From customer experience to c From customer experience to c @geert_martens, competence leader customer experience Brussels, 30th November 2011 Prepared for the Vacature Candidate Experience Workshop candidate experience candidate experience
Aug 20, 2015
From customer experience to cFrom customer experience to c@geert_martens, competence leader customer experience
Brussels, 30th November 2011Prepared for the Vacature Candidate Experience Workshopp f p p
candidate experiencecandidate experience
BookBook• C
• In
Hire• C
• C
• E
• M
• T
Geer• M
• E
• T
• L
• S
k us for experience inspiration:k us for experience inspiration:Conference speaking
nspiration workshops
us for experience transformation:Customer experience statement
d dCandidate experience statement
motional Signature
Moments of Truth transformation
Training & coaching
rt Martens, competence leader customer experienceMobile: +32 477 365 166
mail: [email protected]
Twitter: @geert_martensg _
inkedin: http://be.linkedin.com/in/martensgeert
lideshare: http://www.slideshare.net/gmartens
4C Consulting | Service por
C t E i
g | p
Customer ExperienNaïve‐to‐Natural | Emotional Signature | Moments of Truth | Mu
Marketing Excellence Sales Exce
• Marketing Maturity Assessment• Campaign Management & Automation• Campaign Management Outsourcing
• SFA Management &• Sales Portfolio Mana• Sales Middle Officep g g g
• Marketing Resource Management • Training & Coaching
Customer InsightIntelligent reporting | Data Quality | D
rtfolio
M tnce Managementulti‐channel Strategy | Unique Customer View | CRM Roadmap
ellence Service Excellence
& Automationagement
• Customer Service Automation• Self Service Strategy & Management• Complaints Handling
g p g
t ManagementData Integration | Advanced Analytics
3
Content
01 Welcome to the age of the01 Welcome to the age of the
02 What is a customer experiep
03 What is a great customer e
04 What is a candidate experie
Best practices05
customercustomer
ence?
experience?
ence?
92 9394
9596
979798
9900
010202
03
Empowered customersEmpowered customersEmpowered customersEmpowered customers
0405
0607
080909
1011
12
13
A customer eA customer e
jornemotio jrneotions ensHow a customer
feels and remembersa journinterac
experience isexperience is
organizatioun gnizationny onyney of ctions
with and aboutan organization
Reason Conclus
EmotionEmotion
The essential difference between emotion and reasothat emotion leads to action while reason leads to coDonald Calne
sions
ActionAction
on is onclusions
“Emotions color“Emotions colorEmotions color the experience and,Emotions color the experience and,pmore importantly, how the experience
pmore importantly, how the experiencehow the experiencewill be remembered”D ld A N
how the experiencewill be remembered”D ld A NDonald A. NormanDonald A. Norman
Source: http://www.slideshare.net/koenatclaes/on-why-we-should-not-focus-on-ux
A customer eA customer e
emotio jornotionsjrnens e
How a customerfeels and remembers
a journinterac
experience isexperience is
organizatioun gnizationny onyney of ctions
with and aboutan organization
AffectionAngerAnnoyanceAnxietyApathyArousalAweCared forContemptCuriosityBoredomDepressionDesireDespairDisappointment At
iDisappointmentDisgustDreadEcstasyEmbarrassmentEmpathyEnergizedEnvyEuphoria
At eachinteraction, emotions
i
jornEuphoriaFearFocusedFretfulFrustrationGratitudeGriefGuilt
emotionsare evoked
i jrneHappinessHatredHopeHorrorHostilityHurriedHysteriaIndifference
i
eIndifferenceInterestIrritationJealousyLoathingLonelinessLoveLustMisery
i
MiseryNeglectedPamperedPityPleasedPrideRageRegretgRemorseSadnessSatisfactionShameShockShynessSorrowSufferingSufferingSurpriseStressedTrustValuedWonderWorrySource: xprnc.be
Impactingthe way you feel
ii
the way you feelabout
The company
The brand
i
The products
company
ouni
The service
nyi
Value
The peopley
i
Othercustomers
Valuereceived
Yourself
customers
What is the end?
Outside
Outside‐from the custom
What is the start?
