The group of industry leaders discussing the new metrics framework for customer support met for the second time on Friday, January 8, to drill down into two of the six high-level metrics: Customer Engagement and Employee Engagement.
Customer Engagement. Phil Verghis, Klever co-founder and CEO, began the meeting by presenting proposed metrics for the Customer Engagement KPI, with Customer Composite score as the Executive level metric. This could include a relationship component (NPS, Customer Loyalty etc.) and a transactional component (Customer Satisfaction score).
The meeting objective was to determine if the proposed metrics were the right ones, if others were needed, and what new or emerging metrics should be recommended. The chart below outlines the proposed metrics from the perspectives of executives and managers.
An interesting metrics we discussed was “% of serviceability suggestions from customers accepted.” Customer support professionals interact with customers the most. However, what we hear from our customers and partners doesn’t often get the same level of “hearing” as product or defect suggestions. This proposed metric will allow us to track suggestions well beyond the front line support center and can and will come through any of the customer touchpoints in an enterprise. The challenge is how we recognize and capture/track the customer ideas/recommendations. We all agreed that listening and responding to customers is the minimum we have to do and that, typically, serviceability issues arise from the voice of people that we usually don’t listen to. A clear definition of serviceability is pending.
Self-service success. We also had some discussion around self-service success – did it belong on the list as a critical measure; was it a customer and employee-engagement issue, or did it fit better in the knowledge/collaboration category? We concluded that customer self-service success is important, that it should be included as part of the key drivers in the Customer Composite Score, and we need to use modern ways of measuring this variable.
Employee Engagement. The correlation between employee engagement and customer engagement is strong, so a number of metrics related to employee engagement were woven throughout the customer engagement discussion. That connection is evidenced in the general consensus that self-service success and % of suggestions made/accepted belong in both customer and employee categories. It’s important to understand, in the case of suggestions, where they come from and how we respond.
We agreed that in the case of employees, we can ask directly how they feel about the employee experience; in the case of customers we may not always be able to ask directly. Further discussion is encouraged in the open forums to determine employee engagement beyond employee satisfaction, time to competency, and turnover, three more readily available metrics enterprises manage today.
On the manager’s metric, “employee turnover,” we discussed looking at the effectiveness of the onboarding process as one way to address turnover.
The chart below reflects the current state of consensus on the high-level KPIs Customer Engagement and Employee Engagement, acknowledging that as we proceed with the more specific discussions, the definitions and key drivers may change. We invite your ideas, examples, and recommendations in our LinkedIn Group, Metrics, Measures, and Madness.
What drivers lead to high level success in customer engagement?
What drivers lead to high level success in employee engagement?
Adam Krob shares five top resources on how to use knowledge sharing to improve Employee Composite Score (and vice versa). He also shares five resources on how knowledge sharing drives customer satisfaction.