MEASURING PROGRESS TOWARD ALIGNMENT

Presented by: Rizkiani SorayaCHAPTER

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Program Magister Psikologi Sains, Psikologi Industri dan Organisasi

Financial ‘Results’ is something prior. They’re what you’re left with, after the fact. They provide an excellent rear-view indicator of where you’ve been.

Business aspiring to develop a flashpoint culture need to track where they’re going more than where they have been.

Purposes

Track the employee motivation, it drives up customer satisfaction

Track customer satisfaction, it drives up employee motivation

Employee satisfaction

Employee motivation

Employee performance

Costumer satisfaction

Positive Customer feedback

The Six Flash Point FactorsThe strategic planning for culture change

1. Leadership

Decision to make work feel like play for employee

Decision to replace a collective internal focus on self-interest with a more motivational external focus on customers interest

Decision to give employees as much greater sense of involvement and ownership for the customer experience

2. Internal Communicat

ion- Reinforce

cultural alignment

- Useful to have a mechanism for measuring progress toward this goal

3. Customer Delight

To harvest positive customers’ feedback

Internal Survey, to measure how motivational the organization’s

emphasis on customer delight is proving to be for the employees

involved

Powerful Employee Motivator

4. Measurement I believe regular surveys like this one are a good way for companies to make sure their employees are feeling motivated.

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I enjoy speaking directly to customers and asking for their impressions and reactions to what we do.

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Track consumer satisfaction and employee motivation

Contributing

Employee Motivation

5. Recognition

I sometimes feel no one appreciates the extra effort I put into my work.

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I feel my contribution to this company is noted and valued.

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Some managers in this company tend to be a little stingy with their praise.

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To help us asses the motivational impact of our

recognition effort

Some form of recognition are more effective than others

6. Operation

Policies

Processes

Procedures

To uncover any operational elements that may be working against cultural alignment, in order to be able to

eliminate or revise these as necessary

Operational Systems:

The Three-Ring Model“inner ring” issues

Meets RequirementsMeets ExpectationsExceeds Expectations The sense of value that derives

from businesses that meet their customers’ most basic requirements:- Correct Shipment- Products that work as they’re

supposed to- Accurate billing

Perception of value that results when expectations are met

Perception of value expanded as far outward as it can go

Professional Customers

SECRET SHOPPER / MYSTERY SHOPPERA Diagnostic Tool

To measure progress, movement – and this requires the repeatability factor, so meaningful comparisons can be made.

Evaluating the Total Customer experience1. Exceed the Customer’s Expectations every Step of the Way

2. Make the Customer feel important

3. Tailor the Experince to Fit the Customer