Leadership Tools for the New World of Work: The Collaborator Touchpoint Management



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We are moved by the idea to make the world of work more human - without constant pressure for efficiency, stress and fear. As Publisher Best of HR - Berufebilder.de® with podcast, eLearning-on-demand offers and news service we share 15 years of experience with our customers (Samsung, Otto, state institutions). By the Top20 female blogger and consultant Simone Janson, referenced in ARD, ZEIT, Wikipedia .
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Company can survive in the future only if they win the intelligence and the full creative power of top talent for themselves. Because the market is merciless. And the customers do not know a pardon. That's why great things have to happen in every moment of truth.

Leadership Tools for the New World of Work: The Collaborator Touchpoint Management Touchpoint Management

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Customers are looking at one Company always as a unit

Overview

Customers perceive a company holistically. If it is only stuck in a single place or a single employee is plaguing, then this can already mean the end. This is why the development of employees must not only help to promote a few high potentials with a lot of effort.

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Whether on a permanent or temporary basis, and regardless of whether you are involved as an internal or external project-wise: All employees must and can deliver their best. How does a company get it? Through the Collaborator Touchpoint Management.

What the Collaborator Touchpoint Management Can Do

Overview

Collaborator Touchpoint Management, known as the German employee contact point management, is the coordination of all points of contact between the executives and employees of an organization.

The aim of the overall four-step process is to improve the quality of contact, to create inspiring working conditions and to create appealing performance potentials within the framework of an appreciative climate.

Any interaction between "upper" and "lower" can be used as an opportunity to increase the excellence of employees, to strengthen their emotional attachment to the company and to trigger effective word of mouth both inside and out.

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Between great enthusiasm and bitter disappointment

Overview

Positive and negative experiences can be made at every touchpoint, which can strengthen or reduce the number of employees or lead to a shrinking of the employee management. Every occurrence can be a tangle on the scale.

For this reason, the different types of employees and the resulting employee behavior are analyzed in the Collaborator Touchpoint Management, in order to identify the individual work motifs and to promote the specific talents better.

As a result, interpersonal as well as organizational motivational inhibitors should be recognized and removed. In the end, it is a sum of details that determines whether an employee remains in "must" or "will," whether he will perform averagely or excellently, and whether he will stay or leave.

The "journey" of an employee through the company

Overview

The Collaborator Touchpoint Management looks at the "journey" of an employee through the company and starts from its point of view. In doing so, it takes into account the requirements of our new working environment. It assigns their increasing complexity to an overall system. And all employees are focused on the well-being of our customers.

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Thus, the intensive discussion with each internal touchpoint not only increases the employee's performance, but also frees up efficiency reserves. It leads to resource optimization as well as time and cost savings. And externally, it leads to a strengthening of the employer brand, to a higher customer loyalty, to the acquisition of new customers by recommendation and thus to healthy returns.

The points to be dealt with are tackled together with the members of the organization. Thus, the own people to active advisors of the management, which makes expensive consulting by large consulting firms often dispensable. Because most of the knowledge is already in the company, it just needs to be teased out.

The Collaborator Touchpoint Management in four steps

Overview

In step 1, all the interaction points that an applicant has or could have with the company and a co-worker working with a manager are spotted. The events that happen there are assigned to the categories "disappointing", "okay" and "inspirational". It is about both the critical events as well as the positive experiences that could happen there or in the worst case could happen. Employees are actively involved in this phase of analysis through appropriate questions.

Step 2 involves defining the desired target situation and probing suitable procedures at such interaction points that one wishes to optimize for the targeted employee groups. This is both about a cultural basis and specifically about what is desirable and undesirable. Lovepoints need to be strengthened and painpoints eradicated quickly.

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Step 3 deals with the planning and implementation of measures that lead from the analyzed actual situation to the desired desired situation. Much has to be taken into the hands of the executives themselves internal touchpoint manager and some can be co-designed with staff in large group events. Less is more. So you choose a theme that is already burning on everyone's nails anyway. Or you start with a few important touchpoints. Or you choose a "quick win" to start, so a measure that promises fast results.

Step 4 is about monitoring results and optimizing leadership. Touchpoint measures should above all have a positive effect on the employee-related key figures, such as the average length of stay, the fluctuation rate, the illness, the employee's willingness to recommend and the employee productivity.

At the end of the path is an organization that is highly efficient - and deeply humane.Leadership Tools for the New World of Work: The Collaborator Touchpoint Management CTMP_Collaborator-Tochpoint Management

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