Employee Insight Drives Performance M ost organizations regularly survey employees, but these programs are typically limited to
measuring employee engagement, identify-
operations or policies in other parts of the company that affect their ability to serve the customer.
Most organizations not only miss the opportunity to solicit
ing the drivers of employee satisfaction, and soliciting sugges-
systematic input from their employees, even worse, they inad-
in-depth questions about the workplace, rarely do they ask the
critical observations. Surveys in which employees are solicited
tions for improving working conditions. While surveys include questions whose answers could most dramatically affect the
overall quality of the customer experience and efficiency of
operations. Companies miss the opportunity to ask, for example, “What stands in the way of providing the best possible customer service? What do you need to perform your job better? What
do you think is key to attracting and retaining the highest value
vertently create cultures that make employees reluctant to share for a 360-degree view of the company’s key performance mea-
sures can fill these voids. For example, STAT Resources, Inc. has just developed a new Employee Generated Optimization (EGOSM) survey program that is the first to use employee insight in this way.
A corporate EGO survey not only gives Care a voice that
customers?” Yet, apart from customers themselves, no one is
can be heard in the C-suite about what stands in the way of
employees on the front line — staff who also understand the
cross-company, also enlists the entire organization in reaching
better positioned to report on customer experiences than the operational challenges and constraints in providing a stellar customer experience.
Employees across the organization — from front-line
sales reps to backroom IT specialists — all may have valuable intelligence about what will drive measurable improvements in
world-class service and market dominance, but, if implemented these goals. Even surveys of just the Care departments can give an enormous leg up on operational and quality improvements. A lesson from the security industry
A major security company was eager to launch service qual-
products and service quality delivery. However, there is probably
ity improvements to increase customer satisfaction. Company
obstacles to success than the frontline of your Care organiza-
phone with customer service, the higher the customer sat-
no group in the company in a better position to identify the
are rarely asked to, and of course, have little if any control over
www.customercarenews.com
Fall 2011
tion. While Care reps can often identify these obstacles, they
research showed that the less time a customer spent on the
isfaction scores were. In response to this finding, company management offered service representatives financial incentives
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