![]() It is elegantly simple, and it works splendidly. ![]() Quicken Loans has innovated a process for delivering continual change while providing a stable cultural structure. The key to satisfaction, in both workers and customers, resides in the same fundamental capability: organizations must be able to listen, and employees must be able to enact real change. The entire organization, on micro and macro scales needs to be able to collaborate and improve, so that today’s annoyances are solved before they become real problems. There is a much deeper principle at work in satisfying customers and employees. From the customer’s perspective, hearing that “smile” in the employee’s voice can help, but being sent to five different agents in order to solve a simple problem will still breed rampant dissatisfaction. This is true, but it is a superficial truth if you want to understand why and how customer and employee satisfaction is correlated. We would think, naturally, that employees are happier when they interact with happy customers, and customers are happier when they interact with happy employees. ![]() This data makes sense, but it misconstrues the point by focusing on one layer of the organization. Increasing employee satisfaction leads to happier customers, and creating happier customers increases job satisfaction in customer-facing employees (Zablah, Carlson, Donavan, Maxham, and Brown, 2016). Some of this work focuses specifically on customer-facing employees proving, as reported in Journal of Applied Psychology, that this relationship is indeed reciprocal. There is an incredible amount of data corroborating the deep relatedness between customer satisfaction and employee satisfaction.
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