Customers are looking at one Company always as a unit
Customers perceive a company holistically. If something gets stuck in just one place or a single employee fails, that can mean the end today. That's why employee development shouldn't just be about promoting a few high potentials with a lot of effort.
Regardless of whether they are employed on a permanent or temporary basis, and regardless of whether they are involved as internal or external employees on a project-by-project basis: All employees must be able and willing to deliver their best performance. How does a company do that? 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 the employees, to strengthen their emotional connection to the company and to 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 wellbeing 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 the collaboration with a manager are sighted. 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 there or, in the worst case, happen to you. Employees are actively involved in this analysis phase through appropriate questions.
Step 2 includes defining the desired target situation and exploring suitable (more) procedures at those points of interaction that you want to optimize for the targeted groups of employees. This involves both a corporate culture basis and, specifically, what is desired and undesired. Love points have to be strengthened and pain points eliminated as quickly as possible.
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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German edition: ISBN 9783965961661
English version: ISBN 9783965961678 (Translation notice)
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