How to collect and act on feedback fast and easily

Transcript

So Fidelity is a very customer driven organization and I think that when you look at how do you make a customer driven organization even better is with focusing on the people that interact with those customers everyday. So for years, we've been focused on our customers and almost to a fault and we have millions of customers, probably people watching this would have a 401k with Fidelity. So we know our reach is really broad and we strive to really create that best customer experience in the industry and in any industry, but taking it now and turning it inward is really important because as the front lines talk to our customers, they're happiness reflects on that customer experience. So we really want the insight and the data directly from associates on how they're doing, how they're feeling, so that we can tie that to how they're in the end servicing customers. So when we can correlate the employee NPS to the customer MPS, that's the gold, that's when we'll know that we're actually able improve our business when we can improve the employee experience.

TINYpulse has really been incorporated into the associate experience transformation and in my role of leading the work stream called the good life, it really gives me the insight that I need to be able to help leaders change their perception of their role itself. So helping leaders to become talent multipliers and be more people powering, it's really driven through data and understanding, and by having a tool like this where you can instantly have that understanding and quantify what's the most important through the visualization tools, that's just been incredible. The other unexpected learning that we've had along the way is that cheers for peers really creates a very social interaction. We have recognition platforms but they're not utilized as diversely and as energetically as a cheers for peers is, because that really allows people just in a very casual, very instantaneous way to talk to their peers. When they're on calls all day, they're not having casual collisions in the hallway so this is their way to have these casual collisions and build a culture of respect and understanding and fun, so we've seen a lot of fun comments on cheers for peers.

Oh, what's interesting is we first took the feedback and really focused on closing the loops with associates because we know they need to know that they're listened to and that that's the way that associates will really understand that their voice is heard and that their voice matters in driving that value proposition. What we learned during our initial implementation and pilot was that it wasn't as much the leaders not knowing that this is how their people are feeling but it was the leaders actually deciding what to do about what they were hearing and being able to prioritize in staff meetings and talk about what they were hearing and then looking at it from more of a vantage point of what are the majority of people saying. We don't want to do something because one person said it. We want to do something that the majority of people would find valuable.

So really it's helping us to prioritize exactly what we take action on. It's also a great tool in our all-hands meetings and but what we really want is for the associates to be able to own the culture because the quality of their suggestions will be, we think, profoundly impacted by implementing a culture committee and that's the best practice that I learned from TINYpulse.

So the experiments are continuing and we are really focused on creating an environment that will retain our best and top talent and so everything that we're doing is focused around that retention aspect and so whenever we are testing anything new, any suggestion, we always what to ask that question of how likely is this to make you stay at Fidelity, because if it's not meaningful enough then we're not going to invest in it. So several experiments that we've done in addition to other questions, that becomes the pre and the post question for any survey methodology so it's been really helpful when we ask things. If we're going to invest money, so for instance wireless headsets, we invested a lot of money into outfitting the entire organization with wireless, but knowing that it was going to make a difference and increase movement, mobility and freedom from their wired to their desk feeling, that was really impactful to have, how important was that to the associates, documented, it built our business case and allowed us to spend the money that we need to spend to bring that to light.

I don't think our experimentation will stop. I think it will slow down as we get pieces into the organization but we recently moved that experiment group from a single business unit to our global business unit. So we'll definitely be scaling this globally from the perspective of we understand now the US culture but we don't necessarily understand Delhi and China, India, Ireland, and so those will be our next challenges for experimentation, so. It's a big world and I think we've got a lot of runway to keep experimenting.

If I had to recommend TINYpulse, I will recommend it to any companies, small or large. It really is the data that you need that's currently in many different places. Somebody talked about the data being in our leaders' heads and you can't quantify sentiment when you've got it in someone's head. So being able to really make decisions based on what employees really need, that comes from the data. So without that, you're always making a bet on your assumption, your hunch, what you understand, and we all have biases. So you're going to filter it whether you like it or not and this takes that subjectivity out of it and really lets you see if the changes that you're making are really making the impact that you wanted in a very meaningful way. It's not a long time to understand that. You can instantaneously know that. So it's got so many values, but certainly the speed at which your organization can change will be accelerated with this tool.