1. GreenMark Employee Engagement
Solutions for John Deere Dealers

2. Speakers Marc Anthony Ryan Condon
Operations Manager, GreenMark Equipment
18+ years in customer facing role
17+ years leading teams
Father of 4 and avid eater
CEO, SATISFYD
17+ years customer &Employee Experience
Father of 4 and avid runner

3. SATISFYD CX Framework / Solutions
We enable actionable change to create consistent delivery of a defined experience

4. Employee Engagement
Employee engagement is the emotional commitment the employee has to the organization and its goals.
Loyal
Enthusiastic
Involved

5. Value of a highly engaged workforce
Maximizes a company’s investment in human capital
Improves productivity
Significantly reduce costs (ex: turnover)
Increases long term growth potential
Attracts high performance talent

6. Employee (eNPS) vs Customer (cNPS) on Recommend The Dealer Question
We used the customer satisfaction survey results from the John Deere Enterprise survey process conducted by SATISYFD and the Employee’s Willingness to Recommend your dealership, as collected on the SATISFYD Employee satisfaction process, as a good place to work. I would consider the upper right quadrant those that are meeting both the employee needs as well as the customers. The Bottom left would be those locations that are both not meeting customer needs nor employee

7. GreenMark Equipment
Marc Anthony
Operations Manager

8. About Dealership 15 Location, 370+ employees
SW Michigan / Northern Indiana
Full service dealership
Acquisitions & Merger History
Fillmore Equipment (9 locations)
Gilsinger Group (5 locations)
Howard & Sons – 1934

9. About Myself Grew up on a fruit / vegetable farm
Worked for a farm coop
Lives in Southwest Michigan
Haworth, Inc. – (Office furniture OEM)
Marketing Operations & Demand Generation Manger –
Herman Miller, Inc. (HMI - Office furniture OEM)
Director of Customer Care & Product Service –
Director of Credit Services –
6,000 employees globally
5,000 employees globally

10. About Me How does my experience relate?
Worked with dealers
Managed remote employees
Manage distributed teams / departments
Brought into GreenMark in October 2015
Leverage corporate experiences for GreenMark continued growth
Apply employee and customer expertise to blend cultures

11. Industry Challenges Merger & Acquisition Talent Management
Multiple organizations trying to become one
Policies & Processes
Expectations
Talent Management
5-6 generations working under same roof
Local competition for employees
Need to develop key employees/leaders
Multiple distributed locations
Each store really has a different sub-culture
Getting around to see staff / reinforce culture
Community cultures
Everybody knows everybody’s business.
Change in as few as miles

12. Case Study – Customer Care at Herman Miller
Challenge: Merger History
Problem
Low customer and employee scores
High turnover
Poor performance
Bad morale at all levels
Proposed solution
Reviewed dealer and employee surveys results
Made action plans with owners
Created due dates
Monthly reviews

13. Case Study – Customer Care at Herman Miller
Challenge: Merger History
Actions
Employees saw the changes
Got after poor performers
Kept raising the bar every year
Outcome & Value
In 3 years Customer Care became the highest scoring area
Customer scores of satisfaction and importance went from last to #1 & #2
Turnover decreased and performance increased
Compounded sales growth rate of 42% with a 12% decrease in headcount
Managed by attrition and reallocations without job eliminations

14. Short Term Strategy (PDCA - plan, do, check & adjust)
Challenge: Multiple Distributed Locations and Talent Management
Overall Goal
Need to deliver a consistent John Deere level of experience across locations
Want to be a premier employer in the region
Create an environment where people give what they get
Get all locations up to a consistent level of employee engagement
Current challenges
No existing objective reference point / baseline employee engagement
Only anecdotal information / turnover stats
No way to understand root cause (locations / leadership / poisonous employee, etc.)

15. Short Term Strategy (PDCA - plan, do, check & adjust)
Challenge: Multiple Distributed Locations and Talent Management
Getting Started
Getting leadership buy-in
Create a baseline by conducting employee engagement surveys
Correlate customer satisfaction data (Dealership Experience NPS)
Results
The power of “letting people be heard”
Communicate and address what will be changed
Leverage results to drive action plans

16. Short Term Strategy (PDCA - plan, do, check & adjust)
Challenge: Community Cultures
Overall Goal
Create an environment of acceptance across teams and locations
Find commonalities and appreciate the differences
Current challenges
Assume that we are all the same and get frustrated with differences
Getting Started
Define corporate values (3 or 4 things that make people do business with us)
Reinforce and communicate those values
80/20 Rule – Turn it around – focus on the 20% that drives the 80%
Results
Creates alignment within team to drive efficiency and effectiveness
Teams are more focused shared goals / create continuous improvement culture
More consistent experience for customer and employee

17. Suggestions for Dealer (PDCA)
Plan - Get leadership/ownership buy-in to align mutual expectations
Do - Create a baseline / Leverage baseline to drive actions
Check - Monitor performance / Create feedback loops
Adjust - Refine action plans to ensure target goals are achieved
Under-promise, over-deliver
Less is more – do a few things very well
Stay the course – “Greatness… is largely a matter of conscious choice and discipline” Jim Collins, Good to Great and the Social Sectors

18. Suggestions for Dealer (PDCA)
Conduct an Employee Satisfaction Survey to get a baseline
Have you done them in the past
Absolutely!
Why SATISFYD?
Great value, very good product, and promising team
Are there other choices for Deere dealers?
Yes – everything from Survey Monkey to some pretty high cost consultants

19. Suggestions for Dealer
3 easy actions steps that don’t require any help that a dealer can take from this webinar?
Ask open ended questions
Really listen
Identify themes
PDCA – Plan Do Check Adjust repeat (continuous improvement 101)
Set up feedback loops
Be warned – constructive feedback can be hard
Catch people doing the right things and thank and praise them in detail