Monthly Archives: March 2017

How Do You Make Business Personal for New Employees?

W. P. Carey School of Business, Where Business is Personal

ASU’s W. P. Carey School of Business is committed to creating an experience for our students that’s uniquely their own by building a tight-knit community through small classes, team-based learning, and individualized attention every step of the way.  As one of the largest business schools in the country, we recognize that working towards this goal every day is a big commitment for our employees.  Ownership of this commitment has to be demonstrated not only by what our employees do as they fulfill their jobs, but also by their understanding of the service needs attached to this commitment. It’s about caring and having this ‘humane attribute’ that naturally flows through the bloodstream (metaphorically speaking).  So one of our overarching school goals is to ‘grow’ student-centric behavior and create a community of caring that is reflected in service performance.

Where do we start? How do we make a service focus to be a school-wide priority and translate it into action?

Together with the Center for Services Leadership, the HR Development team at the W. P. Carey School organized a workshop for its leadership— the faculty and staff who have a direct influence on the behaviors of employees who provide our services. The workshop was led by Dr. Amy Ostrom, PetSmart Chair in Service Leadership and resident Service Blueprinting expert.  She, first, introduced our front line leaders to Service Blueprinting. After that, 3 teams worked through a service focused blueprinting process with a goal to evaluate and enhance the orientation and onboarding experience for new employees – one of the key internal services that impacts the school.

Here’s what we experienced and achieved as we worked through the service blueprinting process:

  • We defined the current orientation and onboarding process and then identified ways to enhance a new employee’s experience.
  • We built a common understanding of the internal services which cross over into different work groups across the school.
  • We recognized the impact of individual roles and activities on the level of service.

As a result of the insights that surfaced, our team implemented the following changes:

  • Created a designated area on the school website that offers online resources to support new employees.
  • Developed templates for consistent communication, including checklists for service handoffs.
  • Created a sense of ownership in coordinating services to enhance a new employee’s experience e.g. breaking down silos instead of creating them.
  • Established an actionable plan with specific time and resource commitments, communicating the school’s dedication to providing a meaningful and well-designed service.

Where do we go from here?

The service blueprinting exercise revealed the differences between orientation and onboarding in terms of timing and priorities for each phase. We defined orientation as the initial “set up” phase during the first month, which later transitions into an onboarding process. The onboarding process continues throughout the first year accompanied by consistent interactions via interviews and surveys. From this blueprinting experience, we divided our services into two distinct, yet integrated areas – orientation and onboarding – and both are a reflection of how we care for our employees.

As a school committed to building a community that provides the services our students need, we have to continuously demonstrate how we care about our employees. We’re incorporating this caring and thoughtful approach in how we engage our employees starting from the beginning of employment and continuing through their time with the school. We do that by systematically checking the pulse of our employees’ ‘service health’ and by continuously looking for ways we can perform employee services demonstrating that we care – because we do.

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Beth Sepnieski has been the Human Resources Director for the W. P. Carey School of Business since April 2004.  She earned her Bachelor of Science degree in Human Resources and a Masters in Education with an emphasis in Counseling and Human Relations. Beth also has a senior professional human resources (SPHR) certification through the Society for Human Resources (SHRM) and has been trained and certified in the interpretation of the Predictive Index; a self-assessment tool used within the School to help improve communication, team interaction, and decision making at all levels.

Over her 30 years in Human Resources, Beth has conducted numerous workshops on a wide range of topics.  Her ‘hands on’ consultation and guidance has provided a variety of her customers with sound tools to cut through to problem solving possibilities in order to promote a more productive work environment.

Vixxo – Monetizing Data & Analytics

WEBINAR WITH WARREN WELLER,

VIXXO CHIEF SALES AND MARKETING OFFICER

This webinar was hosted by the Center for Services Leadership Community of Practice on Monetizing Data and Analytics.


About Vixxo: Vixxo is a leading technology-enabled asset management and business insight company providing integrated facility management solutions and services that unite asset and facility management. Through deep expertise across 100+ trades, time-tested processes, and a comprehensive technology platform, Vixxo delivers the complete asset management that allows clients to focus their energy instead on their customers.

About Warren WellerWarren Weller is the Chief Sales and Marketing Officer at Vixxo, responsible for all aspects of sales, marketing and profitable revenue growth. Prior to joining Vixxo, Mr. Weller held various leadership positions at IBM, serving as the Vice President, Financial Services and also as Vice President, Mid-Market Services. During his 25+ year tenure, he drove operational excellence and innovation across the organization.

Vixxo Case Study

Over the years, Vixxo’s core business model has evolved from providing traditional facility management services, such as lighting, plumbing etc., to offering asset management and optimization services. Moving beyond improving efficiency of traditional assets (e.g. refrigerating, heating), Vixxo has built a highly successful business model around improving efficiency of revenue generating assets, e.g. coffee brewing machines at Starbucks or the baking ovens at supermarkets. The company’s services enable Vixxo’s clients to understand how these assets perform over time, and subsequently make better asset decisions from cost and investment perspectives.

Vixxo currently supports over a billion-dollar worth of spend across 65,000 assets in over 250,000 physical locations. Its primary client segment consists of businesses with widely-distributed retail-estate portfolio (supermarkets, restaurants, convenience stores etc.), where ensuring effective asset management across all locations is a major challenge. By leveraging its expansive supplier network of over 150,000 certified local suppliers, Vixxo is able to provide high quality, consistent services in a very cost-effective manner.

Vixxo’s value proposition to the customers is driven by the company’s 15-year experience in data collection and analytics. Over the years, the company has been able to collect clean and reliable data by leveraging emerging technologies such as mobile devices (tablets, smartphones), to integrate information from clients, suppliers and service centers. Vixxo applies its deep analytics and data mining capabilities to generate insights for clients to improve their CapEx management programs – understanding which assets to repair, replace, invest in etc. for greater customer experience, product reliability and profit maximization.

In the next phase of its evolution, Vixxo is working to monetize IoT and M2M capabilities, by placing sensors inside assets to get real time asset performance information. Sensors can detect and signal issues in assets, allowing Vixxo to dispatch technicians even while the asset is still operating. Vixxo is also focusing on developing the entire IoT eco-system. This includes collaborating with manufacturers to help build assets equipped with IoT capabilities, in exchange for data & insights on asset performance.

Vixxo’s revenue model is based on charging clients for various asset management services they use. The company takes a strong position to ensure clients are paying a fair and transparent price for received services, while the suppliers are guaranteed a prompt payment by Vixxo after each servicing call. Vixxo achieves this by automating its entire work-order management process through the “Continuously Analyzed Pricing System” (CAPS) application, where each supplier locks details of each service they provide to Vixxo’s client. CAPS contains pre-determined and agreed on rates for each element of the work order management process (such as for labor, duration, materials etc), guaranteeing that clients pay a fair market price and receive an itemized breakdown for delivered services. Moreover, Vixxo uses other features such as geo-fencing and supplier rating system to ensure that suppliers provide high quality and timely service. In return, suppliers receive fair and prompt payment for their services as well as training and development.

Backed by its extensive supplier network and over 15 years of data analytical capabilities, Vixxo is a clear leader in the asset management services industry. By implementing and harnessing the IoT and M2M capabilities, the company will be favorably positioned to take full advantage of analyzing granular, real-time data for deeper insights, and to help clients achieve higher profits & operational optimization.