Net Promoter Companies & Engaged Employees

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Busyness versus Productivity and Performance

In our consulting experiences, we have come across many organizations that are chock-full of busy people.  Especially during the past several years, individual workloads seem to have doubled with downsizing and rightsizing – more work is having to get done by fewer people.  This inundation of work creates a great deal of transactional busyness; however, transactional busyness doesn’t necessarily translate into higher productivity.

One consequence of the flattening of organizations is that decision-making responsibility tends to get pushed higher up into organizations.  The kinds of decisions that would have been made by a manager or director in years past are now being made by VPs and senior VPs today, and the transactional parts of the business are being left with the front line.  When the front line is engaged only in the transactional part of the operation and not involved in the design and implementation of the growth and future of the business, the organization at best ends up treading water and not moving forward.

We have found that installing a performance-based culture on the front line engages employees and customers and improves the business quarter over quarter.

Original Blog Post from HBR below:

Engage Employees Using Customer Service Tactics By: Rob Markey

Most companies claim they want enthusiastic, engaged employees — and with good reason. Employee engagement and financial performance are connected. A recent study by Aon Hewitt, for example, found that companies with high levels of engagement outperformed the stock market in 2010.

And yet Gallup research indicates that more than 70 percent of employees in the typical company are “not engaged” or “actively disengaged.”

What’s the reason for this failure? In my view, it boils down to a startling disconnect between how companies try to promote engagement and what truly inspires and motivates employees.

At most companies, the human resources department “owns” and measures engagement. It issues a lengthy annual survey, asking employees a withering barrage of questions — everything from your overall satisfaction to the adequacy of prescription benefits to whether you have a “best friend” at work. The resulting report, issued after lengthy analysis, leads to an improved benefits program, “supervisor coaching,” or other initiatives run by staff at the center.

This approach is just like the way most companies used to deal with customers. Marketing or customer service departments owned customer satisfaction, relied on traditional staff-directed tools (such as training programs) to improve it, and gauged their success through old-style satisfaction surveys.

In recent years, however, leading companies such as Zappos and Apple have led a revolution in creating great customer experiences:

  • They make wowing customers a priority for every frontline employee, not just a central team at headquarters.
  • Instead of infrequent satisfaction studies, they ask their customers for feedback all the time.

These companies typically give their customers short, quick surveys. They promptly distribute the scores and verbatim responses to frontline reps and supervisors, who follow up right away with unhappy customers, fixing the problems wherever possible. And these companies build closed-loop learning into their daily operations so that they’re constantly improving.

These efforts earn these companies deep, long-lasting customer loyalty. Their customers not only spend more, stay longer, and recommend the company to their friends, but they also contribute ideas for improvement because they believe the company values their feedback.

So, suppose you applied that same methodology to building employee engagement. What would you do differently?

For one thing, you’d conduct short surveys that respect your employees’ time and ask only the few questions that yield the most important insights. You would do this often enough to generate a steady stream of information about engagement levels and ideas for improvement. JetBlue, whose employees I wrote about in my last post, sends a survey ninety days after an employee’s start date and every year thereafter. Apple surveys its employees every few months.

And instead of delegating the effort to HR, you’d make employee engagement a top priority for frontline managers and employees themselves, with built-in procedures for closed-loop learning.

In fact, you’d take away the crutch of thinking that “someone else” is taking care of it, placing responsibility squarely and undeniably on the shoulders of frontline managers. That’s how it’s done at Apple stores. After each survey wave, store managers review the data for their store. Employee focus groups identify key themes and issues, and employee teams help develop solutions, which they present to store management. There is no waiting for analysis and recommendations from some central team. By the time the next survey comes around in a few months, managers and store employees know whether their solutions have had the desired effect.

It shouldn’t be surprising that the same basic techniques for earning customer loyalty also work with employees. At their core, both efforts depend on treating people with dignity and respect. Both require real-time learning. Both address the relationship in a human way, not just as a transaction or piece of data.

And, as it happens, they reinforce each other. Employees learn how to wow customers and feel great when they do. Customers love the experience. It’s a virtuous cycle — something we call the Promoter Flywheel — and it leads to great financial performance.

Conventional approaches to employee engagement tend to focus on overall workplace improvements and benefits because those things can be directed by staff from the center. They’re the “easy” things to do. Obviously, they’re important: A safe and pleasant work environment, fair compensation, and the tools needed to do the job are table stakes for employee satisfaction.

But what you really want isn’t just satisfied employees, it’s passionate employees — people who love working for your company, love your products and services, and love wowing customers. You build that kind of advocacy by creating a real commitment to enriching your customers’ lives, giving employees the tools and freedom to delight customers, and helping them see and hear the effects of their actions.

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About Jack Dempsey

Jack Dempsey, CEO, heads Pretium Solutions’ Customer Experience & Sales Area focusing on Customer Loyalty, Brand Loyalty and Customer Retention Strategies. He directs Pretium’s revolutionary customer loyalty program, the Golden Touchpoint™. Pretium Solutions is a premier provider of cutting-edge, sustainable and globally-recognized customer experience management solutions and customer service, call center and sales training, consulting and leadership programs. Pretium shows companies how to create, build and maintain customer loyalty, the most important measure of a company’s success with its customers and the most profitable customer service outcome.

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