Employee Experience Management

Written by Raquel Calleja for Buljan & Partners Consulting

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Can the employee’s experience lead that of the client?

The commitment of employees and clients is highly and positively interrelated, as was highlighted in the analysis report David McLeod published in 2009 under the title “Engaging for Success”.

Gallup has, for decades, mentioned a 240% increase in business results related to performance when the same attention is paid to the client and the employee (see note 1).

The importance of the personal attitude of the employees delivering the experience is highlighted as the most frustrating problem for clients and results in 62% of the complaints (see note 2).

Despite all this proof, only 31.6% of companies measure their employee’s experience, in comparison to 81% who measure their client’s satisfaction (see note 3).

As soon as the employee establishes an emotional connection with the client there are serious implications in a company’s productivity and profitability and NOW is the time to understand this point and start acting on it.

Nonetheless, the employee’s commitment and the client’s experience must be improved together, and not as individual matters. The best success stories lead to strong teams in the Customer Experience, HR and Team Management departments.

Such integral commitment strategy means analyzing how the Customer Experience or Marketing departments deal with their clients, as well as managing the employees. Employee Experience Management summarizes this approach:

1.    How do my employees think and feel regarding their treatment within my company?

  • What is important to them and how do they feel about it? Learning to identify the true moments as employees.
  • Would they recommend our company to their friends and family to work in? This is a simple question but an important one when talking about commitment.
  • How does our communication effect their commitment? Learn if they understand their value to the brand’s success or if they see it as “just another groundhog day”.
  • What is their experience as clients of the company? They will only become the company’s best ambassadors if they understand and share our value proposal.

 

 2.    Can I offer my employees an experience that creates loyalty and attracts the best talent?

  • Integrity: behavior in line with the values present throughout the company.
  • Offer a transformational project, rather than a transactional one.
  • Power and real participation for those who cater to the client’s experience.
  • Managers who are able to lead teams and teach the behaviors that represent the “obsessive” attention on the client.
  • Physical dimensions, not only by “copy-pasting” Google’s disruptive spaces. F5 Networks is considered to be one of the best places to work in the USA and their employees work in 9m2 cubicles.
  • But above all, cater to and look after the emotional and intellectual dimensions of the employee, learning about what is going in their personal lives, what happens every time they try to improve and to support them during their professional development.

“To win in the marketplace you must first win in the workplace”.

Doug Conant (Campbell)

 

(1) Getting the Most Out of Employee-Customer Encounter.  Gallup 2013.

(2) 2015 Experience. International Data Corporation (IDC). 2015.

(3) Survey by the Customer Service Institute (ICS). 2015.

 

 

Raquel Calleja is partner at Buljan & Partners Consulting and service line leader for Customer Centric Talent Leadership. Raquel is coach and consultant for SMEs and international companies in the Talent Management area since 1992.

More about Raquel:
r.calleja@buljanandpartners.com
Raquel on LinkedIn

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