Читать книгу The Employee Experience - Wride Matthew - Страница 12

Despite this, too many organizations try to dash past EX in favor of CX. Why doesn’t it work? For starters, CX is an outcome. For decades, managers have treated customer satisfaction as though it were something they could conjure out of procedures, perks, and pricing. Wrong. That’s like deciding to lose twenty pounds by taking weight loss pills while ignoring a healthy diet and exercise. Even if you get results, they won’t last – and you will waste a lot of money in the process.

A winning CX is the direct result of the attitudes and behaviors of your employees. Employees should come first, with results to follow, not the other way around. Think of it this way: When you went through your most recent customer service trauma, did you ask yourself: “What type of experience are we providing for the employee(s) who were involved in the problem?” Probably not. But was the crisis a direct result of someone failing to step up to keep a promise, identify and resolve a concern, or provide one small extra bit of service? We’ll bet it was. The point? For most organizations, their awareness of the EX does not match up with the important role it plays in determining the CX.

Employees are the face of your brand. They’re on the front lines and in direct contact with your customers. Sure, customers are also seeing your website, marketing, and real estate, but those do not outweigh a salesperson who goes out of her way to solve a problem or a school counselor who stays late to help a student with college scholarship forms. Consumers are human, and humans intuitively respond to human interactions more than they do slogans, packaging, or discounts.

That’s why the Employee Experience (EX) has far more potential than the CX to move the needle for your organization, by whatever metric you choose: revenue, growth, retention, customer satisfaction scores, number of students registered, patient satisfaction, and so on. But putting EX before CX also serves as a way to prevent your organization from diving down expensive, time-consuming rabbit holes.

Think about the costs, financial and otherwise, of implementing a CX management program where employees’ hearts and minds aren’t fully engaged. Some organizations spend a fortune on elaborate customer service safety nets designed to keep employees from damaging the customer relationship. Why? Because their employees don’t care. They’re having a lousy experience, so they’re not motivated to provide anything more than that to the customer. We call this the Law of Congruent Experience.

THE LAW OF CONGRUENT EXPERIENCE

Employees will deliver a Customer Experience that matches their own experience in the organization.

Indifferent employees mean indifferent customers. Angry employees put in minimal effort to take care of the customer. Customers respond in kind. In contrast, employees who are engaged and trust their employers will provide a great CX because they choose to. You don’t need call scripts or a patients’ bill of rights to keep them from damaging your brand. You can turn them loose, knowing that they will solve problems on their own, increase value, and breed customer loyalty. A terrific EX equals a superb, loyalty-winning, profit-creating CX.