Discover the highlights of feedback from B2B and B2C companies such as retailers and transportation companies.
Diversify assignments in order to have your collaborators feel involved
This company specialising in supplementary insurance services attempted to diversify the assignments of its internal teams, most notably teams in charge of receiving phone calls, in order to reduce the fatigue associated with these tasks. Taking into account their profile and aspirations, collaborators may take part to various internal projects of their company. These opportunities have a genuine influence on staff retention.
Encourage Test-and-Learn methods
These companies respectively specialising in retail and assurance highlighted how pertinent and efficient it was to first test new features and evolutions within smaller, internal groups before rolling these out companywide or countrywide.
Involve customers in the development of new projects
This transportation company wishes to foster the development of communities, by linking together loyal customers with more occasional ones, leading to the development of new projects and offers.
Assist collaborators when confronted with incivilities
These last years have seen a significant improvement in the way this transportation company addresses customers and manages incivilities. Customers have actually noticed changes in the behaviour and expression of collaborators who have been trained on these aspects.
Living up to the company's values, even in case of a departure
Living up to the company’s values during the various stages of an employee’s working life —arrival within the company, daily activity but also departure— is very important. Several speakers have highlighted the feeling of attachement towards their company that is found among their collaborators as well as a low turnover rate. They have nevertheless acknowledged that collaborators that have been performing the same task for a long period and that can’t be promoted to other internal activities may progressively feel less committed. Even though these are very specific cases, it is important to think ahead how to best accompany these collaborators and to keep on living up to the company’s values following a departure.
Coaching ≠ management
Within a company, it is necessary to clearly distinguish the roles of corporate trainers—who train and assist collaborators—and of managers, who manage teams. Clearly defining what is expected of these positions is important.
... and management position ≠ internal promotion
This assurance company considers it fundamental not to conflate a position in management and an internal promotion. Management is regarded as a skill in its own right, rather than a trait which would be inherently demonstrated by each collaborator. Such positions thus require thorough or, depending on profiles, even intensive training programs.
You can also contact us if you want to get this feedback in PDF format.