{"id":8531,"date":"2024-08-23T15:02:06","date_gmt":"2024-08-23T15:02:06","guid":{"rendered":"https:\/\/tup.kxe.temporary.site\/how-employee-experience-drives-customer-satisfaction\/"},"modified":"2024-08-23T15:02:06","modified_gmt":"2024-08-23T15:02:06","slug":"how-employee-experience-drives-customer-satisfaction","status":"publish","type":"post","link":"https:\/\/okdesign.ca\/fr\/how-employee-experience-drives-customer-satisfaction\/","title":{"rendered":"How employee experience drives customer satisfaction"},"content":{"rendered":"


\n<\/p>\n

\n

The connection between employee experience (EX) and customer experience<\/a> (CX) is well-documented, with both anecdotal evidence and statistical data supporting the correlation.<\/p>\n

Research indicates that positive EX leads to superior CX, which in turn drives revenue growth and customer satisfaction. This relationship is demonstrated in companies where engaged employees deliver exceptional service, resulting in improved customer relations and business success.\u00a0<\/p>\n

Below, we\u2019ll dive deeper into the connection between EX and CX, discuss an example and take a look at tips for how to improve EX and thereby CX.<\/p>\n

The correlation between EX and CX<\/h2>\n

A 2022 Harvard Business Review study<\/a> examined a large global retailer whose business relied on customer-facing employees. After reviewing three years of employee and financial data, researchers found a clear and substantial link between employees and revenue.\u00a0<\/p>\n

\n

\u201cIf an average store could move from the bottom quartile to the top quartile in each of the employee experience metrics we studied, they would increase their revenue by more than 50% and profits by nearly as much\u2026if an average store could move from the bottom quartile of performance to the top quartile in each of the four dimensions it would go from generating $57 per person-hour worked to $87 per person-hour. That\u2019s more than a 50% increase in revenue.\u201d<\/p>\n<\/blockquote>\n

It makes sense that companies with engaged employees would outperform companies that lacked engaged employees. After all, strong employee engagement rates lead to improved employee longevity and many times, it is these longer-tenured employees who are key to seamlessly delivering CX.\u00a0<\/p>\n

While creating a positive organizational culture is key to enhancing both EX and CX, what happens when it doesn\u2019t exist?<\/p>\n

When good service falters: A personal case study<\/h2>\n

I had heard numerous stories about negative customer experiences with a vendor I was working with but had not experienced them firsthand. Interestingly, I found that the true measure of CX is often revealed during challenging times. Yes, this is much like the saying about individuals showing their true character in times of adversity.\u00a0<\/p>\n

After a few months of strong service, I encountered an issue with the vendor. I soon realized my level of satisfaction with the vendor\u2019s service was dropping. Noticeably, it coincided with the start of the vendor\u2019s high employee turnover. For the most part, my interactions with the vendor were online, but I had a recent opportunity to visit their offices, and the visit provided further insights into my poor experience.<\/p>\n

Behind the scenes: Insights from a vendor visit<\/h2>\n

During my visit, I observed a lack of teamwork among employees. Despite their good intentions, employees across departments were not able (or perhaps willing) to come together to solve my challenge.\u00a0<\/p>\n

There was one person who took charge, but as soon as the solution required the help of a colleague from a different group, conversations stalled. The atmosphere in the office was sullen and there were mutterings about another employee who had resigned at the beginning of the week.\u00a0<\/p>\n

A deeper conversation with my contacts revealed that employees felt their voices were not heard and that they did not feel valued.\u00a0<\/p>\n

The pillars of employee engagement<\/h2>\n

These insights align with research from Gallup that revealed the five key drivers of employee engagement <\/a>and their importance in building a strong employee experience. These drivers include creating a sense of purpose, ensuring personal and professional development, pairing individuals with a caring manager, facilitating ongoing conversations and focusing on an individual\u2019s strengths rather than weaknesses.\u00a0<\/p>\n

Of all the drivers from Gallup\u2019s research, the outsized importance of managers surprised me. Gallup found that the manager determined 70% of the variance in team engagement. While some of us luck out and work for great managers, this is not always the case. But there is no need to despair; there are several strategies for improving the employee experience.<\/p>\n

Crafting the employee journey: Tips for improving EX<\/h2>\n

When employee engagement is strong, employees feel a sense of belonging, take ownership, stay longer at the company and perform at higher levels. Similar to designing a customer journey map<\/a>, companies with strong EX need to:<\/p>\n