Digital tools and social media are effective channels for delivering an integrated customer experience, but they cannot serve as the foundation of your overarching customer experience strategy. Even your products and services are not the cornerstone of the customer experience you deliver. That distinction lies with your employees.
Why Internal Customers Matter Most
There is a correlation between employee satisfaction and customer satisfaction. A study published in the Journal of Applied Psychology found that “on average, business units in the top quartile on the employee engagement measure produced 1-4 percentage points higher profitability,” translating to roughly $80,000-$120,000 more in monthly revenue.
Common sense dictates that satisfied employees are more creative, productive and dependable, generating products and services that delight customers and encourage them to remain true to a particular organization or brand.
Therefore, a strong customer experience strategy relies on keeping internal customers -- aka employees -- happy and engaged.
Enterprise CMS, Change Management & the Internal Customer Experience
According to Paul Murphy, National Sales Director at Spire Investment Partners, when technology makes work easier for employees, everyone wins. “If employees are more efficient, they’re happier. If they’re happier, they’re more productive. If they’re more productive, you’re more profitable.”
We all know the myriad ways enterprise CMS makes life easier for employees, including:
- Less time spent searching through file cabinets.
- Improved communication and collaboration with colleagues.
- Automation of boring, repetitive tasks.
However, even when the benefits are proven, change management is almost always a challenge when implementing new technology. “People get defensive,” explains Ed Yonker, CIO of Franklin County, PA. “They start saying, ‘We’ve always done it this way, why change now?’”
For Gaston County, NC, education and training were key to countering this kind of resistance to change. “Although the resistance to change has been far less than for ECM than other applications or new business processes, there are always people who want to continue doing things the way they’ve always been done,” says Brandon Jackson, CIO of Gaston County. “However, the more we publicized the success of the departments that were our early ECM adopters, the more people began to realize how tedious working with paper actually is.”
Ramsey County, MN, took a lighthearted approach to employee training that included enterprise CMS training videos featuring the cast of The Flintstones. “Just because something is technical doesn’t mean you can’t have fun with it,” explains Rochelle Waldoch, Compliance and Records Manager at Ramsey County. “If people are laughing, they’re paying attention.”
Community Action of Ramsey and Washington Counties took the fun even further. After implementing a new enterprise CMS system, the department held a fish-themed kickoff party that boasted fish balloons, goldfish crackers and a fish mascot.
According to Catherine Fair, Director of Energy Assistance Programs at the agency, “We also created and showed a home movie illustrating the way things were before ECM, with endless searches for files, frustrated staff and clients and so on. Then we showed how easy paperless application processing would be thanks to our new technology. We have staff with varied computer competency so ensuring that everyone had a positive attitude about going paperless was critical to the success of the project.”
The most effective enterprise CMS change management techniques engender a sense of community by bringing employees together for a common cause: to learn a new technology that will ultimately improve the way the organization interacts with its customers.
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