How can you deliver loyalty-inspiring service if your people aren’t engaged?

Lack of employee engagement is a symptom rather than a problem in itself. So we start from the premise that people are assets and value them as the heart of the organisation, rather than getting side-tracked analysing “how engaged your employees are” and trying to whip up performance.

This instils a reciprocal feeling of being valued and appreciated, so building on what is recognised as the greatest of all motivational forces and creating a new zeal that dissolves the causes of disengagement and fosters greater teamwork.

We then reinforce this by eliminating most subjective incentive remuneration schemes and ensuring that people are recognised and rewarded for their contribution to the organisational team. Then – as an inevitable consequence of both these steps – we provide more effective management reporting, through new, meaningful and effective Key Performance Indicators (KPI) monitoring people management performance.

The principles that underpin our 3-in-1 approach are simple.

Taken from the 1994 Harvard Business Review article, “Putting the Service-Profit Chain to Work”, this chart has underpinned the development of the entire Customer Service Management (CSM) agenda for more than a decade now. It shows that customer loyalty is dependent on a satisfaction level in the upper half of the top decile. And customer service is ultimately totally dependent on people.

With such extremely low levels of employee engagement it would seem delivering good customer service is impossible. For, as Paul Orfalea, the founder of Kinko's said, "You can't take care of your customers unless you take care of your people."

Our approach replaces “Customer” with “Employee”

This perspective clearly shows that your employee satisfaction has to be in the upper half of the top decile to invoke employee loyalty. This is the standard to which organisations should work if they wish to:

• Aspire to exceptional customer service
• Reverse the trend of employee disengagement (which is in itself extremely contagious).

Ironically, even such a progressive management tool as 6 Sigma with its “voice-of-the-customer” philosophy and focus on minimising defects, fails to recognise the people factor. Remedial action all revolves around three strategies, process improvement, process redesign and process management. How do you drive these with people who are disengaged?

Zealise addresses this too, for our three-element solution mirrors and reinforces the 6 Sigma model by concentrating on the people assets, and enhancing people’s ability to improve their environment.

	6 Sigma (Process)	Zealise (People)
Strategic Element 1	Improvement	Asset Valuation - engenders engagement
Strategic Element 2	Redesign	Contribution Reward System - reinforces and embeds engagement
Strategic Element 3	Management	HCM Reporting - monitors people management effectiveness

So, if you want to create the organisational zeal to dramatically improve employee engagement, contact us immediately, to see how we can help. To find out more about our 3-in-1 solution go to People Assets, now.