Engaging Employees to Drive Customer · PDF fileEngaging Employees to Drive Customer Loyalty:...

Engaging Employees to Drive Customer Loyalty

July 24, 2013

2pm to 3pm EDT

W E B C A S T S E R I E S

Featured Speakers

Dan Conlon

Director of Service

Operations

Dennis Gershowitz

Vice President

Service Strategies Practice

Greg Rhoads

Vice President

Worldwide Select Support

CEMDNA Playbook Strategy

Dennis Gershowitz VP, Service Strategies Practice

Anthony & Alexander Group LLC

What is the ROI of Employee Engagement?

Positive customer experiences help brand your business in a

positive way that directly influences satisfaction and loyalty.

Employee engagement boosts performance in a number of areas

• Productivity, product quality & worker safety

• Firms with high levels of employee engagement are 22 percent more

productive than those with poor engagement levels.

Engaged employees…

• Are more attentive and vigilant

• Look out for co-workers and the overall enterprise because they

personally 'own' the result of their work and that of the organization

• More willing to go the extra mile to resolve a problem or close a sale

• Contribute to a culture that consistently delivers a high level of service

CEMDNA Playbook Strategy℠ 4 Phases – 12 Building Blocks

How Bentley Engages Colleagues

to Drive User Loyalty

Greg Rhoads

Vice President


Engaging Colleagues to Drive User Loyalty

Greg Rhoads, VP SELECT Support, Bentley Systems, Inc

8 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated

About Bentley


Customer Centric Improvements

1. Customer Experience Program - Bentley’s Multi-Channel Contact Center Project

2. Change Management Campaign – “Don’t say no to a user”

3. Engaging Colleagues though Surveys

4. Colleague Development Programs

5. Colleague Recognition Programs

6. Colleague Suggestion Program

7. Our Social Future


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• 275 Support Engineers in 25 offices around the world

– 10% of our staff is Virtually Connected another 200 matrixed into the organization

• Support 600K + users from 172 countries

• Support 504 distinct software products in over 40 languages

• 260K Service Tickets per year

= Not your typical Call Center


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Multi-Channel Contact Center Goals

1. Reduce the time it takes to identify a user

2. Improve telephony voice quality

3. Roll out and achieve worldwide queues/skills


Excellent User Experience!

14


2012 - 1to1 Customer Champion


Customer Centric Success Stories

1to1 Media / Peppers & Rogers

• www.1to1media.com

• 10 excellent examples of how focusing on Customers is good for business

http://www.1to1media.com/


Engaging Colleagues Through Surveys

• Survey every Support Interaction

• Colleagues have access to all survey information – ‘STARS’ for high marks

– Management facilitation on low marks

• Customer Satisfaction scores are a factor in Quarterly Review and Incentive Process


Colleague Development Program

• Reviews should positively reinforce colleague development and engage colleagues in the company goals

– Customer Satisfaction

– Proactive Support offerings that drive User Loyalty

– Include Peer Recognition


Colleague Recognition Programs

• Bentley Uses the STAR program for Colleagues Recognition

• STAR – Situation, Task, Action, and Result

• Monthly merit based bonuses are determined from STARs


Colleague Suggestion Programs

• Engage Colleagues through a Suggestion Program

– Colleagues can post suggestions of areas to improve

– Colleagues vote on the suggestions

– Create projects around top suggestions

– Colleagues participate in project to implement the suggestion


Our Social Future

• Execute support from Social Communities

• Measure Colleagues on their Social ‘Klout’ on our Communities

– Internal and External component

• Allow Users to vote on software fixes

• http://communities.bentley.com

http://communities.bentley.com/


Greg Rhoads – Vice President Select Support

Bentley Systems, Inc.

Email: [email protected]

Linked In: www.linkedin.com/in/gprhoads

Facebook: www.facebook.com/gprhoads

Twitter: www.twitter.com/gprhoads

mailto:[email protected]

http://www.linkedin.com/in/gprhoads

http://www.facebook.com/gprhoads

http://www.twitter.com/gprhoads

© 2013 DealerTrack, Inc. All rights reserved.

