Great Employee Experience = Better Customer Experience

Most organizations do not have enough accurate insight into what their employees are experiencing. Do employees have to search long and hard for customer information? Do they have to click through screen after screen to complete a task? Are manual processes managed in Excel and via multiple rounds of emails? Are employees frustrated or fulfilled? Do they feel heard and valued or ignored?

When employees are frustrated with their internal experiences, the customer will be exponentially frustrated. Why? Because it affects the customer experience ecosystem. This ecosystem is the complex set of relationships among an organizations’s employees, partners, and customers that determines the quality of all customer interactions. It is the single most powerful framework for diagnosing and then fixing customer experience problems in ways that make the fixes stick over time.

Just like a natural ecosystem, your customer experience ecosystem consists of living beings. These are the customers, employees, and partner companies who interact with each other, either directly or indirectly, along a customer journey. The ecosystem also includes nonliving components, like the policies, processes, and technologies that lay down rails for how people interact.

Engaged employees are valuable assets. They trigger a virtuous cycle that drives great customer experiences, leading to more loyal customers and stronger financial results. Temkin Group’s Employee Engagement Benchmark, 2015 found that:

Companies with above average customer experience (CX) in their industry benefit from a workforce where 75% of their employees are highly or moderately engaged compared to only 47% of employees at other companies. Employees working for CX leaders are more committed to their jobs and work harder.

Engaged employees demonstrate a higher commitment to their work across a spectrum of activities. For example, they are more than twice as likely to help someone at work even if they are not asked, three times as likely to make a recommendation for an improvement to the company, and over three times as likely to do something good for the company that is not expected of them. They are also less likely to take a sick day or look for a new job in the coming six months.