experience ‘18 driving culture & accountability · experience ‘18 dan barrett, director,...

EXPERIENCE ‘18

Dan Barrett, Director, USPS Customer Experience and Market Insights

Jannine Zucker, Principal, Deloitte Consulting LLP

Jennifer Rome, Senior Manager, Deloitte Consulting LLP

Driving Culture & Accountability

2 | Copyright © 2018 Deloitte Development LLC. All rights reserved.

Our team

Director, USPS Customer Experience and Market InsightsMaking Customer Experience (CX) a Postal Priority

Dan BarrettJannine ZuckerPrincipalDeloitte Consulting LLPBringing a Customer Experience (CX) lens to HR

Jennifer RomeSenior Manager Deloitte Consulting LLPLeading Employee Experience (EX) solutions for federal clients

Deloitte is a Leader in Employee and Customer Experience1

Global Leader in Employee Experience Consulting-ALM

Global Leader in CRM and Customer Experience Services-Gartner

Global Tier 1 Provider of Implementation Services-Medallia

1. Citations on slide 19


Companies that put people first lead in the marketplace

12% 22% 2.3xC U S T O M E R S A T I S F A C T I O N 1 P R O D U C T I V I T Y 2 R E V E N U E G R O W T H 3

1Social Knows: Employee Engagement Statistics (2011) 2 Employee Engagement Does More than Boost Productivity, Harvard Business Review (2011) 3 2017 Deloitte Global Human Capital Trends


…but despite the proven EX-CX connection, some organizations struggle to achieve this alignment

Break down organizational silos and create shared accountability across the business

Align operational metrics, processes, and policies across business units

Identify friction points in both employee and customer journeys

Link EX, CX and operational/financial data sets to identify shared drivers

Organizations struggle to…


What has been your greatest challenge in connecting CX & EX?

Text “DELOITTEPOLL” to “37607” and then your answer


The Solution: Shift ownership for Employee and Customer Experience to all business leaders

Understand what drives Employee

Experience

Determine impact on Customer

Experience

Identify and action plan around the

Shared Moments that Matter

Continuously measure and

improve through Ongoing, Real

Time Data


USPS is a large, complex organization: there are nearly 2.5B tracking events every day

157MD E L I V E R Y P O I N T S

USPS has +31K retail outlets

+600K employees with a strong union presence

If it were a private sector company, USPS would rank 37th in the Fortune 50


Our business is changing, which has a significant impact on our operations and workforce.

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

All Mail

Packages & Shipping

202.7

202.7170.9 168.3

159.8 158.2 155.5 154.3 154.3 149.5

3.3 3.1 3.1 3.3 3.5 3.7 4.0 4.55.2

5.7

R E C E S S I O N R E C O V E R Y N O R M A L I T Y

Total USPS VolumeBillions of Pieces

26% D E C L I N E

73% I N C R E A S E


Our USPS CX Council breaks down silos and promotes a customer and employee-centric culture.

Customer GroupE M P L O Y E E S

F R O N T - L I N E S U P E R V I S O R S

O F F I C E R S

E L T

CX Council Steering Committee

Employee Group

50 customers

• Validating issues

• Refining solutions and rapid prototyping

12-15 customer-facing employees

• Priorities driven by Steering Committee

• Develops problem statements

• Addresses issues


USPS is applying its CX principles across 5 employee-centric components

“I got the services I need.”

”It was easy to get the services I needed.”

“I felt like a valued customer.”

Consistent, high-quality level of service for customers across journeys and touchpoints

Convenient service and simple process so customers understand where they are in their journeys

Engagement and connection with customers by creating experiences

EFFECTIVENESS EASE EMOTION• Training

• Code of Conduct

• Human Centered Design

• Internal Communications Campaign

WHERE WE WILL APPLY THESE PRINCIPLES

• Policy Evaluation


USPS has convened frontline employees nationwide to listen and understand their experience.

An overwhelming sense of pride was heard, seen and felt.


A grassroots campaign led to the development of “Postal Proud” materials, co-created with employees.

“I'd like our mail carrier to be more courteous, instead of just going zoom, zoom, zoom down the road.” — USPS Customer Feedback, 2017


The “Postal Proud” movement took off, and was tailored locally in offices across the country.


“I am committed to making every customer experience a great one.”

We have proud employees actively committed to CX and making it a priority every day.

— Gerald Roane, Postmaster WDC at Friendship Post Office in Washington, DC


And we’ll continue to empower employees to deliver a world-class customer experience.

