Q: Who DIDN’T let HR in the room when discussing customer experience?

Here’s some quick facts about the Health and Human Services sector:


  • Largest employer in Australia - 1.35m people

  • 12.6 % working population


Here’s what I see in medium/smaller organisations:

  • 70% of operating costs are people

  • 100% of services, serve people

  • 100% of people development is the Managers job

  • 100% Management time is on their day job


When you talk to those organisations about operational excellence and business growth the conversation invariably turns to technology.


The buzz around town is a race to invest in digital tools to improve customer experience. Yet, I can point to research that shows 90% of any improvement in employee experience (EX) translates directly into customer experience (CX).


By investing in people you can directly improve customer experience but this conversation never happens.


Managers barely have enough time to do their day job to either:

  1. invest in people development and/or

  2. make good technology choices.


So who DIDN’T let HR in the room when discussing customer experience?


Management teams that are too busy to focus on what matters. People.


What is the real change that needs to happen to optimise the potential of the people you already have?

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