COMPONENT 1

CXSA Leader Day 2

TRADITIONAL STRATEGY
Employee Experience
&MODELS
Customer
Centricity

1
CXSA Curriculum
Leader Bootcamp - 5 Day

Day 1 Day 2 Day 3

Principles & tools Culture Selling Ideas

What is a customer centric
culture & What it really means to
be Customer Centric
Customer Centricity Challenges
What impact does EX have? Strategies for Improving EX
What does great EX look like – The Six forces – why leaders are
Case Studies important

EX and the link to a Customer The 5 i’s of EX Building a Customer Centric

Centric Culture Culture in ELM?
Case Studies

Workshop Exercises
What are you going to do now?

Case Studies

Workshop Exercises
2
Topics to be covered today
Employee experience & Culture - Day 2 - CXSA Leader

1.What is a customer centric culture & What it really means to be Customer Centric
2.Customer Centricity Challenges
3.EX and the link to a Customer Centric Culture
4.What impact does EX have?
5.What does great EX look like – Case Studies
6.The 5 i’s of EX
7.Strategies for Improving EX
8.The Six forces – why leaders are important
9.Building a Customer Centric Culture in ELM?
10.
What are you going to do now?
MVP 1 – Employee Engagement
Components Components of a Culture/EX Programme
• Approach to building culture?
Core Concepts
• Introduction to CX • Roadmap
• Internal customer versus Stakeholdeer • Quick wins?
• What is culture • How to align to strategy?
• Impact – both qualitative & quantitative • How to build a movement?
• Culture Truths & Myths • Aligning opposites eg the Alpha’s with Facist Wokes
• Exceeding versus meeting expectations
• Examples of best culture? Examples of worst?
• Examples of great culture outside companies (eg CX Culture/EX Maturity Assessment
politics, army, NFP) • EX Spider diagram
• Employee workshops
• Top-down Stakeholder interviews
Science of inspiration/culture
• Employee motivation and behaviour styles
Building an Ambassador Programme
• Identifiyng Culture Amabassadoors
Leadership and Employee Behavioral styles
• Science of building a movement
• Roles of Leadership
• Bottom Up vs Top Down
• Leadership styles and culture/engagement
• Pack versus Team behaviour
Employee Experience & CX Culture Frameworks
• Building a CX innovation framework
Developing ”the fearless – “get up and go” culturr: • Creating
• What is the fearless culture?
• Who does it? Benefits?
• Case studies
• How to enable within existing framework
• How do you measure it?
 Pre-Work:
Exercises:
Exercise 1
• Examples of Best and Worst Culture
• What is an internal stakeholder
Examples
• What are the dangers of calling internal people “internal
customers”
• Who are your customers?
• Why is a great customer experience important?
Exercise 2
• Behavioural style questionnaire
 Pre-W
Start with questions:
• What do you understand by term Employee
experience?
• What do you understand by the term
Customer Culture?
Informative
COMPONENT 1
CXSA Leader Day 2
Inclusive

Immersive

Participation

Repetition

7
 COMPONENT 1
Component 1.0

TRADITIONAL
What do weSTRATEGY
mean by
MODELS
customer centric
culture?

8
What do we mean by customer centric culture ?

You have a meeting with your CEO and he wants to know what having a
Customer Culture is all about ?

In your groups:

1. Define what you think having a customer culture means ?

2. What would it look like ?

3. What are the key components ?

4. Does ELM currently have a customer culture ?

5. Present back

15 mins
 COMPONENT 1
Component 2.0

TRADITIONAL STRATEGY
What it really means to
MODELSCentric?
be Customer

11
What it Really means to be Customer Centric

BEING CUSTOMER-CENTRIC MEANS:

1. Aligning your company around the customer

2. Putting customers at the heart of your company
3. Creating a company-wide customer-centric culture
4. Putting customers’ needs first, no matter what
5. Listening to customers, understanding their needs, acting and repeating
6. Offering a positive customer experience from the start of the awareness
stage all the way to the post-purchase process
 COMPONENT 1
Component 3.0

