P\u0159ed p\u00e1r lety jsem d\u011blal v\u00fdjezd do jedn\u00e9 firmy, kde si veden\u00ed l\u00e1malo hlavu nad propadem NPS (Net Promoter Score, ukazatel ochoty z\u00e1kazn\u00edka doporu\u010dit firmu) o dev\u011bt bod\u016f b\u011bhem jednoho kvart\u00e1lu. Naj\u00edmali agenturu, d\u011blali kvalitativn\u00ed v\u00fdzkum, zvali si konzultanty. Mezit\u00edm v call centru sed\u011bla oper\u00e1torka, kter\u00e1 mi u kafe za p\u011bt minut popsala, pro\u010d z\u00e1kazn\u00edci ut\u00edkaj\u00ed. Zm\u011bna faktura\u010dn\u00edho syst\u00e9mu zp\u016fsobila, \u017ee lidem chod\u00ed faktury s rozd\u00edln\u00fdmi \u010d\u00e1stkami ne\u017e ve smlouv\u011b. Vol\u00e1 s t\u00edm skoro ka\u017ed\u00fd t\u0159et\u00ed klient. Reportovala to t\u0159ikr\u00e1t sv\u00e9mu team leaderovi. Nikam to nedoputovalo.<\/p>\n
Tohle nen\u00ed ojedin\u011bl\u00fd p\u0159\u00edb\u011bh. Je to vlastn\u011b docela typick\u00fd p\u0159\u00edb\u011bh.<\/p>\n
Zam\u011bstnanci v prvn\u00ed linii oper\u00e1to\u0159i, prodava\u010di, servisn\u00ed technici, recep\u010dn\u00ed jsou v pozici, kterou si \u017e\u00e1dn\u00fd pr\u016fzkum nedok\u00e1\u017ee koupit. Mluv\u00ed s des\u00edtkami z\u00e1kazn\u00edk\u016f denn\u011b. Vid\u00ed emoce, sly\u0161\u00ed p\u0159esn\u00e9 formulace st\u00ed\u017enost\u00ed, vn\u00edmaj\u00ed vzorce d\u0159\u00edv, ne\u017e se objev\u00ed v datech. Kdy\u017e se za\u010dne kazit produkt, oni to v\u011bd\u00ed v pond\u011bl\u00ed r\u00e1no. Kdy\u017e se objev\u00ed probl\u00e9m v procesu, v\u011bd\u00ed to po t\u0159et\u00edm telefon\u00e1tu. Pravideln\u00fd NPS pr\u016fzkum to zachyt\u00ed o \u0161est t\u00fddn\u016f pozd\u011bji, a to je\u0161t\u011b jen pokud se z\u00e1kazn\u00edk unav\u00ed natolik, \u017ee vypln\u00ed dotazn\u00edk.<\/p>\n
Tohle nen\u00ed m\u016fj subjektivn\u00ed dojem. Klasick\u00e1 studie Jamese Hesketta, Earla Sassera a Lea Schlesingera, kterou publikoval Harvard Business Review pod n\u00e1zvem Putting the Service-Profit Chain to Work, uk\u00e1zala u\u017e v devades\u00e1t\u00fdch letech jednu v\u011bc, kter\u00e1 dodnes plat\u00ed: z\u00e1kaznick\u00e1 zku\u0161enost se rod\u00ed p\u0159\u00edmo na prvn\u00ed linii a kvalita interakce se zam\u011bstnancem v p\u0159\u00edm\u00e9m kontaktu se z\u00e1kazn\u00edkem je nejsiln\u011bj\u0161\u00edm prediktorem loajality z\u00e1kazn\u00edka. Heskett k tomu pozd\u011bji dod\u00e1v\u00e1, \u017ee lid\u00e9 v prvn\u00ed linii v\u011bd\u00ed o operativn\u00edch probl\u00e9mech pr\u016fm\u011brn\u011b o m\u011bs\u00edce d\u0159\u00edv ne\u017e centr\u00e1ln\u00ed management. To nen\u00ed novinka. To se v\u00ed t\u0159icet let.<\/p>\n
