Employee experience improvements have been shown to lead to higher productivity, lower attrition and increased revenues (by as much as 2.5x, according to one Bain study).
But how do they impact your customers?
Your employees are the most important asset when it comes to designing and delivering first-class customer experience. They’re the ones who shape the products, the branding and ultimately the delivery to the customer.
Engaged employees understand what the customer wants too – in fact, research has shown that 70% of engaged employees indicate a good understanding of how to meet customer needs, compared to just 17% of disengaged employees.
A higher level of organisational commitment tends to result in an increase in the discretionary effort people put into their work.
So they’re more committed to understanding the experience you’re trying to deliver to customers and more committed to putting in the effort to deliver on it.a combination of motivating and demotivating factors. Once you know what they are, you can do more of the former and start to remove or reduce the influence of the latter.
Showing the impact of your program
While we know employee experience has a direct effect on the customer experience, great employee experience programs can deliver a help you identify the precise levers to pull so you can drive engagement amongst your teams and highlight the impact of those drivers on on your customer metrics.
Performing this kind of experience research is best done by adding a few new layers of feedback data on top of your annual or bi-annual engagement survey.
The annual engagement study is essential still, but it will only produce data from a snapshot in time. To get really granular on your data, you’ll want more data points – here are two great places to start:
So when you bring your employee and customer experience data together, you can start to analyse trends side-by-side and find correlations between the actions you’re taking with your employees and their impact on specific customer experience metrics.
For example, let’s say your engagement survey identifies training and development as an area for improvement. So you set an action plan and track your progress over the next 6 months with a series of pulse surveys.
Your program is working and now you want to expand it, but you need to get the budget from your leadership team.
By identifying gaps in the employee training experience and highlighting how those gaps are correlated with needs or gaps in the customer experience, you can model the impact of the training program on your key customer metrics – let’s say NPS scores for example.
So you’re able to say when you increase your scores for training and development by X, it will lead to an NPS score increase of Y.
- Pulse data – such as monthly or quarterly feedback on key initiatives or to track the progress of your action plans that emerged from your most recent engagement studies
- Lifecycle data – feedback triggered by key events in your employees’ time at the company such as onboarding, exit or training
These additional data points give you feedback tracked over time and attached to specific events, so you’ll be able to analyse them and identify the key drivers at every point in the employee lifecycle.
Going further than cx metrics
But it’s not just about tying your employee engagement actions to customer experience outcomes – many organisations will want to go one further and show the impact on the key business metrics, like revenue, sales or leads.
It’s something CX professionals are well versed in as they head into a board room armed with data that proves the ROI of their programs.
And HR programs can do the same too – not only can you go into the board and show how your employee experience program is impacting the customer experience, you can tie your actions to the key metrics the organisation cares about most.