Dopkins & Co. LLP set out to ensure universal alignment of purpose and practice within its workforce and ended up with an approach customized to its culture.
Since the program launched in September 2008, the firm has sustained 97 percent participation and has captured more than 1,300 success stories, with 30 percent detailing methods for enhancing employee satisfaction, 22 percent customer satisfaction, 20 percent brand image, 21 percent work process efficiency and 5 percent service revenue.
Whether in management, sales or human resources, people in business today are likely to be asked what makes their company different and why a client should work with them instead of their competitors. The answer is likely to be an organization`s quality staff or client experience. But organizations need to make certain every employee and client on their books would agree.
As a leader in a large, independently owned accounting firm located in New York, managing partner Tom Emmerling wanted to believe this universal alignment existed at Dopkins & Co. LLP. For more than 50 years, the firm has built its business on these differentiators, and to substantiate them, leadership focused on attracting people of intelligence and integrity who could add value and utilize their talents to respond to clients` needs.
Like most companies, the firm implemented traditional tactics to support its people. Fifteen years ago, it drafted a brand strategy that outlined eight commitments for superior client service. To promote accountability, the partners made every employee sign a contract agreeing that they would uphold these commitments and put a recognition program in place to help keep the commitments top of mind. To make sure the firm`s thinking stayed fresh, the partners also established an advisory board, composed of leaders from 12 to 18 local businesses who meet regularly to provide perspective on the brand themes critical to the practice.
But the partners realized establishing processes and building documentation around those processes doesn`t guarantee employees will do what is asked and, more importantly, do it consistently.
Finding the Gaps in Brand Integrity
To tackle this problem, the management at Dopkins endeavored to find and implement viable strategies customized to its culture, launching internally what it called the "One Firm Experience" brand.
But there was initially some push back from the leadership team with respect to implementing a peer-to-peer employee engagement program specifically tied to its brand. Years previously, the firm had run a "Dopkins Dollars" recognition program, which Emmerling terms a "wonderful failure." Instead of motivating staff, it became a political nightmare, with employees lobbying for recognition, managers highlighting favorites and finance struggling to measure return on investment.
However, Emmerling knew that if they were going to ignite universal buy-in, Dopkins needed a system that all employees could use to cost-effectively educate one another on best practices. To get everyone on board, he asked Joe Heim, Dopkins` ABL Consulting Services partner, to head up a committee responsible for brand integration. Heim convinced the entire leadership team.
"When employees witness colleagues [engaged in] desired behaviors, they nominate them using a Web-based tool that helps them identify the activity`s link to the strategy and its impact on results," Heim explained. "Upon manager approval, the captured data can be analyzed or measured, as well as shared with employees to foster education and improved performance. Instead of cash, employees receive points for nominating and far being nominated, which they can trade in for gift cards. Managers also get to recognize employees for their efforts on an individual and companywide basis, satisfying the undeniable desire for appreciation."
Since the program launched in September 2008, the firm has sustained 97 percent participation and has captured more than 1,300 success stories, with 30 percent detailing methods for enhancing employee satisfaction, 22 percent customer satisfaction, 20 percent brand image, 21 percent work process efficiency and 5 percent service revenue.
Measuring Return on Investment
In addition to being able to measure how employees are making an impact, firm partners now have visibility into who is executing the brand and who is not.
"This insight has given us huge wake-up calls," Emmerling said. "For example, some of the things we thought we were good at, we`re not, like giving feedback for a job well done. Buy-in and adoption often comes down to personal behavior patterns, and if you`re not comfortable with showing appreciation, you won`t do it."
This reality was dramatically impairing alignment within the firm`s medical billing and operational assessment group...........
Source:
http://harvinderjit.multiply.com
Since the program launched in September 2008, the firm has sustained 97 percent participation and has captured more than 1,300 success stories, with 30 percent detailing methods for enhancing employee satisfaction, 22 percent customer satisfaction, 20 percent brand image, 21 percent work process efficiency and 5 percent service revenue.
Whether in management, sales or human resources, people in business today are likely to be asked what makes their company different and why a client should work with them instead of their competitors. The answer is likely to be an organization`s quality staff or client experience. But organizations need to make certain every employee and client on their books would agree.
As a leader in a large, independently owned accounting firm located in New York, managing partner Tom Emmerling wanted to believe this universal alignment existed at Dopkins & Co. LLP. For more than 50 years, the firm has built its business on these differentiators, and to substantiate them, leadership focused on attracting people of intelligence and integrity who could add value and utilize their talents to respond to clients` needs.
Like most companies, the firm implemented traditional tactics to support its people. Fifteen years ago, it drafted a brand strategy that outlined eight commitments for superior client service. To promote accountability, the partners made every employee sign a contract agreeing that they would uphold these commitments and put a recognition program in place to help keep the commitments top of mind. To make sure the firm`s thinking stayed fresh, the partners also established an advisory board, composed of leaders from 12 to 18 local businesses who meet regularly to provide perspective on the brand themes critical to the practice.
But the partners realized establishing processes and building documentation around those processes doesn`t guarantee employees will do what is asked and, more importantly, do it consistently.
Finding the Gaps in Brand Integrity
To tackle this problem, the management at Dopkins endeavored to find and implement viable strategies customized to its culture, launching internally what it called the "One Firm Experience" brand.
But there was initially some push back from the leadership team with respect to implementing a peer-to-peer employee engagement program specifically tied to its brand. Years previously, the firm had run a "Dopkins Dollars" recognition program, which Emmerling terms a "wonderful failure." Instead of motivating staff, it became a political nightmare, with employees lobbying for recognition, managers highlighting favorites and finance struggling to measure return on investment.
However, Emmerling knew that if they were going to ignite universal buy-in, Dopkins needed a system that all employees could use to cost-effectively educate one another on best practices. To get everyone on board, he asked Joe Heim, Dopkins` ABL Consulting Services partner, to head up a committee responsible for brand integration. Heim convinced the entire leadership team.
"When employees witness colleagues [engaged in] desired behaviors, they nominate them using a Web-based tool that helps them identify the activity`s link to the strategy and its impact on results," Heim explained. "Upon manager approval, the captured data can be analyzed or measured, as well as shared with employees to foster education and improved performance. Instead of cash, employees receive points for nominating and far being nominated, which they can trade in for gift cards. Managers also get to recognize employees for their efforts on an individual and companywide basis, satisfying the undeniable desire for appreciation."
Since the program launched in September 2008, the firm has sustained 97 percent participation and has captured more than 1,300 success stories, with 30 percent detailing methods for enhancing employee satisfaction, 22 percent customer satisfaction, 20 percent brand image, 21 percent work process efficiency and 5 percent service revenue.
Measuring Return on Investment
In addition to being able to measure how employees are making an impact, firm partners now have visibility into who is executing the brand and who is not.
"This insight has given us huge wake-up calls," Emmerling said. "For example, some of the things we thought we were good at, we`re not, like giving feedback for a job well done. Buy-in and adoption often comes down to personal behavior patterns, and if you`re not comfortable with showing appreciation, you won`t do it."
This reality was dramatically impairing alignment within the firm`s medical billing and operational assessment group...........
Source:
http://harvinderjit.multiply.com