TRADITIONAL
Customer STRATEGY
Centricity 3
MODELS
Challenges

13
Cultural Change
Employee experience & Culture

Even if you are completely on board with becoming customer centric,

you will likely face resistance from your staff. Every employee will need
to shift his or her mindset, stop thinking about sales or numbers and start
focusing on exceptional customer experience instead. Not every
manager or front-line worker will embrace this new approach.
Changing Processes
Employee experience & Culture

Senior leaders often face the challenge of balancing internal needs with
a focus on the customer. Backing up your new customer-centric culture
with internal processes, policies and system built around the customer
will not only help everyone get on board but also ensure internal and
external alignment. However, it absolutely can and will be a long,
complex process. It can be difficult to get right.
Generating, sharing and implementing real-time customer insight
Employee experience & Culture

You can’t align your company around the customer if you don’t
understand who your customers are and what they need. To get this
critical information, you need to go beyond generating big data and go to
the source – your customers. Talking to your customers directly will give
you the granular insight and feedback you need to put them at the core
of your business.
 COMPONENT 1
Component 4.0

TRADITIONAL STRATEGY
EX & the Link to a
MODELS
Customer Centric
Culture

17
Culture – The way People Behave
Employee experience & Culture

Creating the right Customer Culture is 1 of the 3 key challenges that companies face when
wanting to become customer centric.

The way your employees behave is directly linked to the way they experience their
interactions with colleagues, leaders and clients

Your role as a leader is crucial to the creation of a customer centric culture in your
organisation. If you walk the talk then they will.

It all starts with you !!

What is employee Experience?

1. You have to create a 3 min presentation for

your team on Employee Experience

2. Explain what it is and why it is important

20 mins
What is Employee Experience?
Employee experience & Culture

Definition

“The Employee Experience is defined as what an

employee received or experienced during their interaction
with the “people” elements of an organisation, that affects
the way they think and feel and which leads to their
behaviours being towards or away from that business as an
employer and or as a customer”
Customer-Centric Culture
Designing the Employee Experience
Recruit people with natural customer-centric behaviours and cultural fit
Be clear on your vision and communicate the values
Empower them to make customer-focused decisions through training and development
Engage employees by asking their opinion and act on that feedback.
Involve them in co-creating solutions to customer pain points
Motivate and inspire by sharing CX success stories
Recognise and reward the right behaviours, both informal and formal
Retain great staff by offering clear career progression opportunities
Communicate Career
Recruitment Training
& Development Share Stories Progression
Voice of the & Results Reward Opportunities
Onboarding/Induction
Experience Employee & Recognition
What is Employee Experience
Employee experience & Culture
The Link – Customer-centric Culture and Employee Experience
Employee experience & Culture

‘Caring for your internal “colleagues” is fundamental

to caring for your external customers’

“ Internal brand values mirror external ones. You

can’t pretend to be one style of brand to your
customers if you are a different style of brand to
your people”
The Link – Customer-centric Culture and Employee Experience
Employee experience & Culture

If we truly believe that our people are our most valuable asset, then we already
have all the reason we need to care about culture and the employee experience.

1. It’s about aligning employee success and well being to company success - and
in the context of this workshop the building of a customer centric company.

2. In other words, its harmonising the development of a customer centric culture

with employee experience to the delivery of outstanding results. One without
the other does not work.
 COMPONENT 1

TRADITIONAL
EmployeeSTRATEGY
Needs &
MODELS
Wants

26
The Link – Customer-centric Culture and Employee Experience
Employee experience & Culture

Brain Write for 5 mins then Brain storm for 5 mins

TOP 6 Things every employee wants.

Go beyond just the normal things like salary, benefits, holiday pensions etc…

Write up answers on flip chart – Present back

What do employees want?
Employee experience & Culture

1. Employees are hungry for trust, social cohesion, and purpose.

2. They want to feel that their contributions are recognized and that
their team is truly collaborative.

3. They desire clear responsibilities and opportunities to learn and

grow.

4. They expect their personal sense of purpose to align with that of

their organization.

