Driving Employee Engagement Will Drive Your Client Engagement
Happy employees lead to happy clients. Knowing that, why do so few companies focus on employee engagement?
At my company, we prioritize employee engagement for two reasons: First, disengaged employees are less productive at work, lowering the quality of deliverables and harming the company’s culture and reputation; and second, disengaged employees present themselves poorly to clients, creating negative impressions and reducing conversions.
To avoid a destructive company culture and disappointed clients, leaders should focus more on engaging their employees. Not only will this lead to greater efficacy and efficiency in the workplace, but it will also bolster client engagement and, by default, company success.
The Perks of an Engaged Workforce
A company that wants to foster employee engagement — and benefit from it — must engage all its people, not just the client-facing ones.
Engaged employees bring energy and innovation to the office — working harder, thinking differently, and investing more in their jobs as result of this stimulation. As a result, they’re able to solve complex problems with creative solutions, producing more revenue and outpacing their disengaged competitors.
Simply put, an engaged workforce renders a more successful company. There’s a direct correlation between employee satisfaction and client satisfaction. When employees are more positive and helpful in their interactions, this positivity translates to clients, driving stronger service and building better relationships. And clients reward this good service with repeat business and by spreading brand awareness — through either word-of-mouth advertising or posting online reviews.
What Leaders Should Know About Engagement
Though compensation is a primary way to create engagement, money isn’t everything. According to Gallup, while 54 percent of disengaged employees would leave their jobs for a raise of less than 20 percent, only 37 percent of engaged employees would do the same.
By treating each employee as an individual rather than as a cog in a machine and listening to what they value, leaders can better understand their employees and their individual needs and preferences, creating engagement outside of compensation. Mangers can then customize ways to engage employees within the company or provide the resources that can bolster an employee’s own engagement practices.
My company, for instance, encourages employees to hone in on and maximize what makes them most happy and most productive. While for me that may be flexibility, for others that might be the ability to work in different locations around the world. Others value the ownership they have on specific projects, the educational support or wellness perks they receive, or the time off our company offers. It’s all about preference.
More than salary, leaders should focus on company culture as an effective engagement strategy, and they can do this by following these three strategies:
- Schedule Frequent, Transparent, and Direct Conversations with Employees
Transparent leaders discover and solve employee problems more quickly, with 70 percent of employees being more engaged when their leaders regularly update them on changes in company strategy or goals. What’s more, effective communication can also reduce the impact or pervasiveness of individual problems.
While many employees may be afraid to approach their managers and talk things through spontaneously, leaders who arrange opportunities to sit down with employees one-on-one often find these opportunities are a great way to understand and address any issues or needs. Don’t beat around the bush during these meetings, though. Get the answers you need by asking the right questions: What keeps your employees engaged? What do they love about their jobs? What would make them love their job more?
It all boils down to frequent and direct communication, because the more you talk openly with your people, the better you understand what’s going on with them.
- Remove Barriers That Make Life Harder
While communication is the first step to understanding employee engagement, realize engagement largely hinges on giving people the tools and structures they need in order to flourish.
The larger an organization becomes, for example, the more convoluted workflows get, which can lead to worker frustration. To assess these workflows and how exactly your employees are affected, you can take inventory of the most necessary processes, break down unnecessary silos, or automate what can be automated. Making life easier for employees is a quick way to engage them.
If some employees don’t like a specific workflow or feel overworked given the way their roles operate, you should first discuss these barriers with them, then explore options that can make everyone work smarter and, finally, budget to accommodate that change.
- Acknowledge and Support Personal Goals
A company culture of engagement should account for both today and tomorrow, as few employees want to stay in the same role forever. Many of today’s workers aren’t wedded to a particular company, with only 13 percent of Millennials believing that they should stay at a job for at least five years before leaving. Acknowledging personal development goals and providing educational opportunities to help employees grow is essential to not only engagement, but also retention.
You must recognize that turnover is inevitable, but employees who feel valued and respected, achieve good work-life balances, and are more engaged in their jobs are more likely to stay. Not to mention that at an average hiring cost of $4,000 for a new employee, it’s far more expensive to hire than it is to retain top talent.
Employees want to perform at high levels, but companies don’t always make it easy for them to stay engaged. Opening up communication, building stronger interpersonal relationships, giving workers the tools they need to succeed, and creating opportunities for satisfaction inside and outside the office are great ways for leaders to promote engagement. Your devoted workforce will reward your efforts with higher client satisfaction, stronger revenue, and a happier culture. Who wouldn’t want to work at a place like that?
Photo Credit: Dr Carr at ISU Flickr via Compfight cc
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