A p\u0159esto se tahle informace v praxi sb\u00edr\u00e1 \u0161patn\u011b. Gallup ve sv\u00e9 zpr\u00e1v\u011b State of the Global Workplace 2024 uv\u00e1d\u00ed, \u017ee jen 23 % zam\u011bstnanc\u016f po cel\u00e9m sv\u011bt\u011b je skute\u010dn\u011b engaged. V Evrop\u011b je to dokonce jen 13 %, co\u017e je nejhor\u0161\u00ed region na sv\u011bt\u011b. Jeden z konzistentn\u011b siln\u00fdch faktor\u016f engagementu nap\u0159\u00ed\u010d Gallupov\u00fdmi reporty je polo\u017eka \u201ev pr\u00e1ci se zd\u00e1, \u017ee na m\u00e9m n\u00e1zoru z\u00e1le\u017e\u00ed“. A pr\u00e1v\u011b tahle polo\u017eka v evropsk\u00fdch firm\u00e1ch dlouhodob\u011b propad\u00e1.<\/p>\n
Spojte si to dohromady. Lid\u00e9 v prvn\u00ed linii dr\u017e\u00ed v hlav\u011b informace, kter\u00e9 firma zoufale pot\u0159ebuje a z\u00e1rove\u0148 nemaj\u00ed pocit, \u017ee m\u00e1 smysl je sd\u00edlet.<\/p>\n
Tuhle ot\u00e1zku jsem si pokl\u00e1dal hodn\u011b dlouho. D\u016fvody, pro\u010d firmy systematicky ignoruj\u00ed vlastn\u00ed lidi jako zdroj CX (customer experience, z\u00e1kaznick\u00e1 zku\u0161enost) insight\u016f, jsou v podstat\u011b \u010dty\u0159i. A \u017e\u00e1dn\u00fd z nich nen\u00ed \u201ezl\u00e1 v\u016fle“. Sp\u00ed\u0161 je to sm\u011bs lenosti, struktury a strachu.<\/p>\n
Za prv\u00e9:<\/strong> nikdo si ne\u0159ekl, \u017ee to je n\u011b\u010d\u00ed pr\u00e1ce. Voice of the Customer (VoC, tedy systematick\u00fd sb\u011br z\u00e1kaznick\u00fdch ohlas\u016f) m\u00e1 v ka\u017ed\u00e9 v\u011bt\u0161\u00ed firm\u011b sv\u00e9ho vlastn\u00edka. CX mana\u017eera, insights t\u00fdm, n\u011bkoho. Voice of the Employee (VoE), pokud existuje, sed\u00ed v HR a m\u011b\u0159\u00ed engagement, ne provozn\u00ed probl\u00e9my z\u00e1kazn\u00edk\u016f. Tyhle dva sv\u011bty se m\u00edjej\u00ed. CX t\u00fdm ne\u010dte HR survey, HR t\u00fdm nem\u00e1 d\u016fvod chodit za CX mana\u017eerem s t\u00edm, co oper\u00e1to\u0159i \u0159\u00edkaj\u00ed o produktu.<\/p>\n Za druh\u00e9:<\/strong> st\u0159edn\u00ed management funguje jako filtr. Team leader v call centru m\u00e1 dvacet v\u011bc\u00ed na tal\u00ed\u0159i. Kdy\u017e mu oper\u00e1tor pon\u011bkolik\u00e1t\u00e9 \u0159ekne, \u017ee fakturace d\u011bl\u00e1 chyby, team leader to bu\u010f zap\u00ed\u0161e do intern\u00edho syst\u00e9mu (odkud to nikam neputuje), nebo to \u0159ekne sv\u00e9mu nad\u0159\u00edzen\u00e9mu, kter\u00fd to \u0159ekne sv\u00e9mu nad\u0159\u00edzen\u00e9mu. Mezit\u00edm se informace z\u0159ed\u00ed, zobecn\u00ed, ztrat\u00ed nal\u00e9havost. Tomuhle jevu se v organiza\u010dn\u00ed literatu\u0159e \u0159\u00edk\u00e1 information attenuation. Informace cestou nahoru ztr\u00e1c\u00ed ost\u0159\u00ed, urgenci i kontext.