Recently I have read a number of articles that postulated that putting the customer first was not necessarily the only or even the best route to success. So customer satisfaction was not the Holy Grail. At first sight, this seems like heresy to those who have been preaching for years about the need for the IT community to stop their inward focus on the technology and start to understand the needs of the customer so that they can deliver services of real value to the enterprise and its customers.
However, what they were proposing, and in some cases practicing, was a regime where the focus was on employee satisfaction. The proposition was that by creating a satisfied workforce, the business results would follow naturally. By a satisfied workforce they mean one that is properly equipped to perform their role in terms of competence, tools and engagement, is suitably rewarded for their efforts and is motivated to deliver; a workforce that looks forward to going to work rather than dreading the daily grind.
The more I looked into it and found myself nodding in agreement, the more I realized that I was not just a convert, but that I already subscribed to many of these views.
We have always said that effective service management required a combination of people, process, products and partners, and equally that implementing a service improvement programme is above all about organizational change – getting people to think and work differently. Much of the difficulty is caused by the enterprise’s attitude towards its workforce. If they are merely seen as a collective group of “human resources”, to be dealt with as an amorphous mass rather than as unique individuals, then it is highly unlikely that they will perform to their full potential.
So how do we cultivate a satisfied workforce? Here are some of my thoughts:
- Engage them. It is vital that each individual understands and believes in exactly what the enterprise is trying to achieve and the role that they play within that. If each person doesn’t understand their role in the bigger picture, they will not be able to make sensible and independent decisions. If they don’t subscribe to the corporate goals, then ultimately they are unlikely to make that extra effort that sometimes makes the difference. You don’t want clock-watchers or jobs-worths.
- Invest in them. Providing each individual with the skills to perform their current role is vital, but it is equally important to provide clear development opportunities that allow them to grow in an appropriate manner for their capabilities and aspirations. This doesn’t mean letting people go on endless training events at a whim, but carefully nurturing each one to maximize their individual contributions. This is incompatible with the scattergun approach that many enterprises apply to training currently, where people are sent on courses randomly, because there’s a deal on or a space available. Indeed, many of the standard programmes and qualifications on offer become irrelevant since they fail to meet the requirements of the individual or the enterprise. In many cases I find that the individual wants a particular piece of paper because it will help them get a new job, not because it will materially benefit them in their current employment. In an enterprise with a satisfied workforce, training programmes and individual events will be selected, and frequently tailored, to meet specific needs, so the piece of paper becomes far less important than the enhanced knowledge and/or skill that has been acquired.
- Reward them. Money isn’t everything; indeed it has been shown to be a poor long-term motivator for most people. What is usually more valued is a reward structure that is varied and flexible, which enables individuals to select what suits them at a point in time and in a way that is important to them. Factors to consider include: base salary; performance related pay; pension; life, health and dental insurance; child care; company car or car allowance; corporate transport; sports and social facilities; family events; corporate sales and discounts; personal and group sponsorship; staff promotional activities. Recognise individuals according to their contribution; avoid single status structures that are linked to the reward mechanisms in a simplistic way. Group people in “job families” by competence sets and acknowledge that a senior “technician” may well provide more value than a junior “manager” so that each individual is rewarded on their contribution not on their job title.
Effective processes, the right supporting and enabling toolsets, and sensible engagement with and management of partners and suppliers all still have a key role to play. But there is no doubt that a satisfied workforce will deliver real value to the enterprise. Staff turnover will be lower; overall productivity will be higher because of enhanced teamwork and true competence; change will be easier to embrace; and motivated individuals will automatically deliver better customer service.
Look after your people and they will look after your business.
Any feedback and comments are always welcome!!
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