For decades, it was assumed that employees were motivated only by extrinsic factors such as pay, resources, and health plans. While those traditional benefits are certainly still a motivating factor for most workers, more and more research is showing that employee engagement also has a lot to do with how people feel at work.
Archive for the ‘Employee Service’ Category
Employee Engagement: Helping Employees Find Meaning on the Job
Tuesday, November 1st, 2011How Disengaged Employees Create Disengaged Customers
Thursday, May 5th, 2011Engaged Employees create Engaged Customers—it’s one of our mottoes. As we’ve written before, our research shows that engagement among employees is contagious—it quickly spreads to customers. Highly engaged employees foster more loyal, enthusiastic customers who are more willing to give referrals, go out of their way to do business with you, and increase spending. However, the flip side of this foundational equation is also true. Disengaged employees create disengaged customers. In this post we’ll focus on the negative impacts disengaged employees can have on your workforce and customer base.
Brand Ambassador Award Winners for 2011
Monday, March 7th, 2011
PeopleMetrics recently announced the winners of the 2011 Brand Ambassador Awards. Given to six individuals across five companies, the Brand Ambassador Awards recognize individuals who have consistently delivered extraordinary customer service. Alphabetized by company name, this year’s Brand Ambassador Award winners are: (more…)
Bringing Customer Satisfaction Experience Research to Front-Line Employees
Tuesday, February 8th, 2011There is nary a compa
ny in operation today that doesn’t claim to have its collective ear open to the voice of the customer. Ask any CEO, and she or he is likely to exclaim, yes, of course they are collecting customer feedback. Whether or not that customer feedback is actually making an impact on day-to-day operations, however, is another question altogether. Too often, customer satisfaction experience research results get mired in a certain department, or on a certain executive’s desk, and are never folded back into day-to-day operations. Companies often become so enamored with the idea of measuring customer feedback and tracking scores that they forget to actually use feedback data to improve operations and strengthen customer relationships. When customer survey results are restricted to marketing and strategy departments, their power is lost. It is only when we close the feedback loop by applying customer feedback to front-line operations that change can be made.
Bridging the Engagement Gap with Positive Psychology
Monday, April 12th, 2010
A gap separates good companies from great ones. Shrinking this gap results in better employee performance, lower operating costs, and increased customer engagement. What is this one seemingly magical rift that separates surviving companies from thriving companies? The engagement gap.