It’s a well-known fact that if employers look after their employees, their employees will look after the customers. There is a clear link between the two, yet nearly two thirds (64%) of UK companies are failing to integrate feedback across the two areas. The recent Questback Enterprise Feedback Study found that those that are integrating Customer Experience (CX) and Employee Engagement (EE) feedback are seeing major benefits. 83% reported an improved customer experience and 75% felt it motivated employees.

1.
Jamie
Lawrence,
Editor,
HRZone
Paul
Barnes,
Managing
Director,
Questback
UK
Ben
Kent,
Managing
Director,
Meridian
West
Employee
engagement
and
customer
experience
surveys
–
two
sides
of
the
same
coin?

2. Employee engagement
and customer experience
surveys – two sides of the
same coin?
Paul Barnes
26.11.2014

3. VersionQ32014,v2.3
PRESENTATION NAME
3
Back to the 90’s - The Service Profit Chain

4. PRESENTATION NAME
4
“The way you treat your employees is the way they
will treat your customers”
Richard Branson

5. PRESENTATION NAME
5
There are only three measurements that tell you
nearly everything you need to know about your
organization’s overall performance: employee
engagement, customer satisfaction, and cash
flow.
Jack Welch

6. PRESENTATION NAME
6
POLL
QUESTION:
Does
your
organisa8on
link
employee
engagement
and
customer
experience
data?

7. VersionQ32014,v2.3
PRESENTATION NAME
So we’re all on top of this…. right?
7
Does your organisation combine the data from customer
experience and employee engagement feedback?
5%
Yes, fully integrated
38% 31%
No plans to do so Yes, partly integrated
26%
No, but planning to
within the next 18 months

8. VersionQ32014,v2.3
PRESENTATION NAME
The benefits are clear
8
What benefits are you aiming to achieve from combining customer
experience and employee engagement feedback?
Identify ways to improve customer
83%experience
More motivated and engaged employees 75%
Get insight into activities that can link
58%directly to specific business objectives
Link CX feedback to specific
51%employees
Gain greater insight into
49%customer behaviour
Provide a more personalised 44%
service to customers
Reward strongest performing employees 29%
Other 8%
Reduce research costs 7%

9. PRESENTATION NAME
9
POLL
QUESTION
COMPARISON
OF
POLL
RESULTS

10. VersionQ32014,v2.3
PRESENTATION NAME
So what’s holding us back?
10
Are there any specific reasons why you are not planning to
combine customer experience and employee engagement?

11. VersionQ32014,v2.3
PRESENTATION NAME
Moving forward – a question of ownership?
11
Who will lead on the combined customer experience and
employee engagement feedback programme?
Other
CEO
5%
Customer service team
5%
7%
14%
HR department
15%
CX/marketing department
External consultancy/agency
2%
29%
A combination of HR and
either customer service or
CX/marketing departments
24%
Central insight function

12. VersionQ32014,v2.3
PRESENTATION NAME
12
Final thoughts - everyone benefits
CUSTOMER
Customer experience
issues are identified
more clearly and
resolved through
actionable insight
EMPLOYEE
Real time feedback
from “my” customers
Identifies areas where
support, training and
development will be
valuable
BUSINESS
Capture the voice of
the “non-responder”
Early warning on issues
to support better
decision making
…and back to the
service to profit chain

13. Thank you
For more information, please
contact
Paul Barnes
paul.barnes@questback.com.
@psbarnes

14. VersionQ32014,v2.3
PRESENTATION NAME
www.meridianwest.co.uk
Employee
engagement
and
customer
experience
surveys
–
two
sides
of
the
same
coin?
Kent
Blaxill
Case
Study

15. Established
in
1838
–
the
year
Victoria
was
crowned
15

16. 2012
the
board
agrees
to
do
an
on-­‐line
survey
• 607
responses
• 68%
-­‐
‘very
good’
or
‘outstanding’
16

17. Gulp!
• “I
have
been
using
Kent
Blaxill
for
at
least
35
years
and
have
always
found
them
to
be
brilliant
until
the
last
few
years.
The
helpfulness
of
staff
has
really
gone
downhill
and
to
get
staff
to
do
anything
for
you
-­‐
they
have
a
"can't
be
bothered"
attitude!
I
know
this
is
not
just
my
opinion
as
many
in
the
business
are
now
going
elsewhere!
(Landscaper,
Colchester)
17

18. Staff
survey
highlights
some
alarming
problems
• “Staff
need
to
feel
part
of
one
company
-­‐
not
sectioned
off
into
small
departments
....
• Staff
need
to
be
pro-­‐active
in
communication
and
not
sit
back
thinking
'well
no
one
told
me'
but
actually
ask
questions
and
look
interested
in
what
else
is
going
on?
“
18
The
board
Colchester
Bury
St
Edmunds
Branches

19. Ron
McConnachie
joins
1.
Kicks
off
customer
profit
analysis
and
account
plan
19
Account
plans
Customer
profit
data
Survey
165 customers followed up by sales reps
Resulted in new sales
£600k of new sales projected for 2014

20. 2.
We
develop
a
customer
charter
–
Number
1
and
committed
to
repeating
research
in
2014
20

