Do you have a lack of talent? It could be a reflection of the leadership culture
Overall, Talent Management is having
robust P & C structures, practices and initiatives that when combined, they add value to the employee journey while enhancing organisational brand.
There is a sweet spot in the middle where both employee and employer needs are met. However, there is one pivot point – all roads lead back to the prevailing leadership culture and practices and the success or otherwise of these efforts will be out there for all to see.
Loyalty is hard to come by these days – even in the not for profit sector. Our communities are becoming more sophisticated, informed and savvy about the services they chose to engage in. For community based organisations the issue with developing customer loyalty is not attracting new customers – it’s more about how we retain them.
Our regular customers need to walk away from every type of interaction feeling better than the start. Think about it this way – every time you meet someone’s expectation you have only partially engaged them for their next visit. If something newer or different comes along they may tempted to ‘check them out’. We need to continually exceed expectations so when other options come their way they think – ‘nah I love where I am now’ or the best case scenario is that they don’t even see your competitors – it’s not even on their radar to try something else.
Loyalty is about creating a sense of allegiance in your customers where they become your advocates rather than a transactional customer. Here are five ways to promote a sense of allegiance in your customers. Continue reading…
There is no doubt that consumer directed care has placed our service standards under the spotlight. In a market place that is becoming more crowded and noisy, finding that special ‘something’ to attract and retain our customers has become a necessity for survival rather than a ‘nice to have’. With so much focus on packaging effective and efficient products and services, the disability sector has come to the harsh realisation that ‘commercialisation’ and ‘bottom line’ results are now standard items on the strategic agenda. The attraction and retention of our customers has become a vital part of our organisation’s success.
Employee engagement principles are easy to understand, at least on a theoretical level. Employees that feel valued for their inputs (knowledge, skills, experience, work ethic, ideas, feedback, performance etc.) are more likely to have higher engagement levels. They go beyond the basic service deliverables and as a consequence they deliver positive customer experiences that add value to their customers’ everyday lives. From a practical point of view, how can we encourage our employees to feel valued? Here’s a few ‘carrots’ to consider. Continue reading…
Customer service charters can often be bland documents full of big hairy promises that sound more like a fairy tale than real life. We often mistake these charters as vision statements and promise the world. Delivering on these promises becomes a stretch goal rather than the minimum standard required. Consumers have more information available to them than ever before and are usually well prepared for their purchases. So if we are to stand out in a crowded market place we need to manage the consumers’ expectations and be truthful about what we can deliver.
The reasons for having a charter in the first place is to sell our organisation and differentiate ourselves from our competitors. To do this we have to identify what we do better than anyone else. Creating a service promise is just the first step. Once all the elevator speeches and tag lines are done and dusted we then have to deliver on that promise, and that is where the hard work begins!
As 2017 comes to a close and we head off to enjoy the holiday season, it is often a time of reflection and planning for the new year ahead. One of the underlying themes in the consulting work that I have been involved in this year has been the effect that ‘perceived personal power’ has when we communicate, work and grow together. Continue reading…
Organisations are in the business of providing products and services to consumers, who in turn, provide organisations with currency to continue their work. Most products and services have a lifespan. It is this lifespan that triggers our need for organisational change: changing what we do and the way we do things to remain relevant by satisfying emerging needs. We do this so we can survive and continue to serve the customers that sustain us. Consequently, organisations must change to survive.
In a logical sense, most employees understand this cycle and would nod their heads in agreement – we’ve all been on this merry-go-round before and have seen many changes to our professions during our careers.
So why is ‘organisational change’ so difficult to manage, especially when we know at a cognitive level that it is a necessity for our economic future? Continue reading…
“It is not the strongest or the most intelligent who will survive but those who can best manage change.”
Think about the last time you resisted a change that was either thrust upon you or took you by surprise. How did you react? What range of emotions did you experience? How strong were these emotions? How long did it take for you to come to terms with the change? Can you remember the tell-tale signs that you exhibited that showed how you felt? Most importantly, what was the catalyst for you to get past you resisting organisational change and embracing the new and different?
A new state of normal has crept into our lives – it’s the realisation that ‘change’ is ever-present and is here to stay. Older generations are experiencing change fatigue as our younger generations see it as business as usual and wonder what the fuss is all about. Having both these attitudes existing in the same workforce is a challenge facing most leaders. I believe that workplace and community leaders are in a unique position in our human history and we have an opportunity to create something new and different in the way we organise our world of work. Our approaches to the next phase of organisational development will require new ways of thinking, strategising, teamwork and leading. We find ourselves in a time of respectful openness, creativity, learning, sharing, knowledge creation, technological connections and jobs that tap into who we are and what legacy we wish to leave. Just when we thought that there was nothing left to discover, we are facing a chasm of discovery. How do we find new ways to lead and solve problems in this landscape? Continue reading…