Want to increase your organization’s profits?
Did you know that the average annual growth rate of experience-driven businesses is 15% higher than companies that do not intentionally create a positive experience for their clients? The key word here is intentionally. Your clients are already having an experience working with your firm. The only question is, what is that experience and is it an experience that will drive loyalty?
So, where do you begin? Create a culture of strong employee engagement.
Your client’s experience is only as good as your least engaged employee. Your employees are your brand. They are the face of your brand—the face of your business to the client. It makes sense then that your clients’ experience working with your firm is the result of the engagement and behaviors of your employees.
How engaged are your employees?
Before you assume that you have a team full of engaged employees, consider this. According to a 2017 Gallup Employee Engagement Report, only 33% of employees in the United States are engaged. These are startling numbers and, given the impact on your clients if your team is disengaged, they speak to the impact that your employee’s experience has on the overall success, and growth, of your organization.
I’m not suggesting that the employee experience at your firm is poor. However, with the importance of your team’s engagement on your clients’ loyalty, making your employees’ experience a priority makes financial sense.
How to get started creating a strong EX initiative.
With over 14% turn-over in the professional services industry each year, the key to keeping your employees engaged is making sure that they feel important in their role. I spoke with a firm recently who faced this situation.
The typical path for the engineers in this firm as they rose through the ranks included becoming project managers. Here was the challenge: they had some exceptional technical professionals who, they realized, were not well suited for the role of project managers. They valued these individual’s expertise and wanted to provide an equal, yet different, path to leadership. So, they created the role of Technical Manager to offer a path upwards without the responsibilities associated with actually managing projects. This made sense to the leadership of the firm, but it was not as easy as they thought it would be to convince those who were being recommended into the role of Technical Manager that they were as highly valued as those in the Project Manager role.
With some focus on the employee’s perception in this situation, the firm overcame this challenge to everyone’s benefit and advantage. Following are three strategies they used that may help your organization as you seek to further engage your team.
- Identify and encourage self-improvement and growth paths
Everything in life changes, including people. Provide employees with room to grow and a path for success. Not only will their enthusiasm for their role impact your client’s experience; if employees do not see a clear path of growth or development in their role, they may begin to look for employment elsewhere, leaving your firm with a gap. Encourage employees and provide opportunities for them to learn new skills. It’s a win-win for you and your team.
- Be generous with praise and recognition
Let your employees know that they are doing a good job. They want to know their efforts are appreciated and that their hard work doesn’t go unnoticed. In the case of the firm I mentioned previously, this was one of the ways they drew attention to the importance of the Technical Manager role creating pride for those in that position. Recognizing your employees will also encourage them to continue to be innovative, to take action and to solve problems. Catch staff doing something good and acknowledge them for it.
- Encourage open communication
Do you have an open-door policy in your office? Do your staff members know that they can talk to you or other managers when they have questions, ideas or concerns? It’s important that your staff members feel their input matters instead of a dividing line between management and lower-level employees.
The bottom line is that firms that excel in Client Experience (CX) have 1.5 times more engaged employees than companies with a poor record of client experience. And as we stated at the beginning, the annual growth rate of experience-driven businesses is 15% higher than companies that do not have an intentional CX program; it should be clear that companies who invest in the employee experience will see a higher ROI than those who don’t.
Take the next step.
Ask us how you can implement a successful EX program today!
Email us at Answers@clientsavvy.com or give us call us at 1-866-433-7322. A 15-minute phone call will our client experience experts will give you insight into the next steps that make sense for your firm.