<\/p>\n Za t\u0159et\u00ed:<\/strong> zam\u011bstnanci se nau\u010dili ml\u010det. Kdy\u017e t\u0159ikr\u00e1t \u0159eknete \u0161\u00e9fovi, \u017ee m\u00e1te n\u00e1pad, a t\u0159ikr\u00e1t to skon\u010d\u00ed v nikomu, po\u010dtvrt\u00e9 u\u017e nic ne\u0159eknete. Amy Edmondson z Harvard Business School to naz\u00fdv\u00e1 psychological safety, tedy psychologick\u00e9 bezpe\u010d\u00ed. Bez n\u011bj nikdo nic ne\u0159ekne, i kdyby m\u011bl k tomu d\u016fvod. Jej\u00ed dlouholet\u00fd v\u00fdzkum (shrnut\u00fd v knize The Fearless Organization, 2018) ukazuje jednoduchou v\u011bc: v t\u00fdmech s n\u00edzk\u00fdm psychologick\u00fdm bezpe\u010d\u00edm lid\u00e9 neoznamuj\u00ed chyby, probl\u00e9my ani n\u00e1pady. A bez toho v\u00e1m lid\u00e9 na prvn\u00ed linii nikdy nic u\u017eite\u010dn\u00e9ho ne\u0159eknou.<\/p>\n Za \u010dtvrt\u00e9:<\/strong> management ned\u016fv\u011b\u0159uje anekdot\u00e1m. \u201eTo je jen jeden z\u00e1kazn\u00edk.“ \u201eTo je subjektivn\u00ed dojem oper\u00e1tora.“ \u201eNem\u00e1me na to data.“ Tohle sly\u0161\u00edm po\u0159\u00e1d. P\u0159itom paradox je v tom, \u017ee NPS s n=240 z online dotazn\u00edku se bere jako svat\u00fd gr\u00e1l, zat\u00edmco oper\u00e1torka, kter\u00e1 za t\u00fdden mluvila se 400 lidmi a u 80 z nich sly\u0161ela tu samou st\u00ed\u017enost, je \u201ejen anekdota“.<\/p>\n Tohle nen\u00ed probl\u00e9m, kter\u00fd vy\u0159e\u0161\u00edte jedn\u00edm workshopem. Ale d\u00e1 se to rozh\u00fdbat. Tady je p\u00e1r v\u011bc\u00ed, kter\u00e9 v praxi funguj\u00ed.<\/p>\n Bain & Company popsala v r\u00e1mci sv\u00e9 metodiky Net Promoter System koncept inner loop \/ outer loop. Inner loop znamen\u00e1 rychlou reakci na \u00farovni jednotliv\u00e9ho z\u00e1kazn\u00edka a jednotliv\u00e9ho zam\u011bstnance, outer loop pak syst\u00e9mov\u00e9 zm\u011bny. Tahle metodika dlouhodob\u011b tvrd\u00ed, \u017ee firmy, kter\u00e9 zapojuj\u00ed frontline do diskuse nad z\u00e1kaznickou zp\u011btnou vazbou, \u0159e\u0161\u00ed p\u0159\u00ed\u010diny probl\u00e9m\u016f v\u00fdrazn\u011b rychleji ne\u017e ty, kter\u00e9 spol\u00e9haj\u00ed jen na centr\u00e1ln\u00ed reporting.<\/li>\n V\u011bt\u0161ina v\u011bc\u00ed, kter\u00e9 jsem tu popsal, nejsou drah\u00e9. P\u016flhodinov\u00fd ritu\u00e1l t\u00fddn\u011b nestoj\u00ed nic. Propojen\u00ed po\u017eadavk\u016f s kvalitativn\u00ed zp\u011btnou vazbou taky ne. Zm\u011bna toho, jak se pt\u00e1te, je zadarmo. Co stoj\u00ed \u010das a politickou energii, je probourat ze\u010f mezi HR, CX a operations. A p\u0159esv\u011bd\u010dit management, \u017ee oper\u00e1torka s deseti lety praxe v\u00ed o z\u00e1kazn\u00edc\u00edch v\u00edc ne\u017e extern\u00ed konzultant. To je ta t\u011b\u017ek\u00e1 \u010d\u00e1st.