Becoming Customer-Centric Starts with Our People - Headline Verdana Bold Daria Dolnycky National Human Capital Leader, Consumer | Retail Sector ...
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Becoming Customer-Centric Headline Verdana Bold Starts with Our People Daria Dolnycky National Human Capital Leader, Consumer | Retail Sector
We Invest in Designing the Best Customer Strategy but Fall Short in
Investing in Those Who Deliver it - Our People
To develop customer-centricity today, a majority of retail investments are occurring outside the physical store.
Bigger, Retail IT spending has
Better increased by 5.6% globally
Digital
Global omni-channel retail commerce Assets
platform market is expected to grow 82% of customers are more likely to purchase
Expanding Improving from a brand with multiple delivery options
from USD 2.99 – 11.01 billion by 2023
Omni- Retail
Channels Offering
Billions of dollars in increased capital
Remodel Customer- Expanding By 2021, worldwide, retail e-commerce
expenditures to remodel stores sales growth will be at 18%
Brick and Centric E-Commerce
Mortar Capability
82% of retail sales happen within the four walls of a store and limited
investments are made to better front-line employees.
Becoming Customer-Centric Starts with Our People 2
Winning with an Employee-Focused Culture
Becoming Customer-Centric Starts with Our People 3
People Are the Un-Ignorable Link to Customer-Centricity
Results show that organizations with strong employee-centricity naturally become customer-centric.
Un-Ignorable Link!
Customer- Employee-
Centric Centric
Enterprises with a top-quartile Organizations with highly Consumers spend
employee experience achieve
2x
engaged employees had an
2x customer average 3 year revenue
growth as much in-store when
satisfaction 2.3x
they have been assisted
by an associate
and 25% higher profits greater than average
Becoming Customer-Centric Starts with Our People 4
Investing in Employee-Centricity Means Going Beyond Wages & Benefits
As employees face new challenges in their day-to-day and their expected roles, they long for more support.
What employees are up against…
Alternative Talent
Workforce Disruption
The Gig Automation
Economy
Technology A New Social
Disruption Contract
Increasing Talent
Pace of Change Mobility
Becoming Customer-Centric Starts with Our People 5
Don’t Just Take Our Word for It! Here’s What Employees Said…
40%
Of the top ten factors (e.g., money, convenience),
employees selected
of survey respondents don't
know what their customer strategy is
people
as the #3 reason why they work
60%
Employees believe their
The best part of retail culture
organization only focuses on
of survey is the people and having an
45% of their needs
respondents graded
themselves as not very
environment to constantly
motivated or neutral
to be at their work learn
To build employee-centricity, employers should focus on cultivating relationships with workers through
CULTURE (a Simply Irresistible Experience).
Becoming Customer-Centric Starts with Our People 6
Employee-Centricity Has Evolved from Work/Life Balance to Human Experience
Personal
(the individual)
Employee Engagement Human Experience
Focus of
Culture
Work/life Balance Employee Experience
Professional
(the work)
Organization-led Employee-led
(top-down) (bottom up)
Drivers of Culture
Becoming Customer-Centric Starts with Our People 7
Creating the Human Experience Employees Crave
Positive Work Trust in Supportive
Meaningful Work Growth Opportunity
Environment Leadership Management
Training and Mission and Clear and
Flexible work environment Autonomy
support on the job purpose transparent goals
Humanistic Facilitated Continuous
Select-to-fit Coaching
workplace talent mobility investment in people
Culture of Small, Self-directed, Transparency Investment in development
recognition empowered teams dynamic learning and honesty of managers
Fair, inclusive, diverse work Unstructured High-impact Agile performance
Inspiration
environment time learning culture management
Cross-Organization Collaboration & Communication
Becoming Customer-Centric Starts with Our People 8Bringing the Human Experience to Life
Positive Environment
Fair, Inclusive, Diverse Work
Culture of Recognition Flexible Work Environment Humanistic Workplace
Environment
84% PATAGONIA
Clothing
of Consumer Business organizations
ranked having a positive environment ‘Let my people go surfing’
Who’s Winning? policy
as important or very important.
