We are finally seeing a movement by the general business world to seriously focus on the role and value of employees, which is why “Embracing Employee Engagement” is one of our 2017 CX Trends. Temkin Group has viewed employee engagement as a critical foundation for customer experience since our inception. It’s one of our Four CX Core Competencies.
While the trend is great, there’s still a long way to go. I’d love to see many more human resources organizations recognize that employee engagement is one of their strategic objectives (see my post, HR Execs: Wake Up To Employee Engagement!).
It’s important to understand the distinction, because only one of them is the foundation to success. So let’s look at each…
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Lyddy, Christopher, and Darren J. Good. “Being While Doing: An Inductive Model of Mindfulness at Work.” Frontiers in Psychology, vol. 7, 2017, pp. 1-18. Full text.
Abstract. Mindfulness at work has drawn growing interest as empirical evidence increasingly supports its positive workplace impacts. Yet theory also suggests that mindfulness is a cognitive mode of “Being” that may be incompatible with the cognitive mode of “Doing” that undergirds workplace functioning. Therefore, mindfulness at work has been theorized as “being while doing,” but little is known regarding how people experience these two modes in combination, nor the inﬂuences or outcomes of this interaction.
Drawing on a sample of 39 semi-structured interviews, this study explores how professionals experience being mindful at work. The relationship between Being and Doing modes demonstrated changing compatibility across individuals and experience, with two basic types of experiences and three types of transitions. We labeled experiences when informants were…
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Studies clearly show a direct correlation between employee engagement and satisfaction and customer (patient) experience. The happier and more engaged an organization’s culture the more likely the organization’s customers (patients) are satisfied and loyal to that organization. Bruce Temkin in his blog “Looking at ROI of CX Through Eyes of Employees” shines the spotlight on yet another connection between employees and customer experience. Temkin concludes that, in the eyes of employees, better customer experience equates to better business performance.
We are always looking for ways to understand the connection between customer experience and loyalty. Here’s a new approach, analyzing employee perceptions.
We asked a random sample of more than 2,400 full-time U.S. employees to compare their company’s customer experience as well as its financial results to the organization’s competitors. As you can see in the figure below:
- 76% of CX pacesetters financially outperform their industry and 6% underperform
- 19% of CX laggards financially outperform their industry and 23% underperform
CX leaders are more than four times as likely to financially outperform their competitors.
In my previous blog “Reframe hospital business objectives to rebuild trust,” I wrote about the significant decline in public trust for U.S. hospitals as perceptions shift: from “charitable institutions” to “business enterprises” and having abandoned the “traditional role as advocates for patient needs.”
In addition to connecting back to purpose and mission, healthcare organizations will renew public trust by creating a WE vs ME workplace and culture.
In the opening pages of their book “Reinventing the Patient Experience: Strategies for Hospital Leader” published in 2007, Christianson et al state that 56 percent of the American public trusts hospitals “somewhat,” “not much” or “not at all.”
Even more distressing are the descriptions the majority uses for hospitals that were once perceived as altruistic, humanitarian institutions:
- Hospitals have been “transformed from charitable institutions to purely business enterprises.”
- They are “impersonal and detached from the community.”
- Hospitals “put economics ahead of patient care.”
- They have abandoned the “traditional role as advocates for patient needs.”
Customer experience experts indicate that we have transitioned from the Age of Information to the Age of the Customer where products and services will no longer differentiate companies and organizations for the long-term. Instead, it is the customer experience that matters most. A successful methodology and practice is described to create a patient- and family-centric experience in this new age of the customer.
In late July, two prominent patient experience studies were released. The first, Structuring the Patient Experience Effort: An Inquiry of Effective Practice by The Beryl Institute, is “an investigation … focused on catalyzing an expanded dialogue on how we begin to shape a greater patient experience effort.”
The other, HealthLeaders Media Intelligence Report Patient Experience and HCAHPS: Little Consensus on a Top Priority, set out to examine how effectively healthcare organizations are dealing with ever-increasing “consumer demands” exhibited by patients today. While each study’s aim was different, a few noteworthy commonalities exist.