Developing a Customer-Centric Culture

promote team collaboration with a bespoke reward schemeWe all would like employees who are happy and engaged whilst at work. Happy and engaged employees are not only a pleasure to manage but they deliver a much better customer experience than employees who are just turning up and working to the clock.

You may not know this but customers don’t care about a singular interaction with your staff. Instead what they care about is their cumulative experience across multiple channels over time. In other words they look at the service you deliver across the whole purchasing experience and rate you on that. That means if you want to deliver a great customer experience then every single experience with every single member of your staff needs to be equally as good.

Understanding this is great, but how do you implement it? How do you get all your diverse teams working together so that whether a customer comes into contact with your organisation via your website, makes a phone call or visits you in-store they receive the same excellent service each and every time?

In order to do this you need to ensure cross-team collaboration and this is where a bespoke reward scheme can help you achieve your objectives.

Why use a bespoke reward scheme?

A reward scheme that is bespoke to your organisation, your objectives and your values is a valuable and cost-effective way to encourage your employees to modify their behaviour so that it mirrors your organisational values and objectives.

Non Monetary RewardsA bespoke reward scheme will also:

  • Promote your brand
  • Empower line managers to award positive behaviour
  • Foster a sense of belonging and a recognition culture
  • Reduce recruitment costs
  • Improve customer service levels – For every 1% increase in staff loyalty a 0.5% increase can be seen in customer loyalty (Study by Harvard Business School)
  • Create a more productive team
  • Reduce attrition


Creating the ultimate customer-centric reward programme

  1. As with any reward programme you need to start with the objectives, and when it comes to developing a customer-centric approach you may find that your objectives are different to previous schemes. You need to build your objectives around things that deliver great customer experiences such as the website being available 100% of the time.
  2. Once you’ve decided on your objectives then you can determine what you are going to incentivise your staff to do. In a customer-centric environment instead of incentivising your staff for the speed of service or or number of calls taken you will need to incentivise your staff to go the extra mile, which is more likely to be reflected in things like customer feedback.
  3. Next to you need to decide how you will measure your employees against set criteria, and will they be team or individual targets. Customer feedback is an essential method of measuring the customer experience and there are plenty of ways to capture feedback, for example:
    • Post purchase questionnaires
    • Comments boxes online and in-store
    • Quarterly satisfaction surveys
  4. The fourth stage is to decide on the rewards for your employees. Knowing what motivates your employees will help you select the right rewards. A good recognition programme will include non-cash items, rather than simply cash bonuses. Over time employees come to expect cash incentives and as a result, rather than recognising performance that goes above and beyond the norm, cash incentives lose their value.
  5. Finally you need to decide how you will report and measure on the results. By using a bespoke recognition scheme you can ensure your reporting and measuring doesn’t incur any additional burden for your HR team by incorporating it into your existing systems.


When it comes to developing customer-centric behaviour a well thought out bespoke recognition scheme is an invaluable tool in getting employees to going the extra mile and ensuring the continuing success of the business.


John Sylvester

John is responsible for the motivation division of p&mm ltd and a Director on the board of the IPM. Specialising in developing, implementing and directing many large scale staff motivation, recognition and employee communications programmes.
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