Each one of these successful organisations has invested in customer experience in recent years. And this both in managing the experiences of their end customers and those of their internal employees. By streamlining the experiences and expectations of service providers and their customers, the right conditions are created for a positive and motivating work environment. This will encourage them to bring out the best of themselves. After all, an optimal internal service provision does not only enable employees to perform their work effectively and efficiently, it also motivates and empowers them. In that sense, a good customer experience makes a difference for your employees who, in turn, can make a difference for your organisation.
One of several initiatives that originated from the Customer Experience philosophy is the development of Experience Level Agreements (XLA*, ELA). Internal service providers, often IT, have been working with Service Level Agreements for years. These SLAs are supposed to give a clear picture of how well the services are delivered. Unfortunately, a “green” SLA does not always guarantee a satisfied end user. To counter this phenomenon, better known as the watermelon effect, the concept of Experience Service Level Agreements was developed.
Unlike the SLA that focuses on technology, the XLA® focuses on the human factor, the emotions. The XLA® does not replace the SLA, but is an add-on that focuses on the user’s experience of the delivered services. As with all new trends and concepts, there is an endless amount of information on the Internet about XLAs®. But look before you leap. Launching Experience Level Agreements without careful consideration can turn out badly…
* Giarte is the originator of the Xperience Level Agreement (XLA®)
An important question and an absolute starting point for anyone considering XLAs®. Simply launching a survey isn’t a good idea. After all, by beginning to measure experiences, expectations are created. If these expectations are not fulfilled or responded to, the willingness to participate in such initiatives decreases and people simply disengage.
Let’s look at 3 prerequisites to start with Experience Level Agreements: