Moment No. 5: Align HR leaders to a new HR strategy
Transitioning and new CHROs must gauge team effectiveness and determine how best to align HR staff to their vision and strategy. To evaluate your HR function’s maturity, identify what the team thinks are the function’s critical priorities and ensure consensus and engagement around the vision for the HR function.
Next, evaluate the capabilities of HR leadership team members in different business-driven scenarios the function will face in the future. The goal is to build a bench that can execute the new or existing strategy but is also flexible enough to adapt to strategy changes.
Moment No. 6: Connect HR staff to the new vision and strategy
Instead of communicating strategy top down, solicit input from HR staff to test the assumptions that inform the new strategy. Invite staff to stress-test the assumptions behind the new HR strategy and give them permission to identify where underlying assumptions are flawed.
Also empower HR staff by communicating relevant functional and business data and establishing the link between business data and the HR staff’s day-to-day work. This enables members of the HR function to prioritize their work based on organizational needs.
The CHRO can also make their HR staff more autonomous by creating a more flexible, employee-focused goal-setting process, based on linking organizational goals to individual HR staff goals and enabling HR staff to take ownership of their own goals.
Outsourcing tasks can have an impact on customer loyalty, so service leaders must set and communicate CX expectations to their providers. Typical contracts contain service targets, such as average handle time (AHT), average speed of answer (ASA) and abandon rate (ABN), but too singular a focus on these metrics can be misleading. While it’s true that outsourcers deliver cost savings by prioritizing efficiency, too much emphasis on managing “numbers” instead of people leaders can promote the wrong behaviors.
To avoid focusing solely on efficiency, for example, contracts should also define qualitative behavioral expectations for the service center. Leaders and business process outsourcers should align on the CX vision to meet customer expectations and ensure that all staff have a customer-centric mindset.
To realize benefits from customer service outsourcing, service and support leaders responsible planning and operations must:
- Maintain brand equity by keeping service center activities that are critical to CX in-house (for example, loyalty programs, top advocate support and escalation care).
- Mitigate risk to CX and fully realize cost savings by defining CX priorities and “what good looks like” with the business process outsourcer (for example, defining specific customer-centric behaviors expected of the agents during transactions).
- Engage internal frontline employees through growth and developmental opportunities to achieve maximum CX benefits from high-value activities kept in-house.