This presentation provides an up-to-date overview of how we measure and analyze the Employee Experience.
The website will soon be updated with recent cases about our customers ING, UMCG, Ahrend, Cordaan and Holland Casino.
Our approach starts with the evidence based collection of Customer Experience (CX) and Employee Experience (EX) data.
We attach great importance to Employee Experience. Using scientific measuring instruments, we investigate the behaviour, attitude of your employees and their underlying motivations. We measure customer experience where necessary with instruments developed for this purpose, but often unlocking data already available within your organisation is enough.
When the behaviour of employees and the customer experience are made numerically insightful, we can connect knowledge about employees, customers and organizational results.
We link all the collected data with advanced statistical technology. We highlight the influence of employees on customer satisfaction. In doing so, we help you express the influence of employees (EX) and customer experience (CX) on the company's results in a financial value.
The linked data must then be interpreted in order to arrive at an insightful blueprint of the situation on the basis of which improvements can be achieved.
With in-depth data analysis using Structural Equation Modelling and Machine Learning technology, we demonstrate why a particular location, department, flight or location performs better. These insights form the basis for strategies to structurally improve your figures (sales, customer satisfaction, conversion, retention, churn and absenteeism).
Our data analysis shows which indicators (relating to your customers and employees) have a decisive influence on turnover, conversion, retention, customer satisfaction, turnover and absenteeism. By integrating knowledge about employees and customers, we offer an organisation-wide picture where and how effectively the organization can be improved.
The employee experience analysis shows which behavior and attitude of employees towards each other, the customer and the organization contribute to better customer and business results.
For the Customer Experience it becomes clear which aspects of the customer journey and beyond (e.g. an incident or a complaint) ultimately have the greatest impact on the financial results.
For an airline, we linked the crew's behaviour during a flight to the passenger experience during the same flight. The results were then linked to the booking behaviour of customers. This made it clear which concrete interventions in the behaviour of employees within the customer journey lead to improved customer retention. In this way, we created an improvement potential of tens of millions, in turnover.
At a retailer, we have linked the conversion and sales per branch to the behaviour of employees (EX) and the customer experience (CX) per branch. This made it clear why some branches perform better than others, but we were also able to offer tools for improving results in underperforming branches.