5. They want an appropriate physical and digital environment that

gives them the flexibility to achieve that elusive work–life balance.
Employee Experience – Why ?
Employee experience & Culture

1. On average we spend 90,000 hours at work – 1/3 of our lives

2. The average worker spends at least 50 minutes a day looking for lost items and
files.
3. Employees who have more control over the layout and design of their
workspace are healthier and happier in the office.
4. Multitasking at work can drop a person's IQ by ten points, which is equivalent to
losing a night of sleep and twice the effect of smoking marijuana.
5. 70% of employees say that motivation and morale would improve massively with
managers saying thank you more
6. 80% of your culture comes from your leadership
 COMPONENT 1
Component 5.0

TRADITIONAL
EX - TheSTRATEGY
Impact
MODELS

31
What impact does employee experience have?
Employee experience & Culture

1. A positive employee experience results in 16 times the

engagement level of employees with a negative experience

2. They are eight times more likely to want to stay at a company. 

3. 40% of employees don’t have a development plan to sharpen their

skills and drive their growth

4. 25% of remote employees say that they lack a sense of belonging

5. 73% of employees are considering leaving their jobs

What Impact does Employee Experience
have ?
What impact does employee experience have?
Employee experience & Culture

1. High employee engagement means 23% greater profitability

2. Engaged organizations see 59% less employee turnover

3. 77% of job seekers say that employee experience is a deciding

factor

4. 1 in 4 employees say their company doesn’t celebrate

accomplishments

5. 87% of employees expect a healthy work-life balance from their

employer
 COMPONENT 1
Component 6.0

TRADITIONAL
What doesSTRATEGY
great EX
MODELS
look like?

36
2 Case Studies
Employee experience & Culture

Zain KSA and Zappos

2 different examples.

One a relatively new business that has started to recognise the

need to become customer centric and used data to make a start.

The other an evolved business that has matured beyond data and
focused on the employee experience.
COMPONENT 1

38
Zain Telecom - Case Study
Employee experience & Culture

Zain KSA was first to launch 5G in the Kingdom of Saudi Arabia in

October 2019.

The operator is also in the process of business, cultural and digital

transformation where customer centricity and digital first are core
principles.

Zain KSA’s goal is to have the best customer experience (CX) and
to become the digital service provider of choice in the Kingdom.
Zain Telecom - Case Study
Employee experience & Culture

•By putting data-driven decision-making at the core of CX and

corporate culture

•By mapping customer journeys

•By using big data analytics to identify root cause issues in CX and
solve underlying problems

•By improving customer communications and interactions to

improve key metrics
Zain Telecom - Case Study
Employee experience & Culture

•19% fewer bill disputes

•35% reduction in complaints about service activation

•25% fewer complaints regarding lack of access to data services

•73% reduction in calls relating to reconnection after payment

•50% reduction in time to activate mobile services

Zain Telecom - Case Study
Employee experience & Culture

“People remember experiences – and we

intentionally create those experiences – they don’t
just happen,”

Fabricio Martinez, Head of Customer Experience, Zain KSA.

The only way to grow, especially when the primary

competition is a much larger incumbent CSP, is to
win and retain customers.
Zain Telecom - Case Study
Employee experience & Culture

Better bills make for better CX

To address specific issues with billing confusion and customer
complaints, Zain KSA revamped its pre-bill notifications and
redesigned its bill format, as detailed in the figure below. Its redesign
focused on fundamental issues like simplifying product names;
presenting fewer and clearer charges; and including personalized
communications relating to products, eligibility and promotions.

Better communications make for better CX

Zain KSA found customers were frequently complaining that they did
not have immediate access to services upon payment. The team
realized it needed to change the text message it sends with every top
up and activation to communicate to customers that services may take
up to 10 minutes after payment to become available. This helped
change customer expectations, relieve confusion and reduce
unnecessary complaint calls.
Zain Telecom - Case Study
Employee experience & Culture

Benefits & results

Zain KSA now has greater insight and context into why customers, for example, take certain actions,
complain about common but hard-to-detect issues, and learn of new offers. Insights provide
feedback to business stakeholders on what is and is not working in the marketplace and for the
customer base.

