Monitoring voice of the customer is one thing, but can all your employees name the customers’ top ten wish list? Employee engagement is a key to making significant improvements in customer experience and crafting customer centric action plans. The UK-based online banking group at Barclays engages employees in understanding customer priorities by summarizing customer feedback on notice boards along with process improvement updates, on internal email signatures, and in the executive director’s weekly internal updates.
Barclays’ personal performance reviews include a strategic satisfaction index, which includes a retrospective 3-month comparison to other banks and continuous improvement of the customers’ top ten wish list. And survey results and process improvement status updates on the company’s intranet site provide essential reference material for product managers and designers to integrate into key initiatives and offerings.
Another catalyst for acting on the customers’ top ten wish list is the company’s “You Said … We Did” series in its monthly customer newsletter, to communicate progress in resolving issues revealed by satisfaction surveys. Customer Experience Manager Ravi Bhalla says customers have appreciated seeing changes made based on their feedback. As a result of this series, customers also take initiative to provide additional feedback to the company which has been invaluable in improving customer relationships and business results.
The many groups within Barclays are adopting these best practices to operate in a multi-channel environment. Bhalla says “Customers don’t look at us in terms of how we’re structured, but how they want to interact on that particular occasion.”
Employee awareness of customers’ wish lists, and their concerted efforts to make ongoing improvements are great examples of customer-centric action plans and best practices in customer experience management.
Originally published by MyCustomer.
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