiveWaystoCreateaCustomerServiceCulture;ShepHyken’scustomerserviceblog,https://hyken.com/customer-service-culture/five-ways-to-create-a-customer-service-culture/

• TooManyExecutivesareMissingtheMostImportantpartofCRM;HarvardBusinessReview,August24,2016byCharlieBrownhttps://hbr.org/2016/08/too-many-executives-are-missing-the-most-important-part-of-crm

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About Us NAEP is the association of choice for educational procurement professionals dedicated to their continued professionaldevelopmentandtoreinforcingthestrategicroleofprocurementineducation.Sincethe1920’s,NAEPhasbeenthenon-profitprofessionalassociationprimarilydedicatedtoservinghighereducationpurchasingofficers intheU.S.andCanada. In1934,members of the Association founded E&I Cooperative Purchasing, Inc. as an important undertaking and benefit of NAEPmembership. Currently, over 800 colleges and universities aremembers. NAEP is a member-focused association providingprogressiveknowledgemanagementinstrategicsourcing,supplychain,materialsandlogisticsforprocurementprofessionals.NAEPprovidesprofessionaldevelopmentandnetworkingopportunitiesregionallyandnationally.Thesemeetings,workshops,andseminarsprovideknowledgetransferrangingfrom“beginning”to“advanced”andareconductedthroughouttheyearandacrossthenation.Visitwww.NAEPnet.orgtolearnmore.JAGGAER:THEWORLD’SLEADINGPROVIDEROFCOMPREHENSIVESOURCE-TO-PAYSOLUTIONSSomeofthelargestCommercial,ManufacturingandLifeSciencescompaniesintheworldtrustJAGGAERwithbillionsofdollarsofannualspend.Additionally,JAGGAERistheleadingprocure-to-payproviderintheHigherEducationandGovernmentsectors.JAGGAEReprocurementandstrategicsourcingcustomersacrosstheglobehavegainedaccesstothebestsuppliers,withthebestterms,onourscalable,customizable,user-friendlyplatform.OurSaaS-based,source-to-settlesolutionprovidesunparalleledvisibility,insightsandrecommendationstoprocurementleadersandsuppliers.Theresultisafluidsupplychaindrivenbypowerfulspendanalysis,comprehensivecontractmanagementandefficientaccountspayablesolutions.Formoreinformationvisitjaggaer.com.StonebridgeVenturesisaleadingprofessionalservicesfirmfocusedoncreatinginnovativesolutionsinthehighereducationprocure to pay market. We work collaboratively with client partners to solve pressing challenges and helpenhance theprocurement team’s role as an essential strategic partner. We specialize in strategic planning, spend analytics, categorymanagement, process improvement, supplier relationship management, organizational design and other importantprocurementissues.Wehaveanexpertiseindrivingcollaborationbetweenprocurementandthefacilities/constructionteam.StonebridgehelpsyoucultivateBetterConnectionswithexecutives,suppliers,internalstakeholdersandemployeestodeliverflexiblesolutionsthatenhanceservice,improvequalityandreducecost(procurementbrandperformance).ContactJimKnightatjknight@stonebridge-ventures.comtolearnmore.

END NOTES 1DisneyInstitutewithTheodoreKinni,BeOurGuest,PerfectingtheArtofCustomerService(DisneyEditions,

November8,2011).2JoelMaynesandAlexRawson,LinkingtheCustomerExperiencetoValue(McKinsey&Company,March2016).3Gallup,StateoftheAmericanWorkplace,http://www.gallup.com/services/178514/state-american-workplace.aspx

(Gallup,Inc.,2017).4DomenicoAzzarello,FredericDebruyneandLudovicaMottura,TheChemistryofEnthusiasm(Bain&Company,May4,

2012).

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