For example, the changes made to Zain KSA’s billing customer journey such as redesigning bill
layouts has radically reduced complaints and improved payments and collections, together with
improved communications which delivered remarkable results, including:

•19% reduction in bill disputes

•25% reduction in data service suspensions
•73% reduction in complaints relating to failure to reconnect after payment
•35% drop in service activation complaints (cutting the payment-to-activation interval in half)
Zain Telecom – Corporate Values
Employee experience & Culture

       Agility
  We adapt quickly to change and make timely decisions
 
       Belonging
  We believe that we are one family and Zain is our second home
 
       Customer centric
  We strive to provide a distinctive service that exceeds customers' expectations
 
       Inclusion
  We accept our difference and believe that our diversity is the secret to our distinction
 
       Open Communication
  We communicate openly and respect all opinions and ideas
Zappos Case Study
Employee experience & Culture

Zappos.com is the online shoe and clothing shop based in Las Vegas that
was founded by Nick Swinmurn in 1999 and sold to Amazon ten years later
for a cool $1.2bn!

Sales went from $8million to over $1billion in less than 8 years.

The researchers found that there were two overarching principles that drove
Zappos’ success:

1. Culture and

2. High performing teams

Zappos Case Study
Employee experience & Culture

Culture culture culture

“…organizational culture is basically a term used to describe the

environment in which people work and the influence it has on how
they think, act and experience work”
Zappos Case Study
Employee experience & Culture

Dysfunctional cultures can develop

1. stress, distrust, low morale,

2. a lack of sense of ‘team’, a feeling that they aren’t supported or cared

for

3. a lack of listening, minimise learning,

4. or make the learning either a negative experience or dysfunctional

itself and resist change. 
Zappos Case Study
Employee experience & Culture

A productive culture on the other hand

1. inspires, helps to develop openness,

2. builds trust, enhances performance,

3. fosters developmental feedback,

4. gets people to push themselves to be better and do better,

5. boosts self-esteem, inspires a willingness to learn, flex, innovate and

be genuine
Zappos Case Study
Employee experience & Culture

Hsieh became Zappos’ CEO in 2001 and deliberately set about

creating a culture that was focused on three principles:

1. Employee happiness

2. Exceptional customer service and

3. High performance
Zappos Case Study
Employee experience & Culture

Five ‘drivers’ that shaped Zappos’ culture:

1. Committed leaders

2. Practised core values

3. Customer focused strategy

4. HR practices aligned with the core values

5. Management practices aligned with the core values

Zappos Case Study
Employee experience & Culture

Committed leaders

The leaders need to be laser focussed about creating a culture that will energise the employees to fulfil
the mission of the organisation and that the mission needs to be customer centric. These three things

1. Leadership passion and focus

2. Energised happy workers

3. Genuine focus on exceeding the needs of the customer

Zappos Case Study
Employee experience & Culture

Committed leaders
The job of the leaders at Zappos is to:

1. Think about the culture

2. Support it and maintain or improve it
3. Actively develop it

In fact it is the focus of the leadership. Get the culture right and it will create happy
employees who strive and drive to deliver the exceptional customer service required
Zappos Case Study
Employee experience & Culture

Core Values

Two of the main ones Zappos mainly focus on are:

1. Deliver WOW through service”

2. Create fun and a little weirdness”.

These align perfectly with the two arms of their strategy: Happy
employees and Happy customers.
Zappos Case Study
Employee experience & Culture

The customer centric strategy

Zappos’ customer focused strategy is:

1. Customer service should be a priority for everyone

2. Empower Service Reps to solve customer issues without involving a supervisor

3.Connect directly with customers and make contact information available on every web page

4. See customer service as an investment, not a cost

5. Reinforce the culture by sharing great service stories

Zappos Case Study
Employee experience & Culture

HR practices

1. Rigourous selection process to ensure cultural fit

2. Extensive on boarding programme

3. 4 weeks of which 2 weeks in call centre speaking to customers regardless of role

4. Learn to Deliver Exceptional CX

5. Offered $3000 if the want to leave if culture is not for them

Zappos Case Study
Employee experience & Culture

The Management

The manager’s role is to help create the conditions where the employees are happy and can deliver exceptional
customer service.

