This week’s People Management magazine, the HR magazine of CIPD, featured an interview with Gwyn Burr, Sainsbury’s “Customer Service and Colleague Director” in which she described the changes t the organisation since she undertook the combined role in July 2010. The role was designed by Sainsbury’s CEO Justin King specifically so that Burr could “maximise her experience and personal strengths” and I wonder if it is due to an even wider opportunity that he has seen.
Many of the areas that Burr speaks about in the interview concern her commercial skills and how these are being leveraged into HR. There is also reference to customer focussed activities that are being repurposed for colleague initiatives and mention of touch-points with customers. If the move was born of pragmatism and promoting a talented individual only I would be surprised because I think it could be an inspired decision that takes HR in a direction I have long thought it should go – Customer Experience.
So much of customer experience excellence is about the strategy surrounding and the management of the touch-points that exist between organisations and their customers. Many of these touch-points are at the mercy of individuals within the organisation who are both expensive, compared to self-service, and unpredictable. What better way to align HR strategy with customer strategy than by bringing the two together?
I attended an event recently where research was presented by Gallup that highlighted the relationship between employee engagement and customer engagement. Organisations that had either only good customer or employee engagement performed at about the same level but those that had both out-performed the others by a factor of 2:1 (or thereabouts). That might seem obvious but what was interesting was that companies that had neither good customer engagement nor employee engagement performed better than those with only good performance in one area – customer or employee engagement.
Sainsbury’s has just focussed on customer services and HR at this stage but I wonder whether they will go further and widen the responsibilities if the initiative is a success? Should they or is there the potential for stripping some of the primary value away from marketing? I’d be interested in views on this.