Why you shouldn't pay staff for delivering good CX
And while we have seen some firms take the leap into a world without monetary CX incentives, tying accountability for CX to money is still a common shortcut in CX transformations.
Unfortunately, that weakens employee morale and creates bad CX. In effect, to quote J. R. R. Tolkien — for the The Lord of the Rings fans among you — “short cuts make long delays.”
Five myths are at the heart of why firms continue to reach for monetary incentives
That’s true, even though these monetary incentives always lead to unintended consequences. Chances are your firm subscribes to one or more — hopefully not all five! — of these myths. Forrester recently identified the following five myths and why companies reach for them so often:
There are way better approaches to motivating your employees to deliver good CX!
These approaches include relinquishing some of the control we think we need to exert so that employees work “properly” and instead defining clearly what success is, providing opportunities for deliberate practice, offering prompt praise and recognition to heighten motivation for delivering better CX, and recognizing above-and-beyond performance separately.
So how can you help wean your firm off monetary CX incentives?
Here are four steps that firms should take to back away from monetary CX incentives that reduce the likelihood of withdrawal symptoms.
- Assess how much you spend on your current incentives. Forrester provides a calculator to help compile the numbers and an estimate to compare against. The headline? Monetary CX incentives are expensive! That makes them an even bigger, juicier target to cut.
- Check how well that money is spent. Are your incentives prompt, exciting, peer-to-peer, unexpected, and pro social?
- Suggest alternative ways to spend the incentive budget. We strongly recommend that you reinvest it in other initiatives that will benefit employees. That could be pro-social incentives, funding donations to charities that employees can direct, or training or recognition programs that benefit employees.
- Withdraw incentives step by step. Don’t make employees go cold turkey.
Check out the example of a large UK grocery chain
The firm offered monetary CX incentives to their store employees based on the store’s customer survey results but saw that the process led to bad outcomes. For example, some stores posted signs that primed customers with key words from the survey questions, such as “excellent” or “welcome.” And survey response rates and scores consistently went up near the end of reporting periods, which was likely a sign of employees focusing on the survey and less on the service interaction when the deadline for calculating the monetary CX incentive loomed.
The company started its retreat from CX monetary incentives by removing the visibility to the scores — employees could see comments from surveys, but not scores. At first, store employees would try to guess the NPS results based on the comments, but that dropped off after a while, and employees became less score-obsessed. Next, the grocer disconnected employee bonuses from their store-specific CX scores, meaning that the monetary compensation the employees on the shop floor received was not directly connected to their store’s CX results but based on the countrywide brand perception. And each store received targets for incremental improvement, with the focus more on how the stores got their results, as opposed to what the results were.
So don’t create the employee-hostile culture that Barry Schwartz, psychologist and author of Why We Work, describes: “Ninety percent of adults spend half their waking lives doing things they would rather not be doing at places they would rather not be.”
--By Maxie Schmidt, Principal Analyst, and Samuel Stern, Principal Analyst
In order to prioritize and make the case for the right CX improvements, firms must understand the relationship between CX and revenue. Download Forrester’s complimentary guide here.
This post originally appeared here.
Forrester (Nasdaq: FORR) is one of the most influential research and advisory firms in the world. We help leaders across technology, marketing, customer experience, product and sales functions use customer obsession to accelerate growth. Through Forrester’s proprietary Research, Consulting, and Events, leaders from around the globe are...