Bertrand Duperrin's Library tagged satisfaction → View Popular, Search in Google

Jan

2012

Transforming the Way We Work

"Nine years ago, when I launched The Energy Project during an economic boom, it was nearly impossible to find senior leaders open to the idea that demand was exceeding people's capacity, and that it was critical to the bottom line to teach employees new ways to manage their energy more skillfully."

blogs.hbr.org/...nsforming-the-way-we-work.html

- Preview

work management engagement trust distraction satisfaction burnout emotionalintelligence sustainableperformance performance wellbeing

ully engaged at work, valued for their contributions, or freed and trusted to do what they do best. Instead, they feel weighed down by multiple demands and distractions and they often don't derive much meaning or satisfaction from their work.
I don't kid myself that the super-charged CEOs and world leaders who attend this event are going to wake up overnight to the recognition that rest and renewal and doing one thing at a time are not only healthy practices, but also fuel more sustainable performance.
1 more annotation(s)...
- Rather than trying to forever get more out of their employees, organizations are better served by investing in better meeting their people's core needs — physical, emotional, mental and spiritual — so they're freed, fueled, and inspired to bring more of themselves to work every day.

9 Magic Metrics Your Organization Needs to Adopt

"It's rare a singular metric like turnover or a customer survey score is by itself a good measure of an organization's performance. Most of the more meaningful measures on dashboards of executives today are indices, made up of three to five submeasures. I review the nine most useful and creative performance measures I have seen in government and business organizations over the last few years."

businessfinancemag.com/...-organization-needs-adopt-0602

- Preview

intangiblesmanagement intangible intangibleassets intangiblecapital metrics communication effectiveness customerrelationship satisfaction employeesatisfaction distraction trust aggravation suppliers partners projectmanagement intellectualcapital

Communication Effectiveness -- An important metric for organizations is one that measures how well they communicate to employees, suppliers, shareholders and others
Customer Relationships -- Customer surveys are rarely effective in measuring the level of relationship an organization has with its clients or customers.
8 more annotation(s)...
- Employee Satisfaction -- Most clients in government and business have developed an Employee Satisfaction Index made up of a variety of measures such as casual absenteeism, complaints/grievances, voluntary turnover, employee focus groups, overtime and employee survey data
- Distraction Index --
- Employees in several firms I've worked with found they spent less than a third of their time doing their jobs
- Trust Index
- Aggravation Index -- A number of leading organizations have daily measures to track how much they aggravate their customers or how difficult it is to do business with their firm.
- Supplier/Partner Index --
- Project Management Index -- Measuring recurring work like processing transactions or manufacturing parts is different than measuring projects where each one is somewhat different
- ntellectual Capital -- Everyone agrees that intellectual capital or competencies are important to measure, but I have rarely seen good metrics in this area.

Jul

2011

Relation client : les réclamations clients une mine d'or sous exploitée selon l'enquête de l'AMARC - LEntreprise.com

"Le client râleur devrait être envisagé comme une mine d'or par les entreprises : il exprime un besoin mal satisfait ou pas du tout satisfait. Il pointe un dysfonctionnement dans le service délivré... C'est l'occasion rêvée de revoir son offre commerciale, d'améliorer son service au client, de corriger les dysfonctionnements au sein de l'entreprise et au final de fidéliser le client, d'améliorer l'image de la société donc de gagner plus d'argent. Le client râleur fait un beau cadeau à l'entreprise en exprimant son mécontentement : il fournit les moyens de faire mieux la prochaine fois."

lentreprise.lexpress.fr/...-enquete-de-l-amarc_30420.html

- Preview

customer customercare customercentricity customerservice customersatisfaction complaints communitymanager satisfaction

La preuve près 70 % des entreprises ont défini une politique claire de traitement des réclamations, même si le degré de maturité diffère d'une société à l'autre.
Elles écoutent mais n'entendent pas. C'est la mauvaise nouvelle : elles ne prêtent guère attention au contenu de la réclamation. Symptomatique l'absence généralisée d'indicateurs de mesure de la fidélité des clients qui ont réclamé.
3 more annotation(s)...
- Autre chiffre qui fâche : 60 % n'ont pas écrit une charte des engagements clients. Enfin, seule 1 entreprise sur 3 évoque le sujet régulièrement en comité de direction, 1 sur 10 "systématiquement".
- "Les entreprises les plus en avance sont celles qui qui sont déjà passées du traitement des réclamations pour passer au management de la satisfaction",
- 4 pistes pour mieux exploiter vos réclamations
  
  1) Donner une définition claire et partagée de ce qu'est une réclamation.
  
  2) Analyser puis diffuser en interne les informations issues des réclamations en vue d'actions marketing ou de conception de nouvelles offres.
  
  3) Passer plus largement à "l'entreprise orientée client" (et non plus "centrée produit").
  
  4) Engager la Direction dans la reconnaissance du Service de réclamation client (SRC) comme un centre de profit et non un centre de coût.

Jun

2009

KM and HR: Siamese Twins?

I've previously pondered over how we could possibly work with HR to ensure success for KM and can perhaps summarize some of the key points as follows: (I am assuming that the points below represent key components in HR strategies)

nirmala-km.blogspot.com/...km-and-hr-siamese-twins.html

- Preview

km humanresources training hiring appraisals incentive motivation satisfaction attrition retention talentmanagement humancapital rotation jobrotation competences

Hire people with at least an average KM quotient
Encourage informal learning mechanisms
4 more annotation(s)...
- including the employee's KM quotient as one of the objectives/competencies in the appraisal process
- visibility/recognition/appreciation being more important than monetary gestures
- I firmly believe that one of the critical aspects that contribute to employee satisfaction, delight and engagement is an environment that enables and celebrates knowledge sharing and collaboration.
- We need to understand the links between various roles and how rotation of employees (knowledge) would help the organization get more efficient/innovative.