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Bringing Workforce & Customer Engagement Full Circle

The Engagement Ring. Bringing Workforce & Customer Engagement Full Circle Eliud ‘Pico’ Torres & Noreen Nickola-Williams Florida Department of Health in St. Johns County April 26 th , 2013. The Engagement Ring: Bringing Workforce & Customer Engagement Full Circle. Objectives:

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Bringing Workforce & Customer Engagement Full Circle

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  1. The Engagement Ring Bringing Workforce & Customer Engagement Full Circle Eliud ‘Pico’ Torres & Noreen Nickola-Williams Florida Department of Health in St. Johns County April 26th, 2013

  2. The Engagement Ring: Bringing Workforce & Customer Engagement Full Circle • Objectives: • Provide an understanding of “Engagement” and how it impacts an organization • Demonstrate how use of the Sterling/Baldrige Criteria can help your organization maximize “engagement”

  3. Workforce Engagement • Sterling Criteria Language: • “Workforce engagement" refers to the extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, & vision of the organization.

  4. Workforce Engagement • Employees can become “involved & enthusiastic” in their workplaces when they have their basic needs met, have an opportunity to contribute, a sense of belonging, and chances to learn & grow. Source: Harter, Asplund, Killham & Schmidt, (2004)

  5. The Sterling/Baldrige Business Model

  6. Quiz Time “Actively disengaged employees (the least productive), cost the American economy up $350 billion per year in lost productivity” “Actively disengaged employees (the least productive), cost the American economy up $___ _illion per year in lost productivity”

  7. Leadership / Strategic Planning • Create a Workforce culture that delivers a consistently positive Customer Experience & foster Customer Engagement? • Create an environment for organizational Workforce Learning? • Encourage frank, two-way communication throughout the organization? • Take an active role in reward & recognition throughout the organization • Creating an OPEN Culture

  8. Vision • To be the Healthiest State in the Nation • Mission • To protect, promote and improve the health of all people in Florida through integrated state, county & community efforts • Purpose • St. Johns County Health Department: A Center of Excellence in Public Health

  9. Quiz Time In world-class organizations, the ratio of engaged employees to actively disengaged employee is 10:1 In world-class organizations, the ratio of engaged employees to actively disengaged employee is ___

  10. Engagement Factors • Knowing what is expected of you at work • Having the right materials / equipment to do your work right • Doing what you do best every day • Receiving recognition or praise for doing good work at least weekly • Feeling cared aboutas a person by your supervisor, or someone at work

  11. Quiz Time In average organizations, the ratio of engaged employees to actively disengaged employees is 2:1 In average organizations, the ratio of engaged employees to actively disengaged employees is _:_

  12. Defining Quality • Efficiently meeting and exceeding the multidimensional expectations & requirements of external and internal customers

  13. Quiz Time Teams with high levels of engagement sell over __% more than teams with low engagement Teams with high levels of engagement sell over 20% more than teams with low engagement

  14. Customer Engagement Engagement includes customer retention and loyalty, customer’s willingness to make an effort to do business with your organization, and their willingness to actively advocate for and recommend your product or service offering

  15. Customer Engagement (Criteria) • Voice of the Customer (VOC) • Listening to current Customers • Listening to Potential Customers • Determining Customer Satisfaction and Engagement • Satisfaction and Engagement • Comparison • Dissatisfaction

  16. Creating Quality • “Internal” Customer Requirements • “External” Customer Requirements • “Must–be” requirements • Attractive requirements • Regulated requirements • Healthcare requirements • Product delivery • Creating “delight”

  17. Customer Engagement (Criteria) • Product & Service Offerings / Customer Support • Product and/or Service Offerings • Customer Support • Customer Segmentation • Customer Data Use • Building Customer Relationships • Relationship Management • Compaint Management

  18. Delight the Customer • G–reet every customer with vigor • R–espect every customer without judgment • E–ngage them with a story, find their currency • A–nticipate their needs by creating a relationship • T–hank them for allowing you to serve them

  19. Customer complaints often rise with employee disengagement. Disengaged employees create disengaged customers because frustrated workers can’t help but pass on their cynicism and negativity.

  20. You get what you Inspect - Not what you Expect! • Customer Survey • Customer Feedback – ASK THEM!!! • Voice or in Writing • Internal product evaluation • Process • Package • Product • Data Analysis • Secret shoppers • Rounding • Quality Improvement Plan

  21. Quiz Time For every customer that leaves your organization dissatisfied it will cost you 8 prospective customers For every customer that leaves your organization dissatisfied it will cost you _ prospective customers

  22. IMPROVE ACT CHECK DO PLAN ACT PLAN CHECK DO MISSION, VISION, VALUES • Tweak as needed! 

  23. FDOH St. Johns – Local Initiatives • Quality Improvement Plan • Standards of Excellence • Customer Service Standards • Philosophy & Culture: Every Person, Every Time • Real-Time Touch Screen Survey • Rounding • Immediate Resolution

  24. Our ROI – Quality is Free • Quality is not free but it is the next best thing! • Resources & Investment Including Personal Investment by Leadership is Required Reference: Quality is Free, Phillip B. Crosby(1979)

  25. Our Return On Investment Innovation tCollaborationtAccountabilitytResponsivenesstExcellence GOOD

  26. Our Return On Investment

  27. Customer Touch Screen

  28. Our Return On Investment Innovation tCollaborationtAccountabilitytResponsivenesstExcellence GOOD 30

  29. Our Return On Investment

  30. References Florida State Health Improvement Plan 2012-2015, Published April 2012 by Florida Department of Health, Accessed on 3/7/2013 via www.doh.state.fl.us/Planning_eval/Strategic_Planning/SHIP/FloridaSHIP2012-2015.pdf Florida Governor’s Sterling Council, Sterling Criteria for Performance Excellence 2012-2013, information available via http://www.floridasterling.com/index.php Weinstein, A. & Johnson, W. “Designing & Delivering Superior Customer Value: Concepts, Cases & Applications. (1999) Woodruff, Robert B. "Customer value: the next source for competitive advantage." Journal of the academy of marketing science 25.2 (1997): 139-153. Accessed on 4/10/2013 via http://scholar.google.com/scholar?hl=en&q=Customer+Value&as_sdt=1%2C10&as_sdtp= Innovation tCollaborationtAccountabilitytResponsivenesstExcellence

  31. Thank you!Eliud “Pico” Torres, Director, Office of PH Practice & PolicyEliud_Torres@doh.state.fl.usNoreen Nickola-Williams, QI & Accreditation CoordinatorNoreen_Nickola-Williams@doh.state.fl.uswww.StJohnsCHD.org

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