<\/p>\n Skute\u010dn\u00e1 ot\u00e1zka tedy nezn\u00ed, jestli m\u00e1te v t\u00fdmu lidi, kte\u0159\u00ed by v\u00e1m mohli \u0159\u00edct, co z\u00e1kazn\u00edci skute\u010dn\u011b cht\u011bj\u00ed. M\u00e1te. Ot\u00e1zka zn\u00ed, jestli m\u00e1te odvahu jim v\u011b\u0159it a syst\u00e9m, kter\u00fd tu informaci dok\u00e1\u017ee p\u0159en\u00e9st tam, kde se z n\u00ed d\u00e1 ud\u011blat rozhodnut\u00ed.<\/strong><\/p>\n Jinak v\u00e1m zbude jen ten dotazn\u00edk s n=240. A ten ne\u0159ekne, co oper\u00e1torka pochopila t\u0159et\u00ed t\u00fdden v pond\u011bl\u00ed.<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":" P\u0159ed p\u00e1r lety jsem d\u011blal v\u00fdjezd do jedn\u00e9 firmy, kde […]<\/p>\n","protected":false},"author":5,"featured_media":4731,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[54,72],"tags":[],"class_list":["post-4730","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-zpetna-vazba","category-vsechny-clanky"],"_links":{"self":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/4730","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/comments?post=4730"}],"version-history":[{"count":3,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/4730\/revisions"}],"predecessor-version":[{"id":4734,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/4730\/revisions\/4734"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media\/4731"}],"wp:attachment":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media?parent=4730"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/categories?post=4730"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/tags?post=4730"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Co s t\u00edm prakticky d\u011blat<\/h2>\n
\n
\nA mysl\u00edm to v\u00e1\u017en\u011b.Nejmen\u0161\u00ed firma, kde jsem to vid\u011bl fungovat, m\u011bla 12 lid\u00ed v z\u00e1kaznick\u00e9 p\u00e9\u010di. Ka\u017ed\u00fd p\u00e1tek na 30 minut sedli a proch\u00e1zeli, co tenhle t\u00fdden sly\u0161eli od z\u00e1kazn\u00edk\u016f. Nepou\u017e\u00edv\u00e1 se to k hodnocen\u00ed agent\u016f, slou\u017e\u00ed to \u010dist\u011b jako sb\u011br sign\u00e1l\u016f. N\u011bkdo zapisuje, n\u011bkdo moderuje, v\u00fdstup jde do intern\u00edho Notion dokumentu, kter\u00fd \u010dte CX mana\u017eer i produk\u0165\u00e1k. \u017d\u00e1dn\u00e9 dotazn\u00edky, \u017e\u00e1dn\u00e9 Excely. P\u016fl hodiny t\u00fddn\u011b.<\/p>\n
\nPokud nikdo nem\u00e1 v popisu pr\u00e1ce \u201esb\u00edrat insights od lid\u00ed na prvn\u00ed linii a p\u0159ed\u00e1vat je d\u00e1l“, tak to nikdo d\u011blat nebude. V men\u0161\u00edch firm\u00e1ch to m\u016f\u017ee b\u00fdt sou\u010d\u00e1st role CX mana\u017eera. Ve v\u011bt\u0161\u00edch by m\u011bla existovat samostatn\u00e1 funkce n\u011bkdo, kdo systematicky kategorizuje sign\u00e1ly z prvn\u00ed linie, propojuje je s daty z VoC programu a tla\u010d\u00ed to k produktu, marketingu nebo operations. Bez pravomoci to ale nefunguje. Pokud ten \u010dlov\u011bk nem\u00e1 kam zatla\u010dit, je to jen evidence.<\/li>\n