Engaging Employees to Drive Customer Loyalty:

Dealertrack Team Member Engagement Strategy

Wednesday, July 24, 2013, 2:00pm EDT

Dan Conlon – Director, Service Operations

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Presenter’s Background

■ 16 years in the automotive retailing software industry

■ Product, data integration, technical support, and process management experience

■ Currently managing centralized operations for the Service team, supporting product

implementation and inbound/proactive support teams

■ Involved in Service side of Dealertrack’s Voice of the Client (VoC) program

■ Developed and provides Client Relationship Management workshops at Dealertrack

■ Operating Philosophy:

Client Satisfaction is Service’s ultimate deliverable to the business and drives the “Three Rs”:

Retention, Referrals, and Revenue Growth

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Rapid Acquisitive and Organic Growth

- Credit App 1.0

- Desking - PaymentTrack

- eContracting

- NADA BookOut

- Website Plus

- IPO

- Launch eMenu

- DealWatch

- Desking - SalesMaker

- InventoryPro

WebAlg

CreditConnection

dealerAccess

LeaseLink

GoBig Menu

ALG (sold 10/1/11)

Chrome (JV 1/1/12)

DealerWire

DealerWare

GlobalFax

Arkona

Curomax

ASM

AAX

Workflow

& Innovation

- OpenTrack

- Inventory 3.0

→ IOS

→ Price Driver

- Canada DMS

TradeTracker

Polk AIC

triVIN

2012

- SmartFind

- PaymentDriver

- Finance Driver

- AuditProtect

CentralDispatch

ClickMotive

iCONNECT eCarlist

• 22nd acquisition completed in 2013

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Company Scope

2,000 Associates across

North America

19,000 dealerships

20+ OEMs 1,300 + Lenders

100M+ Transactions

Annually

Generating

$450M In Revenue*

Connecting with

supporting and Over

*2013 Street Guidance

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Broad Product Groups with Diverse Team Culture and History

Dealer

Management

Solutions

Registration

and Titling

Services

Digital

Retailing

Solutions

Inventory

Solutions

Sales and

F&I Solutions Lender

Solutions

Interactive

Solutions

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Geographic Diversity

• Plus additional offices in

Louisiana, Canadian operations,

offshore operations, and many

remote team members

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Dealertrack Technologies

■ Our Vision: Deliver the market leading suite of integrated technologies capable of

transforming auto retailing.

■ Our Mission: Collaborate to develop innovative workflow solutions that drive

efficiency and profitability for our clients.

■ Our Values

□ Drive client satisfaction with everything you do.

□ Cultivate great ideas and execute with quality.

□ Deliver on commitments to clients and team members.

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Dealertrack’s Satisfaction Program

Voice of the Team Member

Voice of the Client

Client

Satisfaction

To borrow a HumanSigma concept:

Happy Team Members = Happy Clients

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The Impact of Team Member Engagement

■ But just as importantly…

□ Reduce team member attrition

(negative/external)

□ Retain expertise and capability

□ Stabilize client relationships to build…

▪ Trust

▪ Confidence

▪ Personalization

▪ Partnership

▪ Loyalty

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Solicit

Listen

Evaluate

Develop

Implement

Share

Effective Engagement Requires Process (and Leadership)

33

Annual Team Member Engagement Survey

■ Open to all team members to complete anonymously

■ Team Members asked to rate company and provide commentary on…

□ Commitment & Retention

□ Performance Culture

□ Leadership & Values

□ Diversity

□ Career Development

■ Feedback compiled and analyzed, compared to applicable HR Leadership Council

benchmarks

■ Focus groups conducted by HR with random team members to discuss feedback,

obtain clarification, and solicit suggestions

■ Results discussed with location/Solution/function leadership and plans developed

■ Plans implemented and impact evaluated informally and through next survey’s

results

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Annual Team Member Engagement Survey - Results

■ Response Rate: 49% in 2010, 54% in 2011, 60% in 2012

■ Six Largest Year-Over-Year Increases for 2012:

□ The Organization does a good job of incorporating new hires.

□ The Organization proactively identifies programs and services that facilitate work-life

balance.

□ I have a good understanding of Dealertrack’s direction and goals.

□ The Organization does a good job of valuing diversity of cultural backgrounds,

personal styles, and ideas among its team members.

□ The Organization does a good job of providing the training I need to do my job well.

□ The Organization supports flexible work arrangements.

