Employee engagement: the power of emotional commitment

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Matt Currall 12th October 2018 5 minute read

Employee engagement: the power of emotional commitment

The right employee engagement programme can do wonders for your business, bringing genuine improvements to productivity, culture and the customer experience. One example of such a programme is the work we carried out for our Tesco Mobile operation. Here, Operations Director Matt Currall explores how to kick start an effective engagement programme that will transform the attitudes of both your employees and your customers.

Tesco Mobile has been a Capita Customer Management client since summer 2016. Though the partnership started well, some of the colleagues on the unit had transferred through a number of other companies before being TUPE-ed over to Capita, and as a result brand identity was a little unstable.

“When I went around, asking all the basic questions – who do you think we are, what are we trying to achieve, do you enjoy working for the organisation – people were struggling to give me an answer,” explains Operations Director Matt Currall. “They enjoyed the job, and they enjoyed speaking to customers, but it all felt quite transactional.”

Although attrition levels were normal and there was a good sense of employee satisfaction, Matt recognised that the business could still be taken to the next level. Together, Matt and his team developed an employee engagement programme that would lead to a 5-point increase in NPS and rocketed Tesco Mobile to the position of number one telecoms brand on the UK Customer Satisfaction Index.

“I’m really passionate about the idea of behavioural economics – that if you create a purpose and an emotional commitment to the business, that ultimately results in discretionary effort,” he says. “With that you can make a difference, and with that difference you can outperform the competition. You can be the great company rather than the good company.”

One of the first steps was for the team to spend the first couple of months speaking to every one of the 700 people in the organisation. “This wasn’t just a staff satisfaction survey,” says Matt. “It wasn’t an opportunity for people to tell us everything they felt was wrong with the organisation, and then go back to their phones and see nothing happen. That doesn’t work.”

Instead, Matt’s team wanted to learn what people felt was unique about the business and what they felt they could contribute. This helped them to keep on track with the business’s vision in its first year.

The result was an identity that was consistent with Capita’s business values, but was in the language of the Tesco Mobile operation’s people. For example, NPS was made more engaging through careful rephrasing. Everyone who achieves a nine or ten score on the NPS service question gets a ‘smile’, meaning that rather than saying the business is aiming for an NPS of 56 it’s aiming for 3 million ‘smiles’.

Matt states that this language is “immediately more emotive and easier for people to connect to. For [our people], coming to work and knowing they are going to make a lot of people smile today, and get them talking to family and friends about what a great service they received, that does mean something to them.”

To read about the next steps taken by Matt and his team, check out our September 2018 edition of Intelligence here.

 

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