21. 3.
We
run
a
workshop
of
“influencers”
to
create
an
action
plan
for
a
more
open,
performance-­‐driven
firm
21
Lots
of
ideas
were
shared
and
this
group
gave
people
a
chance
to
be
heard.
Everyone
thought
that
this
workshop
was
beneficial
and
that
the
invitees
should
change
regularly
to
allow
new
ideas
from
people
who
wish
to
be
included.
Actions
1. Annually
–
a
presentation
to
the
staff
from
Simon
Blaxill
together
with
a
short
presentation
from
Kevin
Sturdy
given
staff
the
numbers.
2. Monthly
-­‐
short
meetings
with
line
managers.
All
information
needs
to
be
cascaded
down
to
everyone
(this
to
include
KPIs)
Andy
mc
agreed
to
look
at
operational
KPIs
for
the
different
departments.
3. More
walking
around
the
branch
by
Simon
&
Ron
to
get
to
know
staff.
4. Ben
Kent
to
put
together
a
short
version
of
the
customer
survey
so
staff
can
see
what
came
back
–
there
is
a
lot
of
good
information
in
it
and
he
will
make
it
into
a
video
for
all
staff
to
watch.
Quotes
from
the
survey
to
be
used
in
marketing.
5. The
Customer
Charter
–
Ben
&
Ron
to
look
at
ways
of
getting
this
over
to
all
staff.
Possibly
presenting
it
to
them
in
small
groups.

22. 4.
HR
consultants
are
hired
to
revamp
policies
Customer
service
training
Revamp
appraisals
and
create
competency
frameworks
Internal
communications
strategy
eg
posters
with
our
mission,
newsletter,
MD
presentation
22

23. Ron
publicises
success
stories
Show
monetary
impact
23
125%
increase
in
timber
sales

24. What
a
difference
a
year
makes
• 2013
– Board
dominated
by
operations
and
finance
issues
– Loss
making
– Declining
morale
• 2014
– HR
and
customer
issues
represented
on
the
board
– Back
into
profit.
Revenues
up.
New
branches.
– Better
morale
and
communication
24

25. Challenging
but
worthwhile
What
worked
well
1. Staff
survey
2. Integrating
customer
profitability
and
survey
data
to
create
account
plans
3. Customer
charter
4. Celebrating
small
wins
Where
did
we
struggle
1. Work
on
getting
real
commitment
from
the
board
took
time
2. It
needs
consistent
face
to
face
communication
from
the
management.
This
is
not
just
“words”
3. Maintaining
momentum.
It
is
a
journey!
Culture
takes
a
while
to
change.
25

26. Meridian
West
at
a
glance.
Research,
consultancy
and
training
to
help
firms
become
more
client-­‐focused
and
increase
their
profitability.
We
focus
on
professional
and
financial
services:
• Where
are
the
biggest
growth
opportunities
for
our
firm?
• I
want
to
launch
a
new
product
or
service
offering
to
the
market...
• How
do
we
improve
our
client
satisfaction
by
delivering
better
client
service?
• How
do
I
design
and
deliver
an
effective
thought
leadership
campaign?
• What
do
our
clients
think
about
our
service
and
how
do
we
compare
with
competitors?
• How
do
we
enhance
our
account
management
systems
and
processes?
• I
want
to
refresh
our
firm’s
brand
positioning…
• How
do
I
make
our
fee-­‐earners
more
commercially-­‐savvy?
• I
want
to
improve
the
financial
performance
of
engagements
through
better
project
management…
• I
want
to
provide
coaching
and
training
to
help
fee-­‐earners
become
more
client-­‐centric…
Accountancy
Wealth
management
Executive
search
Law
Corporate
and
investment
banking
Property
What
issues
do
our
clients
typically
come
to
us
with:
About
Meridian
West
and
how
we
work
with
our
clients:
Insight-­‐led:
unrivalled
knowledge
of
professional
and
financial
services.
Outcome-­‐focussed:
working
collaboratively
to
meet
client
objectives,
support
lasting
change
and
deliver
results.
Satisfied
clients:
average
satisfaction
score
of
4.44
out
of
5;
100%
of
our
clients
say
they
would
definitely
recommend
Meridian
West.
Flexible
and
creative:
our
hands-­‐on,
adaptable
approach
makes
us
a
trusted
partner
to
leading
professional
firms
across
the
globe.
A
well-­‐rounded
team:
experienced
hands
from
inside
the
industry
coupled
with
fresh,
innovative
thinkers.
Added-­‐value:
a
regular
programme
of
conferences,
roundtables
and
white
papers
showcasing
industry
best
practice.
For
more
information
contact:
www.meridianwest.co.uk
gplatts@meridianwest.co.uk
+44
(0)20
7261
4700
Outcome-­‐focussed
planning
Dedicated
project
team
Successful
implementa8on

27. Meridian
West
Client-­‐centric
strategies
for
financial
and
advisory
firms
23
Carnaby
Street
London
W1F
7DD
t
0207
292
4979
w
www.meridianwest.co.uk
27

28. Q&A
Put
your
ques8ons
to
our
panel.