With COS in mind®, Malakoff Humanis has decided to work in depth on the attitudes of its employees.
Objectif :
In 2021, the HR team at Malakoff Humanis was looking for soft skills training for its customer relations advisers that would go beyond the behavioural approach (hello, goodbye, thank you) and was struggling to find any…
With COS in mind®, Malakoff Humanis has taken the decision to work in depth on the attitudes of its employees, so that they are naturally more customer-oriented, and to move away from behaviourism and imposed scripts to free up the customer orientation of each of its advisers through greater autonomy.
Mission :
Over 6 months, 500 employees are involved in the COS in Mind® programme in cohorts of 10 to 40 employees (managers, advisers, etc.).
Résultats :
- 90% of the trainees have progressed and/or are positioned at a high level of spontaneous customer orientation (COS Individual Test level 5/5). Their values and beliefs about customer satisfaction have indeed been profoundly modified in 6 weeks of repeated activities.
- Team practices have been objectively modified: leadership and exemplarity from managers, autonomy and customer orientation in projects and customer relations for advisers.
- The impact on customers has also been noticeable, with improvements in customer satisfaction and NPS indicators.
Témoignage
At the end of 2021, we launched a programme focusing on developing and strengthening Customer Culture. Aware of the lack of impact of the various existing approaches, we were looking for teaching methods that went beyond ‘classic’ training courses and forced changes in behaviour. To do this, we incorporated COS IN MIND into the course: the idea was to reinforce customer orientation in the attitudes and behaviour of our colleagues through regular anchoring over a six-week period. In this way, they could spontaneously adopt the right posture to satisfy our customers, without having to go through ‘one shot’ training courses such as ‘learning to say hello’. We had to give meaning to the action.
We quickly observed the initial results, then extended the scheme to all our colleagues in contact with customers, as well as their local management. The results were confirmed by measurement, thanks to COS INDIVIDUAL, which highlighted an increase in customer focus for over 90% of our colleagues.
Over and above the measurements, we have been able to observe changes in behaviour, with the introduction of new rituals, changes in existing practices and the foundations of a customer culture shared and understood by all. These changes have automatically had an impact on our customers’ satisfaction, and we’re delighted about that.
In the end, it’s a win-win situation: colleagues committed to a shared customer culture, serving our customers who recognise this through their satisfaction.