Analyst/Bytes & Statistics
In Other News
To truly focus on the customer experience and deliver high quality, consistent service, there needs to be a balance between metrics and quality. It takes a combination of metrics, monitoring, coaching, training, and effectively communicating to consistently deliver a high quality customer experience that you can measure and promote. Additionally, it is important to know that delivering “excellent customer experience” does not require perfection. In fact, a focus on perfection often leads to customer dissatisfaction and negative employee morale.
Watch this session to take the imperfect path to excellence and learn:
Take Aways include:
ASC Launches Workforce Optimization Suite neo 3.0
New Avaya Contact Center Solutions Help Companies Master the Omni-channel Customer Experience
On-Demand Webinar: Dealing With Difficult People
It is that time of year for warmth, good cheer, and fellowship. But do you have customers, co-workers, or bosses who never got the memo? Communications skills expert, bestselling author and practicing psychotherapist Rich Gallagher will help you warm up your interpersonal skills, and teach you how to deal with some of the "characters" in your working life:
Using evidence-based principles of strength-based communication, plus Rich's vast experience with managing difficult workplace situations, this on-demand webinar will help brighten your holidays with brand new tools for working effectively with anyone!
Survey: Training and Certifications Important to IT Professionals’ Career Growth but Employer Support Lacking
More than 75 percent of IT professionals plan to enroll in new training in 2014
Overwhelming majority of IT professionals see certifications as at least somewhat valuable
The 12 trends identified in the Deloitte Global Human Capital Trends 2014 report can be analyzed within three major categories: 1) attracting and engaging, 2) leading and developing, and 3) transforming and reengineering the HR function. Trends highlighted in the report include:
Attract & Engage
Reinventing talent acquisition: Even as the majority of respondents (62 percent) say their organizations rely on social tools for sourcing and advertising positions, when it comes to fully utilizing analytics for recruitment and staffing, more than half (54 percent) indicate that their practices are “weak.”
The overwhelmed employee: Information overload and the always connected 24/7 work environment are overwhelming workers, undermining productivity and contributing to low employee engagement. Sixty-five percent of executives responding to the survey rate the overwhelmed employee phenomenon as being an urgent or important trend, while 44 percent say that they are “not ready” to deal with it.
Engaging the 21st-century employee: Millennials will make up 75 percent of the workforce by 2015, and 66 percent of the respondents report “weak” capabilities when it comes to providing focused leadership programs for Millennials and 58 percent of executives report “weak” capabilities in “providing programs for younger, older and multi-generational workforces,” underscoring the challenges associated with a multi-generational 21st-century workforce.
Shifting from diversity to inclusion: Nearly all respondents say their organizations promote diversity, but most fail to realize the business benefits of a diverse workforce. About one-third (34 percent) of respondents say their organizations are unprepared in this area, while only 20 percent claim to be fully ready.
Lead & Develop
Developing leaders at all levels: Eighty-six percent of respondents in the Deloitte survey rate leadership as “urgent” or “important,” however, only 13 percent say they do an excellent job in developing global leaders.
The quest for workforce capability: While 75 percent of respondents rate “workforce capability” as an “urgent” or “important” challenge, only 15 percent believe they are ready to address it.
Time to replace “rank and yank”: Even as the nature of the work done by a majority of employees has changed dramatically, the way organizations evaluate employees has not. Only eight percent of respondents believe their organization’s performance management process drives high levels of value, while 58 percent say their current performance management process is not an effective use of time.
Corporate learning redefined: More than two-thirds (70 percent) of respondents surveyed see new learning methods, such as free online and mobile learning platforms, as “urgent” or “important,” yet only six percent say they have mastered the content and technology capabilities needed to make online learning accessible and compelling for their employees.
Transform & Reinvent
Delivering on big data: Talent analytics is starting to enable HR departments to make informed talent decisions, predict employee performance, and enable advanced workforce planning. While 78 percent of respondents from large organizations (with 10,000 or more employees) rated HR and talent analytics as “urgent” or “important,” enough to place analytics among the top three most urgent trends, 45 percent of the same respondents rated themselves “not ready” when assessing their readiness in HR analytics—among the lowest readiness rankings for any of the 12 global trends.
Racing to the cloud: Organizations are rapidly moving away from legacy systems to implement a new breed of highly integrated, cloud-based talent and HR systems. More than two-thirds (68 percent) of Deloitte’s respondents say that HR technologies are “urgent” and “important” and yet 56 percent report no definitive plans for their HR systems.
The global and local HR function: Global HR and Talent Management, an integrated global operating model that allows for customizable local implementation, is the second most “urgent” and “important” trend for large organizations around the world (those with 10,000 or more employees), according to the survey.
Reskilling the HR team: More than one-third (34 percent) of the respondents report that their HR and talent programs are just “getting by” or even “underperforming” and twice as many respondents rate HR and talent programs as “underperforming” (10 percent) compared to “excellent” (5 percent).
What’s the Next Big Thing in Customer Experience?
7 New Faces of the C-suite
The New World of IT Recruiting
Getting Employee Buy-In For Your BYOD Policies
Meeting Employees Halfway
The Internet used to be a tool for telling your customers about your business. Now its real value lies in what it tells you about them. Every move your customers make online can be tracked, catalogued, and analyzed to better understand their preferences and predict their future behavior. And with mobile technology like smartphones, customers are online almost every second of every day.
The companies that succeed going forward will be those that learn to leverage this torrent of information-without being drowned by it. Balancing examples from giants like Amazon, Home Depot, and Ford with newer players like Rovio, Groupon, and scores of niche-market winners, Data Crush examines the forces behind the explosive growth in data and reveals how the most innovative companies are responding to this challenge.
Free Research on the Service and Support Industry
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