1. Fun working environment

2. High social engagement

3. Lots of recognition

4. Celebrations, rewards and personalising, for example having birthday celebrations and parties for events.

Additionally the management are there as custodians of the culture and to look after the employees. Personal life
coaches are available to every employee and everyone has access to free or low cost healthy food on-site and health
advice, for example.
Case Studies – The Differences ?
Employee experience & Culture

Zain has based their journey on becoming more customer

centric on data and the processes

Zappos have embedded an employee experience to support

their customer centric culture

What the Pros and Cons of each approach ??

 COMPONENT 1

TRADITIONAL
Emotions STRATEGY
- A Story
MODELS

59
 The magic of storytelling
Use storytelling techniques to engage hearts & minds and embed
customer thinking into day to day activities.

Encourage staff to share CX Success stories by incorporating it as a

regular agenda item in meetings.

Image by Karen Alsop

Tell a Story – Remember a Time

In pairs

Discuss a great Employee Experience story – Can be your own or someone you know when you/they
experienced something at work that made you/them feel great about where you/they work.

Be creative if you have to be !

1. What was the experience ?

2. What emotions did they feel and why ?

3. Random selection for feedback

25 mins
It’s about understanding emotions
Employee experience & Culture

“I’ve never been particularly good at numbers, but I think I’ve done a reasonable job with
feelings. And I’m convinced that it is feelings – and feelings alone – that account for the
success of the Virgin Brand in all its myriad forms”
 Ritz Carlton - Joshi the Giraffe

1 holiday

A lost cuddly toy

Crying child

=
The father asked a favour of the hotel to send an image to reassure his Son
How the Ritz Carlton staff responded - Joshi the Giraffe
Ritz Carlton - Joshi the Giraffe

Result
• 12,000 Facebook likes,
• More than 3,500 Facebook shares
• 4,600+ tweets

Shared in countries including - Australia, Germany, Japan, Canada and

even a BBC travel show

Joshie’s tale also has been immortalised in at least three books and recounted by many
others in keynote speeches.

Huffington post, Oct 22, 2016

 COMPONENT 1
Component 7.0

TRADITIONAL
The 5 i’sSTRATEGY
of EX
MODELS

67
The 5 i’s of Employee Experience & Engagement
Employee experience & Culture

• Inform

• Inspire

• Instruct

• Involve

• Incentivise
Inform
Employee experience & Culture

•Follow through a communications plan

•Communicate across multiple channels

•Make content employee centric

•Create opportunities for employees to hear from customers

Inspire
Employee experience & Culture

● Define, communicate and live by a set of values

● Increase accessibility to senior executives

● Tell compelling stories

● Give employees a reason to be proud of the company

Instruct
Employee experience & Culture

● Launch company wide CX training programs

●Embed CX training in new employee onboarding

●Develop training for managers

●Re-inforce training with coaching and feedback

●Use e-learning for remote employees

Involve
Employee experience & Culture

● Develop a Voice of the Employee program

● Establish a CX Ambassador program

● Allow the staff to drive the improvement process

● Encourage cross functional interaction and understanding

● Find simple, informal opportunities to involve employees

● Trust them to make the right decision and give them the freedom to rectify
issues
 Voice of the Employee

Extract from Qualtrics -How to Design an EmployeeEngagement Survey ebook

Incentivise
Employee experience & Culture

● Enable Peer to Peer recognition

● Provide on the spot rewards

● Formalise CX incentive programs

● Celebrate high performing teams

● Set employee engagement as a management KPI

● Catch people doing things right

Grade ELM – You need to present a report to the Exec Team
1. How well does ELM currently score against the
5i’s on a scale of 1-10 (1 = poor / 10 = Great)
2. In each category what’s stopping managers
from being able to lead this way ?
3. What resources do managers need to achieve
100% in each category ?
4. Prioritise the resources needed vs impact on
employee experience and show on an Impact
Matrix
Discuss in groups an present back 45 mins
Inform - Follow through a communications plan / Communicate across multiple
channels / Make content employee centric / Create opportunities for employees to hear
from customers
Inspire - Define, communicate and live by a set of values / Increase accessibility to
senior executives / Tell compelling stories / Give employees a reason to be proud of the
company
Instruct - Launch company wide CX training programs / Embed CX training in new
employee onboarding / Develop training for managers / Re-inforce training with coaching
and feedback / Use e-learning for remote employees
Involve - Develop a Voice of the Employee program / Establish a CX Ambassador
program / Allow the staff to drive the improvement process / Encourage cross functional
interaction and understanding / Find simple, informal opportunities to involve employees /
Trust them to make the right decision and give them the freedom to rectify issues
Incentivise - Enable Peer to Peer recognition / Provide on the spot rewards /
Formalise CX incentive programs / Celebrate high performing teams / Set employee
engagement as a management KPI / Catch people doing things right
Employee Experience – 5i Requirements

