It’s not just the digital marketplace that’s hyper-competitive in a 24/7, connected world – efforts to retain or steal away top talent add a level of pressure on management that’s fairly new. Just as customers can be wooed away in a moment, so can employees; we no longer live in a world where people work for the same company for their entire lives.
So how can leadership assure they have their finger on the pulse of employee engagement ?
1. Understand that it’s more important to be recognized by your company than by a customer.
We know from our employee experience research that being recognized by your manager and colleagues for good work is a key driver of employee experience. So make sure that when a customer flags good work, it’s cascaded through the organization and shared with colleagues. Focus on translating good customer feedback into career opportunities and recognition from senior leaders.
2. Broadcast good customer feedback around the company.
Put processes in place to amplify good customer feedback around your organization – and make sure it’s attributed to the employee that got it. You might want to publish good customer feedback or NPS Promoters on your intranet. Or, make sharing good news stories a part of regular team meetings. This can kick-start a culture of customer centricity amongst your employees by demonstrating very publicly that delivering for customers is something that is recognized and rewarded in the company.
3. Collect customer feedback from across your entire organization.
Unearth great examples of customer service by collecting feedback at every moment in the customer journey. It’s common to gather feedback on frontline customer service teams, but what about other teams that deliver for customers? Measuring feedback at every touchpoint, across every channel, means no story of customer satisfaction goes unheralded.
4. Communicate that all feedback is important and stress why you collect it.
Customer-centricity is great, and it’s what drives the world’s leading brands. But some teams may feel they bear the brunt of customer complaints when things go wrong. So make sure those teams understand that every bit of feedback is an opportunity to improve, and the reason you collect feedback is to improve their performance and overall employee experience.
5. Balance high expectations and job security.
You want to motivate frontline staff to keep improving and deliver incredible CX. But at the same time, an employee who feels they need customer win after customer win just to keep their job won’t be made satisfied by doing it. It’ll only be a relief, not a source of happiness or pride.
6. Give the credit for good CX to your employees.
Nothing annoys frontline staff more than seeing great CX being attributed to the product, or senior leadership. Employees need to know that their efforts were integral in higher renewals, upsells, and customer satisfaction. Basically, the credit for CX success needs to be shared around fairly.