Customer‐Centric Evaluations
| DOI | https://doi.org/10.1108/14754390780001003 |
| Date | 01 September 2007 |
| Published date | 01 September 2007 |
| Pages | 4-4 |
| Author | Richard D Galbreath |
| Subject Matter | HR & organizational behaviour |
4Volume 6 Issue 6 September/October 2007
Metrics
,
The latest ideas on how to approach
measurement and evaluation of HR activities
Customer-centric evaluations
T
here are two requirements to
gaining strategic advantage – a
demonstrated sense of urgency to
improve and, more importantly, the
ability to capitalize on opportunities that
competitors take for granted. Many
businesses have a dynamic sense of
urgency and arecommitted to improving
processes to better serve their customers.
They are on the path to steady, long-
termgrowth and profitability.
Gaining true dominance, however,
requires uncovering opportunities that
most would not recognize as
significant. It isn’tnecessaryto create
an entirely new product to gain market
dominance – the simplest of ideas can
catapult a business over its competitors.
It is about understanding what
customers want and giving it to them
beforecompetitors do.
Giving customers a voice in evaluations
Customer service is today’s buzzword.
We do training, customer satisfaction
surveys and many other things that
result in small improvements to our
current way of doing business. All of this
is great, but it’s not enough. To make
real gains in market share, your
customers need to be heard in the
performance evaluations of your
managers. If we areserious about
wanting to serve our customers, we must
increase personal sensitivity to their
wants, needs and perceptions. Through
the 720-degree performance review, the
customer’s voice is clearly heard – and
managers begin to truly listen.
While both the traditional evaluation
and the 720-degree process focus on
individual performance development,
the 720-degree review ensures that
performance goals are aligned with
customers’ expectations. Knowing that
customers will have powerful input into
performance appraisal reinforces the
need to see them as morethan a daily
distraction from duties. The result is a
deeper appreciation for the customer, a
better working relationship and better
personal and organizational outcomes.
The 720-degree review differs from
traditional performance management
initiatives in that it ensures that all
participants have the training needed to
make outcomes meaningful. Customers,
internal evaluators, vendors and the
executive being evaluated arecoached on
the purpose, process and needed
outcomes of the review before beginning
it. The goal is to tell the balanced truth,
backed by relevant examples.
The process
The 720-degree review starts with an
assessment of the leader’s contributions
to the business. Employees and vendors
who interact with the executive are
interviewed to determine strengths and
weaknesses and opportunities and
threats to the organization and to the
executive under review. The interview
includes both face-to-face and form-
based information gathering.
Next, major customers are identified
and their representatives asked to be
partof the review. After program
training, the 720-degree service
provider, ideally an objective third
party, interviews the customer to
determine the quality of the
relationship with the executive, where
they see opportunities to be better
served, how interpersonal skills might
better fit the client’s culture and how
goals might be better aligned to
enhance business results.
All internal and external input is
compiled, analyzed and presented to
the executive. This phase of the process
is called the “crucible.” All perceptions,
good and bad, areopenly shared with
the executive, and the results can be
both surprising and enlightening. The
provider coaches the executive before
and after the crucible on how the
information should be used.
Nonetheless, some of the honest, fact-
based information can be difficult to
deal with and feelings can be hurt. This
is often wheretrue growth begins.
The action plan
The executive, with supportfrom the
720-degree service provider, develops
measurable goals and a detailed action
plan to make changes. The results of
the action plan, supported by ongoing
feedback from the original evaluators,
areincluded in the executive’s
performance appraisal. The executive
receives ongoing support and coaching
from the 720-degree service provider as
the action plan unfolds.
The link between executive
performance, customer service and the
ability to generate revenue is taken for
granted today. The 720-degree process
takes this overlooked opportunity and
turns it into greater customer loyalty
and more organizational profit.
CONTACT
Richard D Galbreath
,
E-mail: rick@performtogrow.com
Richard D. Galbreath, president of Performance Growth Partners Inc, discusses the 720-degree review.
© Melcrum publishing 2007.For more information visit our website www.melcrum.com or e-mail info@melcrum.com
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