INSIGHT NANCY RADEMAKER - ECA INDUSTRY FORUM 2023
According to the highly rated motivator and international business speaker, Nancy Rademaker, CX and EX must go hand-in - hand for organisations to be successful, but this can require a drastic cultural change. One in which processes and procedures need to be rethought from scratch, and where leadership and organisational structure need a thorough make-over. Te battle for the employee is on and every customer-centric company will need to make the journey from CX to EX and back. G3 took the opportuntity to interview Nancy following her presentation to the ECA Industry Forum 2023.
Nancy, what resonated with the ECA audience from the keynote - and why do you think casinos need to focus on employee experience, not just customer experience?
It's the employee that offers the customer experience. Te employee is the very first touch point between the customer and the casino. For the employee, regardless of whether it’s the first or last 15 minutes of their shift, they need to provide an experience that will create a lasting memory for the customer.
In order to make sure your employees leave that impression, you need a strong culture within the organisation and not just at the casino level. Engagement amongst employees rises from two things: the culture of the company and from leadership. So, it's those two things that contribute the most to employee engagement. If you can create that culture your employees feel enabled, empowered, energised, and engaged, which has been proven to provide a better customer experience, especially in ‘human-to-human’ business sectors.
I think in many companies, the focus on employee experience has been far too low, which means there's ample room for improvement. I think it's something that's missed or forgotten about as a worthwhile investment. It's the reason why in surveys, employee engagement with the company they work for is very low. A recent Gallup worldwide report shows that 77 per cent of employees are either not engaged or are actively disengaged. Tat's a big problem. Plus, we have a shift in the workforce, with a younger generation taking a different view of the work-life-balance as opposed to previous generations.
What companies tend to forget is that they’ve become glass boxes where everybody can see what's really going on within their daily operations. Social media has torn down those walls, letting people know what it's like to be working for your company. Sites such as Glass Door rate your company on a series of metrics that prospective employees use to evaluate your business. It's not just about salary and job conditions, it's about whether the values of the business align with those of the potential employee.
In many ways the rules have been reversed from one generation to the next. Whereas candidates used to sell themselves to the company with the question: why should you hire me? Today, it's the company selling itself to the employee and trying to answer the employee question: why should I come work for you? Many leaders still haven't figured out how to adapt to this new situation.
In surveys, employee
engagement with the company they work for is very low. A
recent Gallup worldwide report shows that 77 per cent of employees are either not engaged or are actively disengaged. That's a big
problem. Plus, we have a shift in the workforce, with a younger generation taking a different view of the work-life-balance as opposed to previous generations.
What are the examples of companies that have adopted these practices? And is there a correlation when this adoption takes place with improved results?
Zappos is a Las Vegas-based online shoe and clothing retailer, which was acquired some time ago by Amazon. Zappos has a wonderful set of core values to which everybody within the business aligns, and they do this in the first month of onboarding. As employees become acquainted with all the systems and procedures, the most important aspect of the onboarding process is a thorough understanding of the core values of the company. So much so, that at the end of this period new recruits are offered an extra month of paid salary to leave the company if they do not feel they're matched with the company's core values. Troughout my visits with Zappos, everyone I met really belonged to that culture. It’s very impressive.
Southwest Airlines, AirBnb, Allbirds, there are lots of examples of this. What's important is that it is a companywide initiative. Te employee experience is not about HR. It's something that must be embedded throughout the organisation. Tis is why it's difficult to achieve. You don't create a culture
WIRE / PULSE / INSIGHT / REPORTS P73
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