Employee Engagement = Customer Success with Traction and Einstein | Traction on Demand | Salesforce Consulting and Implementation

Client Story

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Employee Engagement = Customer Success with Traction and Einstein

How Traction on Demand uses Einstein Analytics for CSAT, ISAT and Efficiency

Traction on Demand is North America’s largest dedicated Salesforce.com consulting and application development partner with 4,000+ projects on the platform. We develop innovative cloud technology solutions and applications for North America’s largest and most influential brands, as well as hundreds of small and medium-sized companies. We’re known to take red accounts and make them green. We don’t have a bench or borrowed consultants, rather we’re all full-time, 100% dedicated cloud evangelists, raring for the opportunity to invest our time, energy, and enthusiasm into our client’s business.

Project Challenges

Traction measures our business using 3 key metrics called E3:

  • Ecstatic customers (CSAT)
  • Enjoyable workplace (Internal SAT)
  • Efficient delivery of services/projects (profitability)

We wanted to know our company better: We had a good grasp on CSAT and project efficiency from our data and were looking for a better way to measure employee engagement – ultimately, satisfaction on the work that our team members were doing. We wanted to understand the type of work our team was doing and what the team liked working on. We wanted to know if there were certain projects, customers, verticals or even geographies or geos that the team was more efficient with or enjoyed working on. In addition, we wanted a better view of how to make our clients ecstatic.

We hoped to determine leading indicators and causes of growing unhappiness and project inefficiency as well as diminishing customer satisfaction.
Time Entry data lacked utility in its current iteration: We felt that there were great insights to leverage from time entry as a business but from the individual perspective, it’s perceived to be a low value task.

Project Managers lacked the data to optimize project assignments: Ideally they would assign projects based on which ones were suitable for which teams and employees. If enjoyment and efficiency history could be quantified, this would be possible.

Time entry is counter culture:

  • Does not always align with objectives
  • Serves the company but not typically the individual logging their time
  • Carries a cost as it requires time to complete

Project Solutions

Salesforce: Little customization was required within Salesforce. We use Account and Opportunity data along with the Financialforce data to provide the visibility and drill down options in Einstein, presenting this data in the resulting Einstein reports and dashboards.

Financialforce PSA: Traction needed to be able to measure happiness against the task/time being logged, as well as the nature of the work in question. We added two custom fields for users to supply these metrics when entering their time.

These fields included:

  • Type of work being completed (learning, execution, syndication, admin)
  • Sentiment while completing the work (Awesome, Pretty Good, Mildly Painful and Brutal)

Work with more than one sentiment attached to it (perhaps the first hour was Pretty Good and the subsequent hour was Mildly Painful) would be logged separately, with two distinct records created to accurately log sentiment.

Einstein Analytics: With Einstein analytics we are able to mine data from Salesforce, Financialforce, Chatter (and soon to come to our financial back-office) to uncover success metrics based on team, customer, project, geography, timing, resources, and other fields. We are able to drill into and visualize our business from a plethora of viewpoints.

Clicktools Surveys: Traction uses clicktools to capture CSAT and map data related to Accounts, Contacts and Opportunities into Salesforce and Projects in Financialforce, providing our client Ecstatic data.

Project Results

We can fully understand our E3 metrics: Using Einstein to visualize and report on Salesforce and Financialforce data, we have the ability to understand ‘Ecstatic’ ‘Efficiency’ and ‘Enjoyable’ metrics and drill into these from any angle.

This insight allows us to make decisions at a project level:

  • What projects do we go after? (feed this info to Sales).
  • Which projects do we assign to which teams?
  • What is the best team-make-up for a project?

We can manage our customers with greater efficacy: At a customer level, we have visibility into metrics that help us decide which customers we should focus Business Development efforts on, which need executive alignment (or realignment) and even which customers we should consider ‘firing’ (or discontinue applying Business Development efforts).

Company growth can be better controlled to ensure culture remains cohesive: As a company whose product is our people and has consecutively been ranked among the top 10 best places to work four years in a row, we understand definitively that culture is paramount to our business. Profitability and customer satisfaction need to be carefully harmonized with employee happiness for a business like ours to remain sustainable and grow at the pace which we have and will continue to grow.

Decision-making and forecasting has added clarity: The Salesforce platform (including Financialforce and Einstein) has given us the ability not only to report on our business but actually provides the insight and visibility needed to make better informed decisions and forecast in a way that allows our business to thrive.

Pulse changes the way some log time: For instance, one may create two records for the same project if they thought some time was amazing while other time was mildly painful. This is indicative of employee buy-in, driving our culture.

“The results went way beyond what we expected. It’s changed so many different areas of how we operate as a business and the way I interact with the business at a macro level. We now have a picture of how happy the team is on a week-by-week basis. We now can be proactive. Our average happiness across the business is 72%. If we drop by a bit, we’ll do team huddles or work with the business development team to see what kind of projects we should go after.” – Greg Malpass, CEO and Founder of Traction on Demand

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