Work-life balance as a Sales Senior Manager Bedok is a term used for the idea that an individual needs time for both work and other aspects of life (personal interests, family and leisure activities).
Our schedules are getting busier than ever before, which often causes our work or our personal lives to suffer. The compounding stress of Sales Senior Manager Bedok from never-ending workday is damaging. It can hurt relationships, health and overall happiness.
Understanding Consumers and Market Segments
The best work-life balance is different for each of us because we all have different lives and different priorities. Work-life balance doesn’t mean an equal balance. There is no perfect balance you should be striving for. At the core of work-life balance is meaningful daily Achievement and Enjoyment.
When employees feel a greater sense of control and ownership over their own lives, they tend to have better relationship with management and tend to feel more motivated and less stressed out at work, which in turn increases company productivity and reduces conflicts.
Companies that encourage work-life balance have become very attractive to workers. These companies also tend to enjoy higher employee retention rates and more loyalty. Promoting balance is beneficial to both employees and companies.
What Does it Mean to be Customer-centric?
To have the customer's best interests as the focus of your attention - not to be pre-occupied in your own interests at the customer's expense.
To do this, you need to:
(1) Really know the customer in order to anticipate their best interests.
(2) Differentiate between primary and secondary motives.
Customer-Centric Primary Motives:
Making it easier and nicer for the customer to get and use solutions.
Self-Centric Secondary Motives:
Building revenue and profit through new product development, word-of-mouth, etc.
There's a myth that talking often to your customers (sales, service, surveys, etc.) means you're customer-focused. However, customer-focus goes beyond lip-service to the primary motives that drive your behaviors.
Gap in Desired Versus Actual Customer-Centricity
Half of companies say they're extremely customer-centric, but when customers of those companies were asked, only a tenth of them said those companies were extremely customer-centric. Why is there such a huge gap? When you think about who makes business processes and policies within a company, it's usually the workforce that doesn't interact directly with customers. Three-fourths of companies say that customer experience is not well defined and communicated within their company. Half of companies say they have fair or little knowledge of customer demographics, behaviors, psychographics, and transactional histories. Less than a tenth of companies say they have excellent knowledge of customers. Three-fourths of companies say their employees aren't well versed in how to delight customers.
Ways to Really Know the Customer
This represents an opportunity for those who work directly with customers to share valuable stories and facts with the rest of the company, to help the entire workforce live up to their brand promises. We usually think of marketing, sales, and customer service as outward-facing, with only outbound deliverables.
Yet, if a company is customer-centric, then concentric circles around the customer mean that marketing, service and sales are the natural conduit for helping the rest of the company - engineering, finance, human resources, production, operations, technology, safety, accounting, etc. - understand their impact on customer experience and customer profitability. Three-fourths of marketing groups say they don't influence the customer service function ... so you can imagine how much influence marketing has on the rest of the company!
Customer-facing professionals can sensitize the whole company toward the customer's plight and priorities:
(1) Make sure customer stories reflect the customer experience spectrum.
(2) Use creative ways to share customer stories:
- Internal newsletters
- Bulletin boards & posters
- Lobbies, break rooms, war rooms, conference rooms, cafeteria
- Staff meetings
(3) Involve organization in learning and adapting their mindsets - this is the organization-wide journey guiding everyone on managing their personal impact on customer experience, called internal branding
Return on Investment
Your company makes huge efforts and investments in communicating your value proposition, which is the brand promise that shapes customer expectations. A corresponding investment - at least in energy and scrutiny - makes sense for ensuring the brand promise is indeed delivered. Customer satisfaction occurs when the customer's experience meets or exceeds their expectations. Trust - being true to the brand promise - is biggest the biggest factor in building a customer-centric culture that maximizes customer profitability.
Note: statistics from CMO Council Customer Affinity study and Peppers & Rogers Customer Retention presentation.
There are many ways employers can promote work-life balance in office, some of which are: company outings, offering remote working and flexible hours, providing good health coverage, encouraging employee education.