in vision
in vision:mer’s perspective
“Break” moments
An interaction within the customer journey at which you risk to strongly trigger value‐
destroying emotions that will ruin the entire experience
Objective: AVOID
One time: nothing, Repeatedly: trust, secure, safe
Emotional disconnect
“Make” moments
An interaction within the customer journey at which you have the opportunity to strongly
trigger value‐driving emotions that will boost the entire experience
Objective: GRASP
O ti thi
Emotional engagement
One time: nothing, Repeatedly: unappreciated, not valued, taken for granted
A customer eA customer e
emotio jornotionsjrnens e
How a customerfeels and remembers
a journinterac
experience isexperience is
oun organizatinygnizationy on
ney of ctions
with and aboutan organization
DeliberateDeliberate& valued
on a emotional level
Great custoexperienc
Great custoexperienc
Perfect performance on all Moments of
Truth ppTruth
Consistentacross touchpointsacross touchpoints
& customer lifecycle
omercesomerces
EMOTIONALLY ENGAGEDCUSTOMERS
great
g1
great
g2
Potential over‐investment in less crucial interactions:customer experience is not about trying to delightall your customers all the time
12345Top 10 5
67
pdumbest things
8
9recruiters can do
Source: http://www.ere.net/2011/10/31/help‐identify‐the‐dumbest‐things‐recruiters‐do/
Not managing the candidate experience1
2. Expecting dull position descriptions to attract 3. Not taking advantage of employee referrals 4. Not learning the business 5. Using the same recruiting process for different level5. Using the same recruiting process for different level
jobs 6. Making slow hiring decisions 7. Assuming interviews are accurate g8. Using active sourcing approaches for passive
candidates 9. Not prioritizing jobs 10. Not identifying job acceptance criteria
A candidate eA candidate e
jornemotio jrneotions ensHow a candidate
feels and remembersa journinterac
experience isexperience is
organizatioun gnizationny onyney of ctions
with and aboutan organizationhe seeks to work for
74%Low
CCur
C
Source: The candidate experience, november 2011, n=3.200
refused a job offer, not because of job content or remuneration but because it % did not feel OK.
wer management
tl l d
80%
rrently employed
35‐44 years
79%
79%
hanged jobs <6m 79%
Flanders 78%
Top5pInterviewer shows
B i t t dBeing treated
Being treated
Ma
Welcome
Source: The candidate experience, november 2011, n=3.200
drivers for satisfaction with adrivers for satisfaction with a recruitment interview are purely emotion based5 purely emotion based.
s genuine interest
d i f i dld in a friendly way
in a personal way
ade to feel at ease
ed in a warm way
A candidate eA candidate e
emotio jornotionsjrnens e
How a candidatefeels and remembers
a journinterac
experience isexperience is
organizatioun gnizationny onyney of ctions
with and aboutan organizationhe seeks to work for
5.5. Onboarding
4. “Silent” zone
Attractive advertisement
3
zone 46%
27%
Career site
Recommendation
Intera11%Contact on job fair
10%Social media
Source: The candidate experience, november 2011, n=3.200
About the customer experience
Adjust sourcing approaches to types of candidates
experience
1.
Generation Y prefers network referrals as first source of job opportunities
1. Awareness Be creative
2. Exploration
65%
3. action
5.5. Onboarding
4. “Silent” zone
3
zone
Intera
1.1. Awareness
f d d
2. Exploration
Over 90% of candidates who reach a career site do not apply (Dr John Sullivan &
3.
(Dr. John Sullivan & Associates, 2010)
action33% of senior management candidates do not rate the recruitment process as easy andrecruitment process as easy and intuitive(The candidate experience, Vacature & 4C Consulting, 2011)
46% is said it to be (very) eato reach someone for additional informat
1. Consistent
2.Emotional
Is your career site aligned with your
Does your career site evoke the desired
ti fg ybrand positioning? emotions of your
candidate experience?
71% is
51% is sa
Source: The candidate experience, november 2011, n=3.200
asy tion
3.Interactive
4.Functional
Is your career site f ti l?
Is your career site a communication functional?vehicle?
satisfied with the information on the organisation
atisfied with the information on the job
5.5. Onboarding
4. “Silent” zone
3
zone
Intera
Delays at any stage of the recruitment negatively impact candidate reactions (CareerXroadsreactions (CareerXroads, 2011)
1.1. Awareness
2. Exploration
3. action
Lack of quality information about selection steps and methodology leads to rapid abandonmentabandonment (CareerXroads, 2011)
GOOD
CoWell‐prepared
HoCapabilitiesKeeps promises
linUsefull feedback
CE36%
IMPO
RTAN
Privacy issues
BAD PERFORMANCEBAD
Source: The candidate experience, november 2011, n=2.458
Genuine interest
FriendlyPersonal At ease
WarmTime
ompetences
Info on jobInfo on jobonest feedback Info on organisation
Information in ne with jobdescription
Clear view
On time
4 GOOD
5.5. Onboarding
Only 3% of companies breaks the il i th “ il t”
4. “Silent” zone
silence in the “silent” zone in a structuredway (Bissell, 2010)
3
zoneBest practice: A new‐hire onboarding site
InteraBest practice: a new‐hire package
1.1. Awareness
2. Exploration
3. action
22% of staff turnover occurs in the first 45 daysoccurs in the first 45 days of employment (The Wynhurst Group 2011)
5.
New employees with structured onboardingprogram were 58% more 5.
Onboardingprogram were 58% more likely to be with the organization after three years. (The Wynhurst
4. “Silent” zone
y ( yGroup 2011)
3
zone
Intera
1.1. Awareness
2. Exploration
3. action
A candidate eA candidate e
emotio jornotionsjrnens e
How a candidatefeels and remembers
a journinterac
experience isexperience is
oun organizatinygnizationy on
ney of ctions
with and aboutan organizationhe seeks to work for
People will forget what you speople will forget what you dPeople will forget what you speople will forget what you dpeople will forget what you dbut people will never forget Maya Angelou
people will forget what you dbut people will never forget Maya Angelou
said, did,said, did,did, how you made them feel. did, how you made them feel.