Work-life balance as a IT General Manager CBP 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 IT General Manager CBP from never-ending workday is damaging. It can hurt relationships, health and overall happiness.
What Is Motivation Employee Welfare
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.
The absolute most important aspect of customer retention is culture. Culture is the way things are thought about, talked about, and done. If TRUST is the basis for any long-term relationship, then a culture of trust is essential to customer retention. Two great examples are Kimpton - a boutique hotel chain, and Cisco Systems.
Kimpton has been named the number one place to work in 9 of the 17 cities where it operates. Market Metrix Hospitality Index or MMHI, has awarded top scores to Kimpton over the past few years - their scored have exceeded not only their direct competitors - but also brands such as Ritz Carlton, St Regis, and Four Seasons. Kimpton has achieved this because of their strong customer-centric culture of really knowing their customers, anticipating customers' needs with great precision, and empowering employees to meet customer expectations.
Another good example of customer-centric culture is Cisco Systems. They are proactive about solutions for every stage of the customer's lifecycle, and on their basic product web pages you can readily find contact information for customer service and tech support ... whereas many companies require customers to go through many clicks to get their contact information. Cisco has made a concerted effort to maximize their customer self-service features, so that their agents can focus on more high-value assistance, from the customers' perspective.
Walking the Talk
How many companies walk the talk by assigning an executive sponsor to customer retention? At Symantec, the Vice President of Customer Experience posts the results of their latest feedback from customers, as well as what they're doing to address that feedback. This can be one of the most powerful ways to keep your customers talking to you. Show that you really read and digest their feedback, and show that you have followed their advice in making improvements.
By closing the loop with customers, you can re-set their perceptions, so they don't feel compelled to carry around negative baggage of past experiences. They can re-set their perceptions to better meet your current realities of improved policies, business processes, and customer experiences.
Symantec takes this a step further with a feedback form on their website - enabling anyone anytime to either vent their frustrations or express appreciation for a job well done.
Two-way conversation on Twitter is best illustrated by Comcast - Frank Eliason's is director of digital care at Comcast and his profile includes his personal website and blog - as he sees customer frustrations expressed, he reaches out to them to find solutions, and in the process, many disillusioned customers have migrated to fans not only of Comcast, but to a friendship with Frank.
Going Beyond the Surface
Over-focus on customer acquisition teaches customers to switch brands. For example, the brand switching rate, called customer churn, is 40% for the mobile phone industry, compared to a 7% customer churn rate for the insurance and financial services industries. Some good advice is to quit training your customers to switch - get off the churn bandwagon.
Let's take a look at a mobile phone company that has pursued a customer retention strategy whereas its peers in the industry were focused primarily on customer acquisition. The mobile phone company Orange is owned by France Telecom, and it's a great example of departing from industry norms with a unique experiment on customer service as a brand differentiator - somewhat similar to the Saturn brand of General Motors.
Orange has pursued a strategy of customer-centricity by investing heavily in their agents' knowledge, customer communication and responsiveness. Customer service agents take a 1-month course before interacting with customers, and for their first several weeks interfacing with customers, the work environment has a high ratio of supervisors.
This is accompanied by ongoing formal quality assurance with an emphasis on precision monitoring through speech analytics. The speech analytics tool has enabled Orange to identify at-risk customers, and these customers are reached out to within 24 hours, to turn around their sentiment about the brand, and migrate them from at-risk status toward satisfied status.
80% of the customers identified as at-risk through the speech analytics were not picked up as at-risk through the agents nor other methods. The results are 20% improvement in 1st call resolution, 15% reduction in repeat calls, and 20% increase in satisfaction with customer service.
Trust is the Foundation
The lesson here is that customer retention may be best supported by operational integrity. After all, when you think about your personal relationships as well as your business relationships, you tend to stick with the folks that are really good at showing they sincerely care about you, and doing what they say they're going to do.
It boils down to trust. When you dig down to the reasons why people leave a brand for a competitor's solution, it's not so much about the competitors' offers and brand affinity -- but, rather, the reasons people switch brands is much more about product, service and value disappointments. Companies make huge investments in communicating their value proposition. Logic says a corresponding investment - at least in energy and scrutiny - should be made in making sure their value proposition is lived up to. TRUST is the best way to retain customers.
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.
Creating a Customer-Centric Organization
Empowering employees like IT General Manager CBP 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.
Is your organization customer-focused? As the economy regains strength, consumers will feel comfortable spending more. By fortifying your customer engagement approach now, you can position your organization to take full advantage of the eventual upturn. Fostering customer engagement is also the most effective way to recover lost customers and acquire new ones. This is because fully engaged customers recruit new customers for you - they are enthusiastic about the service you provide and recommend you to others. If you can create a customer-centric organization, you can successfully generate fully engaged customers (as well as higher profits).
There are two key variables in engineering a customer-centric organization: customer engagement and employee engagement. Through Customer Engagement Management (CEM), you can take practical steps to increase customer engagement. Although nearly any organization can improve customer engagement through CEM, we have found that customer engagement scores improve even further when organizations also use Employee Engagement Management (EEM). EEM practices create a healthy organizational culture in the workplace so that your employees feel passionate about their work. Although some immediate actions can be taken to improve employee engagement, EEM will likely involve a longer process of internal change and growth.
Generally, an engaged customer is one who actively supports a service or product. Customer engagement is more than just brand loyalty where customers are simply making exclusive purchases; instead, engaged customers are supporting the company by buying more products and services and telling others to do the same. In short, the key to a successful business is engaged customers -- people who enthusiastically endorse what you do.
Unfortunately, many organizations fail to recognize how their own procedures create apathetic customers. For instance, many organizations suffer from a lack of consistency regarding customer contact. Nothing is more frustrating for a customer than having three different encounters with three different employees in three different ways over a single issue. It's easy to see how customers are willing to switch brands when faced with such poor customer service.
A customer-centric organization wouldn't expect its customers to navigate such complex communication structures. Customer-centric companies focus on the customer throughout everything they do. A CEM solution for such a problem would begin with getting feedback from customers to find out how they feel, ideally at the individual level and through statistically reliable market research. To do this you must identify the customer touch points within your organization and contact customers after an experience with these touch points to get their feedback. If you do this, you will have both individual customer feedback and begin to see larger trends and areas for focus. View your product or service as a real customer would. Don't generalize or stereotype; instead, recruit actual customer to help you accurately visualize your product. By doing this, you'll remove the focus from "the company" and put it on the customer--exactly where it needs to be.
Whether they realize it or not, customers make most of their decisions based on their emotions--how they're feeling at a given point in time--which is why employee engagement is a crucial ingredient in creating a customer-centric culture. If employees are engaged, their interactions with customers will be genuine, not coerced or forced. Customers recognize and are pleased with such sincere service. As such, one of the major factors in increasing customer engagement is employee engagement.
The first step to engaging employees is realizing that there is not a one-size-fits-all solution for every organization. Since every company's organizational culture is different, every company's employee engagement solution should look different as well. Your employees are unique, so your EEM solution should begin with asking staff about their experience at the organization and then incorporating a management solution that allows managers to take action to meet employee needs.
With an increase in employee engagement, you're likely to experience an increase in customer engagement. And with that, you'll no doubt enjoy success.
~Monica Nolan, 2009
When a IT General Manager CBP 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.