RETHINKING THE CURRENCY OF THE EMPLOYEE EXPERIENCE AS MEANINGFUL WORK & INTERNAL SERVICE FRUSTRATIONS
By: John A. Goodman
iSixSigma Magazine February 2011
Superior products and services build customer loyalty, but “being easy to do business with” may be a key to sustaining loyalty. An effective voice of the customer (VOC) process can optimize “ease of doing business” performance. While most companies have evolved some type of VOC process, many struggle with the focal input – data collection. Best in class VOC data collection shares four characteristics: (1) a unified data collection plan; (2) the integration of multiple, disparate sources of data; (3) a conversion of “squishy” data into a revenue-based business case that compels action; and, (4) an action-centric set of recommendations for improving the customer experience.
So argues Wharton’s Dr. Peter Cappelli in his August 3rd, Wall Street Journal C-Suite Strategies feature.
While Cappelli is spot on in suggesting that the traditional employee survey has increasingly deteriorated into a tick-the-HR-box, low ROI exercise, our work points to an alternative and more powerful solution for reinvigorating employee surveys: reframing the employee experience around the concepts of “meaningful work” and “internal service frustrations”.
