Everything looks stacked against the manager at the moment, many facing uncertain business prospects and intense cost pressures. We recently visited two cost conscious hotels, with contrasting results.
In one, the tone was set by the receptionist, who miserably complained to the customer that there werent enough staff. In the other, the staff response in a snow storm was a credit to team spirit and helpful service to guests in difficulty.
Both were very cost-aware, but we believe the difference was achieved through fostering a climate of customer and employee engagement. At its root, engaged employees are more likely to give discretionary effort towards their customers and feel involved in company viability.
Four Principles of Employee and Customer Engagement
Managers must live by four principles to achieve engagement.
1. Well-being
Well-being at work means that employees care about their company in return for the company caring about them.
At its most basic, companies have a duty to ensure their products and services carry no long term harm to their customers. Toyota is currently feeling this keenly. More proactively, companies need to harmonise maximising customer satisfaction with long-term customer benefits. In the end, a “profit at any price” approach will lead customers to turn away.
2. Information
Information must flow unhindered in a vibrant company. To achieve this, Marks & Spencer directors conduct regular employee meetings to surface concerns and work them through. For customers, organisations need to be transparent, with easy-to-access product and company data.
3. Fairness
Fairness is about dealing with employees and customers consistently and equitably throughout their entire relationship with the organisation – for employees, from recruitment and hiring, to professional development, to rewards and promotion. Employees must have stimulating, challenging work. Customers need confidence in the company, that one customer will get no less favourable treatment than the other, and that companies do not hide behind legal loopholes.
4. Involvement
Companies should strive to cultivate positive relationships between managers and employees. Honda employees take pride in their company, which makes great efforts to encourage communication and involvement. Companies should strive to cultivate similarly meaningful relationships with customers, giving them the chance to be involved in any product or service introduction or redesign. Regular focus groups and customer panels will help assert the voice of the consumer.
Managers: its down to you
A team members line manager has a powerful influence in shaping attitudes and approaches to customers and change. Successful managers ensure that management and employees interact on a regular basis.
• Stay focused on the customer
Dont let cost savings take over as the sole priority.
• Implement continuous employee development
Give something back, even in tough times.
• Reward and recognise employees
Be creative, dont give up on recognition because money is tight.
Steve Macaulay and Sarah Cook are development specialists. Steve is a Learning Development Executive at Cranfield School of Management, Sarah is Managing Director of The Stairway Consultancy. Steve can be contacted via email on s.macaulay@cranfield.ac.uk; Sarah on sarah@thestairway.co.uk
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