However, 33% of these
Free yoga, an organic café,
free scooters and skateboards
organizations are not yet effectively
managing the challenge. 26 three day weekends per
year
© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 9© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 10
Bringing the Human Experience to Life
Meaningful Work
Small, Empowered Teams Select-to-fit Autonomy Unstructured Time
84% When I Work
Scheduling Platform
of Consumer Business organizations
view meaningful work as a critical
enabler to elevate the human Who’s Enabling?
experience.
However, only 40% of
Allows employees to view
most up-to-date schedule,
these organizations effectively request time off and chat with
empower employees to management and co-workers
manage their careers.
© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 11Bringing the Human Experience to Life
WHEN I WORK
• Use “WorkChat” to contact managers and other staff • Receive notifications when schedules are posted or changed
• Virtually manage vacation and sick day allowances • Sync app with Google, iCal and Outlook
• Request shift trades and change availability • Manage multiple jobs using the same app*
Because employees have better and
more up-to-date access to their
schedules, using ‘When I Work’ has
Who’s Using It?
reduced employee no-shows by
25%
© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 12Bringing the Human Experience to Life
Growth Opportunity
Self-direct Dynamic Learning Facilitated Talent Mobility Training and Support on the Job High-impact Learning Culture
83%
SHINOLA
Luxury Goods
of Consumer Business organization Shinola University was implemented
ranked growth opportunity as
important or very important.
Who’s Winning? to provide:
Online Adaptive Learning
However, 40% of these
Intervention and Feedback
in Real-time
organizations are not yet effectively
managing the challenge. Real-world Learning
© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 13© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 14
Bringing the Human Experience to Life
Trust in Leadership
Inspiration Transparency and Honesty Mission and Purpose Continuous Investment in People
18% 37% 27%
of organizations believe they have a of leaders are worried about their of organizations believe that a lack of
transparent and open model. ability to create trust in their transparency is creating a
organization. competitive disadvantage.
© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 15Bringing the Human Experience to Life
Trust in Leadership
Inspiration Transparency and Honesty Mission and Purpose Continuous Investment in People
Employees now want to work for WHOLE FOODS MARKET
socially responsible organizations. As a Grocery
result,
Total Health Immersions and
55%
Volunteer Programs:
Who’s Winning?
Health getaways 4 times per
of Consumer Business organizations year
have increased the impact of social Provide Biometric screenings to
responsibility programs in the last 5 see results
years.
Led by experts in the
healthcare industry
© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 16Bringing the Human Experience to Life
Supportive Management
Investment in Development of
Coaching Agile Performance Management Clear and Transparent Goals
Managers
86% CULTURE AMP
People & Culture Platform
of Consumer Business organizations
ranked having supportive management
as Important or Very Important. Who’s Enabling?
42%
“People were asking for the reviews, not asking
how to get out of them. That felt like success.”
However, are not yet
“Our employees now connect with Culture Amp
effectively managing the challenge.
Performance without thinking about it as a
performance management tool.”
© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 17Bringing the Human Experience to Life
Collaboration & Communication
Open Culture Constant Communication Investment in Resources, Tools & Time Cross-organizational Collaboration
85% THE CONTAINER STORE
General Merchandiser
of employees feel that collaboration and The Container Store implemented
communication is a critical enabler to
elevate the human experience. Who’s Winning? Theatro that:
Increased communication across
26%
employees by 30%
However, only of our Checks inventory and
survey respondents feel supported customer orders on-demand
with tools and technology to stay
connected. Sends real-time updates or
messages
© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 18© 2019. For information, contact Deloitte Touche Tohmatsu Limited Becoming Customer-Centric Starts with Our People 19
To Satisfy the Crave for Human Experience, We Ask…
What will you do
differently
tomorrow
Becoming Customer-Centric Starts with Our People 20Daria Dolnycky National Human Capital Leader Consumer | Retail Sector ddolnycky@deloitte.ca M: 416 565 7414 Thank you!
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