Employee Focus GroupsTo uncover shared EX/CX drivers

Re-Evaluate “Stupid Rules”That prevent employees from delivering excellent CX

Integrate CX VisionInto frontline employee training

Implement MedalliaTo provide employees with real-time, actionable data

CX- Centric Communicationsvia daily huddles and digital channels


Knowing what to measure to move the needle on employee experience is key


Key drivers of employee experience:Organizational Culture Employee Engagement


We’ve learned what matters most to building a customer-centric culture.

Four key indices stand out as drivers of customer-centric behavior, and these indices are linked to metrics that can be analyzed together with CX data and improved over time.

Courage

Commitment

Inclusion

SharedBeliefs

Collective Focus

Risk &Governance

External Orientation

Change & Innovation

Key Indices


We’ve also tested what moves the needle on employee engagement—and how to measure it.Simply Irresistible Organization Framework

Meaningful Work• Autonomy

• Select-to-fit

• Small, empowered Teams

• Unstructured time

Supportive Management• Clear and transparent goals

• Coaching

• Investment in development

• Agile performance management

Positive Work Environment• Flexible work environment

• Humanistic workplace

• Culture of recognition

• Fair, inclusive, diverse work environment

Growth Opportunity• Training and support on the

job

• Facilitated talent mobility

• Self-directed, dynamic learning

• High-impact learning culture

Trust in Leadership• Mission and purpose

• Continuous investment in people

• Transparency and honesty

• Inspiration

C R O S S - O R G A N I Z A T I O N C O L L A B O R A T I O N A N D C O M M U N I C A T I O N


Use journey maps to understand what’s driving customer experience……but recognize the Employee Experience is a parallel, often hidden journey, that greatly impacts customer experience—and map that

C U S T O M E R E X P E R I E N C E J O U R N E Y E M P L O Y E E E X P E R I E N C E J O U R N E Y

Train in g

Perfo rman ce Feed b ack

Career Pat h in gEmp lo y ee Cu s t o mer

Customer/Employee interaction

22 | Copyright © 2018 Deloitte Development LLC. All rights reserved. 22

What are your organization’s greatest data challenges in connecting Customer and Employee Experience? 1. Identifying the drivers of Employee Experience

2. Determining the shared Moments of Truth for CX & EX

3. Enabling statistical analysis of CX and EX data sets

4. Providing real-time data to managers for action planning

Text “DELOITTEPOLL” to “37607” and then “1, 2, 3, or 4”


The real magic lies in correlating and reporting CX and EX data in a single, user-friendly platform1

241. Mock-up of Medallia-Deloitte EX-CX dashboard

25 | Copyright © 2018 Deloitte Development LLC. All rights reserved. 25

What types of insights would you like on a CEM dashboard—like Medallia— to provide?

Text “DELOITTEPOLL” to “37607” and then your answer


Where can I start?Transforming the organization to deliver on the employee and customer experience

Expand EX responsibilities beyond HRMake EX a shared responsibility across all the business and tie responsibilities and emphasize the role that each business unit plays in EX and CX

Update performance metrics to include CX and EXMake employees and leaders accountable for CX and EX metrics by adding them, or increasing their weight, in performance metrics

Enable Employees to tell you what’s wrongSet up real-time feedback mechanisms where employees—especially those on the front lines—can bring issues to your attention and offer insights to solutions

Make employee trainings customer-centricInfuse a customer mindset into all employee trainings, even if a training is to support internal customers (other employees)

Embed design thinking capabilities into your workforceEquip individuals throughout your organization to tackle CX and EX challenges, not just those focused on developing solutions for external customers

This publication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.

As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte USA LLP, Deloitte LLP and their respective subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Copyright © 2018 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

Thank you.S O U R C E S

Deloitte named the undisputed global leader in Employee Experience Consulting based on capabilities by ALM IntelligenceSource: ALM Intelligence; Employee Experience Consulting 2017; ALM Intelligence estimates © 2017 ALM Media Properties, LLC. Rreproduced under license

Deloitte named the undisputed global leader in CRM and Customer Experience Services based on completeness of vision and ability to execute by GartnerSource: Gartner, Magic Quadrant for CRM and Customer Experience Implementation Services, Worldwide, Patrick J. Sullivan, Ed Thompson, 8 January 2018

Deloitte named Global Tier 1 Provider of Implementation Services by MedalliaSource: Deloitte / Medallia Partnership Overview, February 2015

experience ‘18 driving culture & accountability · experience ‘18 dan barrett, director,...

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