To win in the marketplace, you must first win in the workplace.”
A satisfied employee is a great advocate to a company’s brand and a high-performance asset in the organization. Most organizations choose the customer route to win their markets. Today, organizations are finding new ways to satisfy employees, so employee experiences complement customer experiences. In this dynamic world, industries depend hugely on data. It gets more interesting when organizations can collect, store, and analyze behavioral data of employees like empathy, satisfaction, ambition, insecurity, and happiness.
Building an organization with engaged employees starts with hiring the right people. Hiring managers must not only scrutinize potential candidates for technical and functional skills but also emotional intelligence, ownership, commitment, empathy, and stability. Hiring the right people builds a rich database of employee characteristics, also called the emotional data of the organization. Since the Human Resources department plays a key role in the hiring process, the database establishes a strong collaboration between the HR team and the hiring managers. Employee attitudes have a massive impact on client satisfaction. Employee behavioral data helps the leadership team to coach employees on how important they are to the company and customers.
Willingness to Change
Long-term stability induces inertia and stunts growth. Hence, executives and mid-level managers must be willing to take calculated risks internally, drive a change-positive mindset, and help their teams with all the necessary tools to support the change. A cultural shift is time-consuming and risky but it is a crucial step to find innovative solutions for customer satisfaction. Leaders of the organization must be willing to extend their support in enhancing the culture of the organization. The HR team is instrumental in this process. HR managers must be very collaborative with the hiring managers right from employee onboarding to building a strong team.
Data, on the other hand, helps the HR team to derive actionable insights effective for a cultural shift. Data provides an opportunity to identify and eliminate constraints or pain points of the system. Constraints form the basis of improvement because they offer an opportunity to innovate. Eliminating one constraint at a time will reduce friction and improve organizational efficiency.
Employees depend on leaders for direction and strength. This is a great opportunity for leaders to coach employees so they own their responsibilities. Employees must be coached on integrity and accountability, so the best customer experiences can be offered. Innovation towards improving customer experience should be the ultimate goal of every employee in the organization. This ownership is achieved by creating a value-driven culture internally. Regular interactions with the employees help leadership to set expectations and drive functional excellence.
Great leadership is not just a virtue, but a culture. A group of leaders form a strong team and thus a strong organization. Individual contributors who don’t lead a team can also portray leadership by designing processes that eventually become organizational change-makers. Organizational ownership starts with employee ownership. Every employee must own the organization and become a separate identity apart from the company’s brand identity. Every team must build individual contributors. People’s leadership fosters value creation, enhanced customer experience, and faster functional growth.
Employee reviews are a great platform to emotionally connect with individual employees. Managers have the opportunity to understand employee performance, identify bottlenecks, and give constructive feedback. Employee reviews also offer the HR team an opportunity to collect a 360-degree review of employee performance, offer guidance, and boost employee morale. Managers and the HR team can coach employees in dealing with ambiguity and identify resources to help employees grow.
A Collaborative Culture
Communication plays a crucial role in building collaboration internally. Organizations must be extremely well-connected to promote inclusiveness, innovation, excitement, and organizational ownership. Feuji is filled with energy and excitement. We organize collaborative events like Coffee Talks, fests, and Open Houses to promote employee engagement, interaction, and communication. Because Feuji is diverse in its culture and identity, our people bring a whole new perspective to the table when dealing with ambiguity. We are united through our diversity!
An active organization with supportive leadership is energetic and young. Excitement pushes the organization to do better and bigger, by solving complex problems with the simplest possible solutions and offering customers their dream experience.