We actively use technologies to reduce opportunities for customers to directly reach a person in our organization. (0 points)
Our processes or technologies permit contact with a staff person though only after first passing through any kind of gate (requiring a call back, entering data into a web form, prescreening on a web chat, etc.). (1 point)
Our customers can reach a real human within one contact point on their first attempt (e.g., during the same call). (2 points)
Do you write a “job description” for the technology you select and conduct annual performance reviews of it?
Smart, human organizations treat their technology reviews the same way they’d review their staff — with annual performance reviews and “bonuses” (more investment in the technology) for tools that perform exceptionally well. This annual review process helps ensure you don’t get caught with outdated technology while your competitors race ahead.
We simply don’t review our existing technologies on any kind of scheduled basis. We review them only when things go wrong. (0 points)
We do periodically or informally check to make sure the technology is working. (1 point)
We regularly review our business technology to make sure it’s still meeting the job description we have for it. (2 points)
Outcomes
Adaptability: How do you handle outcomes that weren’t part of an original goal?
3M accidentally created their famous Post-it pads when a run of glue didn’t hold perfectly well. A staffer started using this “defective” glue on small pieces of paper to attach them to reports. How well does your organization consider these happy accidents as opportunities for new products or customer service channels?
There’s no process for discovering and considering new applications that emerge. (0 points)
We have infrequently stumbled upon discoveries that have led to improved processes or new products. (1 point)
We’ve developed a regular process to escalate potential discoveries for further research. (2 points)
To what degree can each person in your organization explain the real-world human benefits you provide to your customers?
Senior executives are usually proficient at the elevator-pitch — a short description of how your organization’s outcomes benefit your customers and stakeholders. But how good are your staff at communicating this value outside your firm?
Most of our people just do their job and leave others to explain the benefits. (0 points)
Some keeners are good at communicating how we serve our customer base. Most don’t. (1 point)
We train our team members on how to explain to people outside the firm the value we provide. Any of our staff can do this effectively. (2 points)
Does your organization have a simple mantra that clearly articulates your values?
Most organizations have mission statements — unfortunately, they’re usually lengthy diatribes that wax eloquent about wanting to be “the leader in innovative products and services” or other such meaningless text. Does your organization have short external-facing text that clearly explains what the outcome of hiring your firm will bring your customers?
We don’t have any kind of mission statement, or if we do, our average employee can’t tell you what it is. (0 points)
Our mission statement is public, lengthy, and tries to be all things to all people. (1 point)
We have a simple, clear, and short mantra that articulates the value we provide to customers. (2 points)
Uniqueness
Can each of your people articulate what legitimately distinguishes you from your competition?
Many businesses believe they distinguish themselves by declaring they “have a superior product.” Others have a product so good, they can identify themselves by values and the product sells itself. Some, like Starbucks, have a program that offers a college education to its employees. If your people can’t articulate what sets you apart from the competition, you’re sunk before you even start.
We’re not sure if we’re different/better than our competition. (0 points)
We can add value that our competitors can’t, though many people on our team have a hard time articulating this difference. (1 point)
Part of our staff onboarding and continued training includes a detailed explanation of why we excel over our competition. (2 points)
To what extent is your employee benefits program customizable for each employee’s unique personal needs?
It’s a truism that organizations trying to attract top employees can’t rely on salary and a basic benefits package. Employees lead complex lives outside of the office, and to get the best people you’ll need to offer a more human approach to benefits — one that is customizable to their specific lifestyle and needs.
We offer a single, standard benefits package for all employees. (0 points)
We can make small adjustments to our benefits offerings depending on each employee’s situation. It’s not an easy process so it happens infrequently. (1 point)
Each employee has their own unique benefits package, negotiated with them on hiring, that suits their own unique life requirements. (2 points)
Does your organization have a unique and distinct voice in the market?
You can tell a Nike ad without seeing the logo. You can identify an Apple commercial without watching to the end. Does your brand have its own unique identity that doesn’t require a visual or auditory clue?
We don’t have, or avoid having, any kind of unique personality in our branding and advertising. (0 points)
We consider our brand to have a personality, with no clear guidelines of how it is to be communicated in our marketing. (1 point)
We have a distinct personality which any prospective client should be able to identify even without seeing our company name or logo. (2 points)
Clarity
Does your intranet’s page about benefits use simple language about how to qualify for and use benefits?
Often, one of the most poorly communicated aspects of business is the most important — communications with your internal staff. One bellwether of clarity is how well you communicate what you offer to your own employees (after all, if you can’t speak properly with your own team, you’ll have a hard time speaking externally).
We don’t have any information about benefits on our internal web server. (0 points)
Our benefits plan is detailed