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Dealertrack University: Team Member Development

■ All Team Members

□ Instructor Led

▪ Essentials of Leadership

▪ Conflict Resolution

▪ Influential Leadership

▪ Communicating and Listening

▪ New! Leading Effective Meetings

□ eLearning

▪ Getting Started as a New Leader

▪ Essentials of Leadership

▪ Resolving Conflict

▪ Leading Change

▪ Achieving Your Leadership Potential

▪ Communicating with Impact

▪ Making Meetings Work

▪ Coaching for Improvement

▪ Coaching for Success

■ Management

□ Communication Tools and Strategies

□ Communicating Performance

□ Communicating Change

□ Onboarding New Team Members

□ Preparing for Career Advancement

□ Building and Leveraging Relationships

□ Unplanned Coaching On-The-Job

□ Engaging and Motivating Your Direct Reports

□ Preparing to Coach Effectively

□ Mentoring

□ Preparing and Executing Performance Reviews

□ Individual Development Plans

□ Developing Your Direct Reports

□ Love ‘Em or Lose ‘Em

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Management Training on Engaging Team Members

Course Objectives:

■ Reinforce why engagement and

retention are critical issues and the

influence managers have

■ Introduce practical strategies and

tools to help managers make a

difference

■ Begin action plans to address

engagement and retention with all

team members

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What is the Dealertrack Jam?

■ A 57-hour online event in which all team members, including contractors, can

participate

■ Four Forums (with multiple discussion threads) – this year…

□ Our Culture

□ Delivering to Our Clients

□ 2014 & Beyond

□ Great Ideas

■ Postings analyzed in real-time and post-event, then programs are collaboratively

developed, implemented, and communicated

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2012 Jam Results – A Sampling

■ Restated our Dealertrack values, as part of our rebranding late last year

■ Detailed HR strategy initiated for 2013 to focus on succession planning, career-pathing, creating a high-potential development program, and to develop cross-training opportunities

■ Corporate-wide training on running effective meetings and email etiquette

■ PTO time requests changed to allow smaller blocks of time to be used

■ Rolled out a team member skills database for all team members to input their skill sets

■ Social committees created across several locations to help develop fun, local team member events

■ Several processes being examined to help improve or streamline internal and external offerings (such as T&E, contract processing, client invoicing, client self-service)

■ Developed a formal acquisition strategy for newly-acquired organizations, to ensure a smooth onboarding of new team members and integration of processes and technologies

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2012 2013

■ 90% registration

■ 1636 team members accessed event site

■ 4.4 posts per team member

■ ~4,800 total posts

■ 97% registration

■ 1703 team members accessed event site

■ 7.2 posts per team member

■ 6,873 total posts

Jam Participation Rates – Growing Engagement

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Rewards and Recognition, Team-building and Celebrating

■ Company-wide

□ Client First

□ Team Member First

□ Great Ideas

□ Interoffice themed competitions

□ Executive walk-around

■ Office-wide

□ Sports leagues, 5k runs/walks

□ BBQs / picnics

□ Bring your kid to work day

□ Bake sales and other fundraisers

□ Intraoffice themed competitions

□ Executive walk-around

■ Technical Support

□ Service Star of the Month

□ Star Quarterback

□ Annual Awards

□ Themed contests based on client

satisfaction and achieving metrics that

drive it (Olympics, Football League,

NASCAR)

□ National Customer Service Week

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Technical Support – Survey Process

■ Policy to ask for verify email address with every interaction

■ Survey link sent for every case closed where client provides email address

■ Survey takes 1-2 minutes – five statements specific to the interaction on which

client is asked to express level of agreement:

□ Would recommend Dealertrack’s support team (Transactional Net Promoter Score)

□ Team member’s understanding of request, empathy, knowledge, and technical solution

■ Team members can view results real-time…and empowered to proactively follow-up

■ Leadership manages the formal follow-up process, triggered in one of two ways

□ Client provides a “very dissatisfied rating”

□ Client requests a callback

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Technical Support: Coaching to Quality and Client Satisfaction

Team Member Coaching Session

(Spot and Biweekly)

Voice of the Client (VoC) Survey Data

Quality Performance Assessment

(QPA) Results

Use VoC Root Cause

Analyses to refine

QPA emphasis as

needed

Improvement Improvement

Thanks for Your Participation

Dennis Gershowitz

Vice President

Service Strategies Practice

Tel. 910/270-5382

[email protected]

Greg Rhoads

Vice President


Tel. 610/458-2655

[email protected]

Dan Conlon

Director of Service

Operations

Tel. 972/661-4917

[email protected]

Requests for Information

Bill Bradley

Director of CEM Marketing

Omega Management Group Corp.

Tel.: 978/715-2587

[email protected]

www.omegascoreboard.com

Check for upcoming webcasts at

www.omegascoreboard.com/webcast.php

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