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Employee engagement - why measure it?

Employees don't believe that their efforts are being sufficiently recognised by management.

That's the result we've drawn from our extensive experience, anyway.

Our last 100 assessments of companies in a mixture of industries, have shown that less than seven out of 10 employees feel recognised for what they do. Overall, staff only score their place of work 7.8 out of 10.

There's a proven link between satisfied employees and satisfied customers. Committed and motivated employees are passionate about what they do, helping them deliver excellent customer service and gain customer loyalty.

Our assessments have also highlighted that employees are often aware of their business' customer service issues, whether these are behavioural or relate to the systems and processes used.

In fact, often these issues are highlighted by the customers themselves, meaning that both customers and employees are aware things aren't running smoothly. But too often these aren't being resolved.

It's not just the qualitative questions in our research that has given us these results, but also the free text questions we ask.

Employees are frustrated, and are demanding action.

"Great team of people to work with, but we get no appreciation from management."

That's just one of the answers we've received.

More often than not, employee loyalty rests with colleagues and management, and not the company itself.

As a result of this lack of employee loyalty, the following consequences occur with regards to customer issues:

• Employees are unable/incapable of fixing the problem or do not feel empowered to;
• They are unwilling to put themselves forward;
• They simply cannot be bothered.

When presenting our findings back to the business during the feedback process, we find that management are generally surprised by the employee feedback. But most are willing to tackle the issues head on. Without this feedback, there is a risk that issues will continue unchecked and that things will simply go from bad to worse.

All of these are symptoms of a business that is not customer centric, and management should be seriously concerned about the impact on the business. The message is clear. If you do not measure something, how can you act on it? Make 2016 the year that you put measures in place. Speak to us for more details on how we can help: enquiry@investorincustomers.com