2015 CX Innovation Award Submission Oxford Properties

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1 2015 CX Innovation Award Submission Oxford Properties Instructions: Please fill out the form completely and be sure to read the information regarding attachments/supporting documents at the end of the form. To view an example form, please click here. Maximum pages excluding attachments is 3 (size 11 point font or higher). 1. Please provide contact information for the primary contact for this award process. Name of primary contact: Company name: Position/Title: Address: Roger Pugsley Oxford Properties Phone Number: Director, Customer Service Excellence 2. Please provide contact information for the secondary contact for this award process. Name of secondary contact: Lachlan MacQuarrie Company: Oxford Properties Position/Title: VP, National Programs Address: Phone Number: CXPA members will not be given any preference in the judging of these awards, but we'd like to know if you are a member of the CXPA. (mark with x in right column) Yes, I'm an individual member of the CXPA Yes, my company is a corporate member of the CXPA No, I'm not a CXPA member 4. Is someone from your company planning to attend the CXPA Insight Exchange in Atlanta on May 13 and 14? (mark with x in right column) Yes No Maybe (let us know when you know) X 5. The CXPA wants other companies to learn from your efforts. Is it okay for us to publish your nomination entry to CXPA members? (mark with x in right column) X Yes, as is Yes, if modified Need to check No X 401 Edgewater Place, Suite 600 Wakefield, MA Phone

2 6. Provide company background: business/product line, size, markets and customers. (150 words or less) More than one million people work, shop, visit or live in one of Oxford s commercial, retail, residential, industrial and/or hotel properties every day. Our team of 1,700 driven individuals takes pride in anticipating customer needs and consistently exceeding industry standards in service and satisfaction. The Oxford Commitment is the promise our brand delivers. As the real estate arm of OMERS, the Oxford team takes a hands-on approach to investment, development and management of our $35 billion global portfolio. The results have been acknowledged; we were recently recognized as one of Canada s 10 Most Admired Corporate Cultures - Enterprise by Waterstone Human Capital. 7. Please provide a short title for your innovation (6 words or less) The Dialogue Series: Unlocking Service Excellence 8. What is the innovative customer experience initiative, program or capability? Please focus on WHAT your company did differently and HOW it did it. (200 words or less) We want Oxford to be known for best-in-class customer experience. We know that the way to achieve this is with happy and engaged employees who truly want to make a difference in the customer experience. This is how the Dialogue Series (DS) was born. With the objective of better enabling teams to consistently deliver great customer service in line with The Oxford Commitment, we set out to engage our employees on the topics that matter the most. We asked and listened, then worked with our site leaders to design the sessions in a meaningful way. The result is a series of professionally facilitated conversations that enables employees to think, learn, share and ask. Through these conversations, our employees further engrained the service excellence principals and behaviours into the fabric of the Oxford Properties culture. All staff across all properties participate in every series. As a result, we are CO-DESIGNING great service for our customers WITH our employees. To date we have invested over $1 million and have held 600 DS sessions (300/year) covering 6 topics: Service Excellence, Trust and Empowerment, Relationships, Understanding and Anticipating Customer s Needs, Challenging Interactions, and Decision Making. 9. What were the results? Let us know, specifically, how the initiative has IMPROVED CUSTOMER EXPERIENCE and how it has impacted your company's BUSINESS RESULTS? Be as specific and quantitative as possible about the results. (300 words or less) The DS has empowered our employees to fundamentally improve how we serve our customers: 1) Soaring engagement: The results of our 3 rd party employee engagement survey have increased to 95% in 2015 (an all-time high). 2) Innovative initiatives: The DS encourages employees to make suggestions on how to improve customer experience moving forward. 85 Site Initiatives We Love have been identified, implemented and shared as a result. 3) Sharing success: Our innovative Opositive intranet site, one example of a DS initiative, has seen significant employee interest in celebrating and sharing customer success stories. Picture an intranet site that functions like Facebook, enabling likes and comments, but looks like Pinterest. Employees have the ability to post customer feedback, recognize peers and/or share success stories. In less than 2 years we have shared well over 1,200 stories with 129,000 story reads. 4) A new level of empowerment: Employee feedback resulting from the DS has led us to 2

