Magazine article CRM Magazine

With CX, Engaged Employees Mean Everything: A Customer-Focused Culture Starts with People Who Feel Good about Their Work

Magazine article CRM Magazine

With CX, Engaged Employees Mean Everything: A Customer-Focused Culture Starts with People Who Feel Good about Their Work

Article excerpt

THE CUSTOMER experience you deliver is a reflection of your culture and operating processes. If you want customers to have excellent experiences, you need to make sure your organization is set up to accomplish that goal.

When we talk about organizations and culture, what are we really talking about? Employees. And our research demonstrates that engaged employees make a huge impact on the customer experience (CX).

CX leaders have employees who are 1.5 times more engaged than those of CX laggards. Using the Temkin Employee Engagement Index, we evaluated the engagement level of more than 5,000 U.S. employees. In companies that lead in CX, 75 percent of employees are highly or moderately engaged. Less than half of the employees in companies that lag in CX are equally engaged. This is not a coincidence. It would be nearly impossible to sustain great CX with a disengaged workforce.

Engaged employees are a huge asset. Highly engaged employees are more than four times as likely to recommend the company's products and services, 2.5 times as likely to stay after hours to get work done, and seven times as likely to recommend the company to a friend or relative than disengaged employees are.

Engaged employees stick around. Employees who don't feel they're being paid appropriately are slightly more likely to seek a new job. But those who don't feel good about the work they're doing are twice as likely to look for a new job as those who do. Companies tend to focus on extrinsic rewards like pay instead of a more impactful intrinsic reward like meaningfulness.

Companies haven't solved employee engagement. In our Temkin Group Employee Engagement Competency & Maturity Assessment, only 12 percent of large companies were at the highest two levels of maturity: "enhancing" (level five) and "maximizing" (level six). But 61 percent were at the bottom two, "damaging" and "neglecting."

MASTER THE FIVE I'S OF EMPLOYEE ENGAGEMENT

But companies can make a difference. How? By focusing on what we call the Five I's of Employee Engagement:

Inspire. Connect employees to the company's vision and values. TouchPoint Support Services fosters such an inspirational culture by having leaders at or above the director level spend three days every year at the company's national meeting to discuss and share their successes. …

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