From the August 2009 issue of Ceridian Connection.

At a time when companies all too often give lip service to acting on customer feedback, Ceridian has chosen a proactive path by establishing Customer Advisory Boards (CABs) across its businesses. "One of our key goals and a cornerstone of our strategy is being a customer-driven company that places customers first in everything we do," says Jeff Valentine, vice president, Customer Loyalty. "The CABs provide a golden opportunity for us to verify our product and process development strategies and for board members to be engaged with senior management."

While there have been CABs at Ceridian in the past, the current, expanded boards were created with specific guidelines and strategic goals, including a mission statement. Divided into key strategic business categories, the CABs play an active role in shaping Ceridian's current and future strategic direction.

Ceridian's CABs serve as an honest and knowledgeable source of customer feedback. Read on to learn more about how the CABs operate and contribute to the collective success of all customers.

Infrastructure
According to Valentine, it all begins with a board selection process to ensure that CAB members are aware of the time commitment and expectations. The mission statement sets the tone for the CABs and reaffirms Ceridian's customer-centric strategy.

The CABs meet in person at least twice each year and participate in conference calls approximately three to five times per year. In addition, there are several "cab champions" who volunteer to spend additional time, typically once a month, on board activities. These individuals work with Ceridian's quality leaders on product and process requirements and subsequently interact with fellow CAB members to validate their plans.

Partnership
Valentine says that the partnership and expanded role of the CABs would not be possible without the support of Ceridian's Chairman and CEO, Kathy Marinello. During the year, CAB members have several opportunities to provide direct feedback to Marinello and her executive team. In addition, and similar to being a part of a professional organization, the relationships between CAB members have given them great insight into how other companies approach some of their administrative and workforce challenges.

Innovation
Valentine believes that the interactive and intimate operations of Ceridian's CABs have a sustainable quality that benefits all customers. From the CAB champions to the entire board membership, Ceridian builds on its partnership with the board to deliver on those goals. For example, the payroll CAB outlined its following top five goals for the Ceridian team:

1. Integrate products and solutions.


2. Provide data reports and information.


3. Provide product enhancements and developments.


4. Provide excellent customer service.


5. Be more consultative.

Other CABs have either developed goals or are in the process of doing the same for their respective business units. A strategy that began 18 months ago to expand its CABs has now produced six CABs in the United States and Canada with plans to expand to the United Kingdom.

"Through the CABs and other direct contacts, our customers are telling us how we can make their jobs easier," says Valentine. "Working together, we will 'make great happen' on behalf of all of our customers."

More about Ceridian's Enviable Service inititatives:

Executives reach out to understand customer's needs
Measuring up: Ceridian uses customer feedback to drive change