Impact
This is a
sample text,
insert your
Priority own text,

This is a
sample text,
insert your
own text,
 COMPONENT 1
Component 8.0

TRADITIONAL
Strategies forSTRATEGY
improving
MODELSEX

78
Set up regular check-in meetings that encourage open
communication
Employee experience & Culture

● Was this week particularly stressful?

● Why or why not? So, what were the

things that helped you feel
motivated or stressed?

● What can I do as a manager or

leader to make next week better?
Implement proper training programs, so employees are empowered
to do their job
Employee experience & Culture

1. Training should start on day one and be

ongoing.

2. Training equips employees with the

knowledge to do their job properly

3. Superb way to show them you’re invested in

them, making them feel valued.
Regularly gather employee feedback at different touchpoints
Employee experience & Culture

1. There are many different touchpoints employees

experience during their employee journey.
2. By gathering employee feedback you can stay attuned to
how they feel personally and about their work.
3. Just make sure you’re gathering feedback often, so you’re
aware of their changing feelings over time
Build Empathy
Build Empathy - not only customers but colleagues by walking in their shoes for the day.

Contextual inquiry is a user research method whereby subjects are interviewed while they do
their jobs. Unlike a traditional interview that follows a sequence of scripted questions, a
contextual interview does not have a script.The role of the interviewer is getting the employee
to do actual work instead of merely describing what he does.

Contextual inquiry is a proven technique for identifying what employees really do, and how
and why they do it. By understanding what employees really do and designing experiences
to support it, corporations can gain an advantage by equipping their employees with the best
possible tools.
Provide opportunities for advancement
Employee experience & Culture
Make sure employees get proper benefits & compensation
Employee experience & Culture
Create a welcoming program that makes employees feel valued
Employee experience & Culture

I am a new employee to ELM and I start next Sunday.

Create an on-boarding journey showing :

What should happen to me when I first arrive ?

What my day will look like in the form of a timetable
Who I will meet and why ?
What I will be given and why ?

Finally imagine I go home to my other half that night, how will I describe my first day and
how will I feel ?

30 mins to discuss and then role play !!

 COMPONENT 1
Component 9.0

TRADITIONAL STRATEGY
The Six Forces - Why
MODELS
Leaders are important

88
The Six Forces
Employee experience & Culture

1. The leaders of this organization are committed to making it a great place to work.

2. I trust the leaders of this organization to set the right course.

3. I believe this organization will be successful in the future.

4. I know how I fit into the organization’s future plans.

5. The leaders of the organization value people as their most important resource.

6. The organization makes investments to make me more successful.

 COMPONENT 1
Component 11.0

TRADITIONAL STRATEGY
What are you now going to
MODELS
do ?

99
Little things can make a big difference
Employee experience and culture

‘It is not about improving one thing by

100%, it is about improving 100 things by
1%’
What can you change?
Employee experience and culture

What will you now personally change that will

give your employees a better experience?

15 Minutes to identify 3 things you will start to

differently that will have an immediate impact
on the EX of your staff ?
Summary - Today
Employee experience and culture

1. What is Customer Centricity

2. What is Employee Experience
3. How the 2 are linked
4. Why they are important
5. What great looks like
6. How as a leader you can support your team/organisation to deliver a great
employee experience in support of achieving a customer centric culture.
7. What you are going to do now
 Lead by example
Leaders must commit to demonstrating behaviours and serving as
role models to deliver customer-experience goals to front-line
employees
Ideas to Action
Employee experience and culture

The way to get started is to

quit talking and begin doing.

Walt Disney
 COMPONENT 1

TRADITIONAL STRATEGY
Thank you
MODELS

Simon O Donnell
www.cxsamiddleeast.com
105