“By utilizing POPin to engage in two-way dialogue, we were able to transform our data and process-centric organization into a client-centric and engagement-oriented culture.”
CoreLogic, Inc. is a leading global provider of property insights, analytics, and data-enabled solutions. David Claussen has been a Data Operations leader with CoreLogic since its establishment in 2010. David currently serves as Senior Leader of Data Delivery and Data Consulting and is responsible for both his internal support team and the internal community of customers.
With the goal of making his team even more client centric and driving better employee engagement, David launched a number of initiatives with two clear objectives. The first was to improve employee engagement through two-way dialogue. And the second was to build connectivity and accountability with internal customers.
David began using POPin to leverage his team to build the agenda for his Town Halls, by asking his team members to tell him the #1 topic they would like to hear. The POPin validated that many of the planned agenda items were on point, but it also surfaced a few new items to be added. With the revised agenda in hand, leaders conducted a Town Hall conversation that covered the things that were top of mind for the employees.
The Town Halls also provided an opportunity to recognize the team. David initiated a POPin for his employees to “Describe a standout performance by a team member which deserves further awareness and applause.” He then recognized the individuals and teams publicly in the Town Halls and in an email summary following the meeting.
In addition to driving team engagement and recognition through the Town Halls, David wanted more specific feedback to help him elevate both job satisfaction and customer experience. He launched and runs quarterly POPin engagement pulses for both internal and external communities. He asks his customers, “What is your overall satisfaction level with the team? Please provide one thing the team can improve to increase your satisfaction.” In between his quarterly pulses, David continues to leverage POPin for Town Halls, recognition, and process improvement.
In between his quarterly pulses, David continues to leverage POPin for Town Halls, recognition, and process improvement.
POPin has enabled David to truly transform his organization and improve team engagement, as demonstrated by the 10% increase in team satisfaction scores he achieved in just 6 months. Running a monthly POPin has provided an ongoing forum for team members to celebrate unsung heroes, share pride in team accomplishments, and contribute ideas for process improvement. Externally, POPin has helped to build connectivity and accountability with internal customers. It’s been a useful mechanism to promote and realize the cultural change, with the core message that “customer experience is our #1 KPI.”