Customer Retention is Boosted by Customer-Centric Culture
Empowering employees like Sales Senior Manager Bedok to take control over their work and home lives can have a profound impact on their job satisfaction and performance, enabling companies to achieve success. Achieving work-life balance is a daily challenge. It can be tough to make time for family, friends, community participation, spirituality, personal growth, self-care, and other personal activities, in addition to the demands of the workplace.
How should the practice of business continuity evolve to manage the threats and opportunities faced by organizations today and in the future?
Business resilience is the ability an organization has to quickly adapt to disruptions while maintaining continuous business operations and safeguarding people. The CulturalManagement provides experts to partner with your organization and develop a comprehensive emergency preparedness and disaster management program.
A vendor management system (VMS) promises freedom from the chaos that can be caused by juggling the vast array of components in a staffing supply chain. It does this by pushing everything through a central processing point. Yet the business side of making these transitions can be complicated and disastrous if not well planned. How do you ensure a successful VMS implementation? After spending months with companies and vendors in developing ContractCentral we've learned some valuable lessons about making the transition to vendor management system.
1. Know why you're buying a VMS
Organizations deploy VMS systems for different reasons. Will your VMS foster competitive bidding to lower staffing costs? Speed requisition broadcasts? Reduce the time it takes to find and manage contract workers? You'll save time and money by building a prioritized list of those reasons, understanding must-haves and trade-offs, and using that list to spec, evaluate, plan and build a VMS solution tailored to your business.
2. Establish success metrics up front
How will you define success or failure in your VMS implementation? Identify at least one measure of success for each of the items on your priority list, and develop metrics that enable you to prove the value of the new system. Establishing metrics early, before the project has started, allows you to create and track baselines. These days CFOs are increasingly concerned with making total cost of ownership (TCO) and return on investment (ROI) a central facet of the solution. Establishing a hard dollar value can be tough (be sure to ask prospective vendors for suggestions) but can go a long way toward winning loyal support from senior management.
3. Map VMS against your own business processes
Any major solution implementation can require a few tweaks to your business process as it's deployed. The trick is to prevent tweaks from becoming major process re-engineering (unless, of course, a re-engineering is part of the plan).
Before telecommunications company ADC deployed HotGigs ContractCentral, it studied its existing staffing operations and determined that some re-engineering was necessary. Those changes became an early part of the deployment plan, allowing the team to craft retraining and support strategies to ensure a smooth transition.
4. Understand your costs
The industry rule of thumb says a VMS shouldn't cost more than 1 to 3 percent of your hiring budget, and you can anticipate saving 10 percent to 25 percent of your staffing costs through increased efficiencies and more competitive bidding.However, don't overlook hidden costs. How will your employees manage staffing during the transition? Have you budgeted for retraining your users and participating vendors? Does your contract include post-deployment enhancements? Is there an early penalty for canceling a VMS purchased for a set term?
5. Put yourself in your vendors' shoes
Be realistic about your staffing vendors' costs as well. The higher the cost of integration with your new VMS, or the more deltas there are between their system and yours, the less likely you are to get accurate inputs and prompt responses.
5. Build a training plan
If training is needed, are there online training and support modules available? How much training time will each user need? Are there different views available of the user's desktop in the VMS based on their role and relationship to the system?
6. Plan to scale
One of the greatest success factors of a software application is its rate of adoption with the people who are supposed to use it. If your initial roll out is successful, your users will inevitably begin to use it in new ways, find new reporting requirements...and sooner or later you'll be faced with a need to scale. Make sure your VMS can handle the load without the need for extensive custom-coding, an expensive proposition. In addition, opt for the smartest, most flexible reporting structure possible.
When a Sales Senior Manager Bedok spends the majority of its days on work-related activities and feel as if they are neglecting other important components of their lives, stress and unhappiness result. Thus, you must learn to draw a clear line between your personal and work time and set clear expectations with your colleagues.