While brands are always attempting to capture an accurate understanding of how customers perceive their products and services, some of the most relevant data for improvement can be collected via internal survey programs. Employees can help unlock answers to vital issues facing organizations in any industry, because they are the ones on the frontline experiencing how the strategies theorized by leadership are performing in reality. Additionally, employee feedback surveys help to inspire high levels of engagement, which can serve as a huge positive within any organizational structure. Actively listening to the voice of your employees will help influence a culture that encourages a high level of engagement, while granting leadership vital insights that can help improve the overall Customer Experience.
The goal of any employee feedback program is to find quantifiable data about how daily operations are being executed on an individual level. Often, these surveys will focus on creating an accurate depiction of a company’s culture. Understanding your brand’s existing culture can have a huge influence on engagement levels among your staff, and highly-engaged employees will have a direct impact on the way customers wind up perceiving your brand. Anonymous surveys are the most common form of employee engagement practices, but it is important to make sure that leadership has the knowledge to ask the right questions and be able to make legitimate changes from the information provided by your employees. While simply listening to the voice of your employee can help inspire employees to be 4.6 times more likely to be confident in their performance, ultimately if leadership is not making legitimate adjustments based on this information it will wind up being a wasteful expenditure.
One growing trend in the employee feedback survey space is implementing the net promoter score® philosophy within this survey structure. This is a popular methodology that asks customers to rank their likelihood to recommend a product or service on a scale of 0-10, and segments customers into different categories according to their score. Brands can apply this philosophy to employees, by asking them to rank how likely they would recommend your workplace to family or friends. In doing so, you will be able to categorize employees on a quantifiable system that will help to direct the appropriate line of questioning and necessary actions. If an employee marked a score lower than 7, leadership can close the loop and create a more detailed dialogue about issues plaguing these individuals and apply that information to over-arching adjustments.
In addition to improving company culture, many of these employee feedback programs are designed with the goal of improving specific aspects of the customer journey that may be underperforming. If you have completed Customer Experience measurement programs that revealed these glaring issues, employee surveys can serve as a foil to the information you have already captured, helping leadership correctly prescribe the right course of action. Every brand will have its own unique set of questions that will uncover the best information and it is important that leadership stays engaged with the information provided instead of getting into a routine of collecting data and letting it become stale. While listening to employee concerns is important, if nothing is being done in response to their feedback, it could result in a completely disengaged staff, which overall has been estimated to cost organizations between $450-$550 billion dollars annually.
Ultimately, to provide a great Customer Experience you need to have great employees turning the ideas provided by leadership into a reality. Applying employee feedback surveys in tandem with Customer Experience measurement programs you already have in place will help brand leadership find the right questions to ask. Once you have figured out what information you are attempting to uncover, it is vital that you follow up the data-collection process with established action priorities, to ensure that employees know that their voices are being heard and acted upon. In doing so, your brand will find that it has higher rates of employee engagement along with an improved customer perception of your organization.
Net Promoter, Net Promoter System, Net Promoter Score, NPS and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.
Second To None empowers customer-centric brands to deliver consistent, intentional and authentic consumer experiences.
We adeptly design and manage mystery shopping, compliance, engagement and voice of customer solutions grounded in strategic relevance, program integrity and actionable insights. Our solutions are developed on the basis of solid research and statistical science. We achieve success through a relentless focus on quality and innovation, consultative relationships and a talented team of professional associates.