\nTohle je v\u011bc, kterou skoro nikdo ned\u011bl\u00e1. Oper\u00e1torka \u0159ekne na p\u00e1te\u010dn\u00ed sch\u016fzce \u201epo\u0159\u00e1d se oz\u00fdvaj\u00ed lidi kv\u016fli faktur\u00e1m“. V CRM (Customer Relationship Management, syst\u00e9m pro spr\u00e1vu vztah\u016f se z\u00e1kazn\u00edky) nebo v syst\u00e9mu pro evidenci po\u017eadavk\u016f u\u017e ta data m\u00e1te. Sta\u010d\u00ed se pod\u00edvat, kolik po\u017eadavk\u016f kategorie \u201efakturace“ jste m\u011bli za posledn\u00ed t\u0159i t\u00fddny v porovn\u00e1n\u00ed s pr\u016fm\u011brem. Kdy\u017e to sed\u00ed, m\u00e1te v ruce kvalitativn\u00ed hypot\u00e9zu plus kvantitativn\u00ed potvrzen\u00ed. Tomuhle se \u0159\u00edk\u00e1 triangulace a v CX praxi je to zlato. Nemus\u00edte \u010dekat na kvart\u00e1ln\u00ed pr\u016fzkum, nemus\u00edte si naj\u00edmat v\u00fdzkumnou agenturu. M\u00e1te to doma.<\/li>\n
\nNejhor\u0161\u00ed v\u011bc, kterou m\u016f\u017eete ud\u011blat, je sb\u00edrat zp\u011btnou vazbu a pak s n\u00ed nic neud\u011blat.<\/em> Nebo s n\u00ed n\u011bco ud\u011blat, ale ne\u0159\u00edct to nazp\u011bt lidem, kte\u0159\u00ed ji dali. Kdy\u017e oper\u00e1torka nahl\u00e1s\u00ed probl\u00e9m s fakturac\u00ed a za m\u011bs\u00edc se to oprav\u00ed, mus\u00ed o tom v\u011bd\u011bt. Jinak se p\u0159\u00ed\u0161t\u011b nenam\u00e1h\u00e1. Vr\u00e1t\u00edm se ke Gallupu: jejich data ukazuj\u00ed, \u017ee pocit \u201em\u016fj n\u00e1zor v pr\u00e1ci n\u011bco znamen\u00e1“ je dlouhodob\u011b jedn\u00edm z nejsiln\u011bj\u0161\u00edch prediktor\u016f toho, jestli zam\u011bstnanec z\u016fstane a jestli se bude anga\u017eovat nad r\u00e1mec popisu pr\u00e1ce. A je to v\u011bc, kterou firma re\u00e1ln\u011b ovlivnit m\u016f\u017ee. Sta\u010d\u00ed se vr\u00e1tit s odpov\u011bd\u00ed.<\/li>\n
\nM\u00edsto \u201em\u00e1te n\u011bjakou zp\u011btnou vazbu?“ (na co\u017e skoro nikdo neodpov\u00ed) zkuste konkr\u00e9tn\u00ed ot\u00e1zky. \u201eJakou st\u00ed\u017enost jsi tenhle t\u00fdden sly\u0161el t\u0159ikr\u00e1t?“ \u201eCo t\u011b na z\u00e1kazn\u00edkovi za posledn\u00ed dva dny p\u0159ekvapilo?“ \u201eKdyby ses mohl z\u00edtra zeptat CEO na jednu v\u011bc o produktu, co by to bylo?“ Konkr\u00e9tn\u00ed ot\u00e1zky vyvolaj\u00ed konkr\u00e9tn\u00ed odpov\u011bdi.<\/strong> Otev\u0159en\u00e9 ot\u00e1zky generuj\u00ed vatu, konkr\u00e9tn\u00ed ot\u00e1zky generuj\u00ed data. Tahle drobn\u00e1 zm\u011bna v zad\u00e1n\u00ed m\u011bn\u00ed v\u00fdt\u011b\u017enost porady o sto procent. Vyzkou\u0161ejte to.<\/p>\nZn\u00ed to jednodu\u0161e. Nen\u00ed.<\/h2>\n