At Citrus Group, we work to support the best outcomes for our candidates and our clients to deliver great customer service for businesses and their customers.
We all agree that we need to look after our people, and in turn, they’ll be great for our business. As always, regardless of technology, our people must come first.
At Citrus Group, the principles and the foundations of our business are: Hire, Train, Lead, with a strong focus on the Human Element.
We partner with businesses to keep improving the human element. It’s the people – the humans – who answer our phones in contact centres. It’s the human interaction that provides the empathy and support when your agents are taking those difficult calls.
Here’s a great article via Mari Yamaguchi of Genesys. Her (4) observations accord with what we stand for at Citrus Group, and accord with what we promote as best practice for employee experience. Ultimately, leading to a better customer experience:
This seems like a no-brainer. But often, we focus too hard on certain task competencies for a role. It can mean we might overlook hiring for the right behaviours.
All things being equal, it’s expected for your potential new employee to have the job competencies. But they also must demonstrate the right behaviours to complement your company’s customer-centric culture.
It’s important for your employees to be aligned with your brand’s mission and core corporate values. They demonstrate that alignment in how they behave and how they show up.
Today’s customer needs and demands are constantly changing and evolving. Employees must be ready with the skills and training to meet and exceed those customer expectations.
How are you able to deliver the right help to a customer at the right time?
Not only is it about the technology being able to detect, alert, and route; it’s about ensuring your employees are equipped with the opportunity and access to continually develop their talents.
As humans, we strive to do the right thing. A core factor to engaged employees is having leaders who empower them.
When leadership gives the power to an employee to do that for their customers, they move the needle on not only their satisfaction but also on the customer’s experience.
A Gallup research on workforce engagement found that companies must have a 4-to-1 ratio of engaged employees to disengaged employees to counteract the negative impact from the disengaged group.
Just like your customer experience practice needs to be designed, so does your employee experience. As you map your customer’s journey, overlay it with your employee’s journey. You’ll most likely find that there are critical moments of overlap.
For example, a customer’s difficulty in doing business with your company can be correlated to employees being stuck in an internal operational process that’s delaying their ability to deliver a service to the customer.