3 develop comprehensive guidelines on how to handle specific customer scenarios. Every employee now has the discretion to spend up to $500 to take care of a customer. Employee decisions are supported. Customers are delighted. 5) Business results: Our customer insights program measures Net Promoter Score (NPS), which correlates to rent/sqft. Initial results have been encouraging: our office portfolio has an average NPS score of 44%. Out of 39 properties, 10 buildings have over 60% and 3 over 70% (outstanding!). We ve never seen anything as impactful as the DS in achieving improved customer service: When people asked what sets Oxford apart, they would answer that Oxford has the best properties and the best people. Now when people ask what sets us apart, they say the best customer service, properties and people. And that is a result of the Dialogue Series! ~Oxford Employee 10. How was it innovative? Please list the top 1 to 3 ways in which the program described was innovative, such as the creativity of the design, degree of representing new and different practices, extent that you developed leading edge approaches, or how it involved standout leadership or a game changing model. (300 words or less) From the engaging design of each session, to the initiatives that are born from the DS, and the ultimate result of co-designing exceptional customer service with our employees, the DS is unlike anything else. 1) Engaging: The sessions are designed to encourage maximum participation in the most important topics of conversation. We emphasize that the DS is not a training session, it is not a lecture, and it is not a course. It is a dialogue; an opportunity for each employee to share their stories and points of view and hear eureka moments from their colleagues. Each session is designed to be fun and interactive. From participants acting out different customer service related scenarios, to playing family feud style decision making games, employees are kept at the edge of their seats. And the stakes are high the winning teams of the DS6 decision making game won Oxford property gift cards. With the DS, we make sure the voice of EVERY employee is heard. 2) Action oriented: An element of each DS is a Progress Review. This allows us to get input from our employees on areas we can focus on moving forward to improve our service. With this input, each DS results in a set of actionable recommendations that our leaders can take away and implement. 3) Collaborative: Co-design is now part of our corporate language. With the help of our site leaders, the DS sessions are tailored to the unique needs of the different property asset classes. The well thought out, professionally facilitated DS sessions ensure that employees ideas for improving the customer experience are heard. As a result, DS participants are co-designing our overall CX journey with increased commitment and resolve. 11. What 1 thing from your initiative advances the field of customer experience? (150 words or less) We have taken the Voice of the Employee to a new level by going beyond employee surveys, leadership communications, intranet sites and employee focus groups. We have engaged all our staff, from head office to front line employees, in a very interactive dialogue that deepens corporate CX training, knowledge and our commitment to delivering exceptionally against our brand promise, The Oxford Commitment. 3

4 CUSTOMER SERVICE EXCELLENCE VIDEO LINK (2 MIN 46 SEC) Reinforcing our commitment to customer service and showing how this effort including the Dialogue Series is tied into overall business goals. https://www.youtube.com/watch?v=d0rgcuzdpew&feature=youtu.be 1

5 THE OXFORD COMMITMENT Everything we do to enhance employee engagement, enablement, empowerment and recognition improves our ability to deliver against The Oxford Commitment. 2

6 DIALOGUE SERIES PHOTOS When people asked what sets Oxford apart, they would answer that Oxford has the best properties and the best people. Now when people ask what sets us apart, they say the best customer service, properties and people. And that is a result of the Dialogue Series! Chris Oxford Employee 3

7 OPOSITIVE SCREEN SHOT Enhancing our ability to deliver against The Oxford Commitment by recognizing and encouraging desired behaviours and sharing great ideas via internal social media. 4

8 OXFORD CUSTOMER SCENARIO GUIDELINES EMPOWERMENT SECTION After further review of the scenarios, I still feel that this material can be a very useful tool as we push for customer service excellence. It covers a wide spectrum of everyday issues that we face while on duty. It also helps to make things much clearer when it comes to our own empowerment when dealing with the various day to day situations, and offers much enlightenment on how to find the best possible solutions. Nick Oxford Employee Enhancing our ability to deliver against The Oxford Commitment by empowering our employees to do what s right for the customer. Resolving a customer issue is priceless! Financial Guidelines All Oxford and contract employees are empowered to make decisions to compensate customers for damaged personal property. We encourage all employees to make the right decision as if they were the customer Ask yourself if I was this customer, what would I expect from Oxford? Resolving a customer issue is priceless! You are empowered to spend an amount not to exceed $500. Resolve issues in a way and at a cost that makes sense and is reasonable under the circumstances. If there s nothing to repair or replace, consider a gift card (in an amount you deem reasonable given the details of the scenario) as a token of our appreciation for their understanding and our regret for their inconvenience. When you make a decision the management team will support your decision. That s their commitment to you! Once you make a decision, let you manager know what you did. Use this discussion as an opportunity to learn about different solution options this can be a great learning opportunity for everyone! This also helps the management team understand the issues and helps them to make changes to prevent this situation from happening again. If a large dollar amount is involved and you are not comfortable with making a decision, involve your manager. Please refer to the next section on Retaining Ownership. 5

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