Two-years into the pandemic, the psychological contract between employees and employers has been changed forever. The changes in the way individuals work have not only changed their expectations, people are actively looking to join organisations capable of addressing their unique needs.
CX has grown in recent years to become a primary driver of growth, customer satisfaction and loyalty and employee engagement. The industry and discipline have become too powerful for companies to ignore, so much that companies that don’t prioritize customer experience run the risk of becoming obsolete.
Better employee experiences make for better customer experiences. According to research from Oxford University, workers are 13 percent more productive when they are happy, which should ultimately empower them to do better work. Patrick Lencioni, the author of The Truth About Employee Engagement, believes that employees want to matter and feel that their work is having an impact on the organization.
Your marketing strategies should greatly focus on consumer expectations. Knowing what your customer needs will help you to build improved products and to attract your targeted audience. The client expectations are typically based on actions brands show when they interact with a company.
Leading brands are learning to transform operating models and processes that support digital-first customer engagement while exploring opportunities to create value in new ways. It’s a fundamental shift from selling to understanding customers.
It seems obvious that happy employees create happy customers. But as the world gets back to work post-pandemic, will organizations be able to keep their employees happy, healthy, and engaged in order to create those great customer experiences?
The value of customer experience (CX) design and management has been well-established. And CX maturity models have been used for several years to guide, measure, and improve companies’ performance on CX. Now that businesses are waking up to EX as an equally valuable organizational competence, an EX Maturity Model is needed.
Employee engagement defines the emotional commitment and sense of responsibility that an employee carries towards his/her organisation, its goals and visions. The repercussions of the Covid-19 pandemic have urged employees to shift to working right from their dwelling places. This has impacted their work lives in both positive and negative directions.
‘Employee experience’ has become the buzzword in board meetings, transcending boundaries of HR duties, and adding a meaningful dimension to the smooth functioning and optimum organizational growth.