Customers are looking at one Company always as a unit
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.
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
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.
Every interaction between “top” and “bottom” can be used as an opportunity to increase the excellence of employees, strengthen their emotional attachment to the company and trigger effective word of mouth both internally and externally.
Between great enthusiasm and bitter disappointment
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.
In this way interpersonal as well as organizational motivational inhibitors should be recognized and put away. In the end, it is a sum of details that determines whether an employee remains “must” or “wants”, whether he achieves average or top performance, and whether he stays or leaves.
An employee's “journey” through the company
The Collaborator Touchpoint Management looks at the “journey” of an employee through the company and starts from their point of view. In doing so, it takes the requirements of our new working world into account. It arranges their increasing complexity into an overall system. And all employees are geared towards the well-being of customers.
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
In step 1, all interaction points that an applicant has with the company and an employee has or could have as part of working with a manager are examined. The events that happen there are categorized as “disappointing”, “okay” and “inspiring”. It is about the critical events as well as the positive experiences that could happen to you there or, in the worst case, happen to you. Employees are actively involved in this analysis phase 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.
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 transferred, and some can be conceived together with the employees in the context of large group events. Less is more. So you choose a topic that is already burning everyone's nails. Or you start with a few important touchpoints. Or you can choose a “Quick Win” to start, a measure that promises quick 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.
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