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Companies want, and need, to know how they are performing on key stakeholder centricity elements, and\u00a0we have developed a 6 factor, 25 question survey: The question categories are:<\/a><\/p>\n 1. Recognize that employees\u2019 behavior, like customers, has both emotional and rational and emotional underpinnings (4 questions)<\/p>\n 2. Consider the ways that employees make decisions on how to act (toward other employees and to customers (5 questions)<\/p>\n 3. Consider stakeholder-centric cultural effects on employee behavior (5 questions)<\/p>\n 4. Consider the differences (and connections) between employee satisfaction, employee engagement and employee ambassadorship (4 questions)<\/p>\n 5. Consider that employees, like customers, have a defined life cycle (5 questions)<\/p>\n 6. Consider the dual roles of organizational readiness and leadership in shaping employee ambassadorship behavior (2 questions)<\/p>\n This self assessment has been designed to help identify how, and how effectively, enterprise culture helps shape employee behavior and the delivery of customer value, with employee ambassadorship as an optimal state. The questions address such key areas as organizational readiness, employee life cycle, and leadership.<\/p>\n The questionnaire looks different than any other cultural, employee satisfaction, or employee engagement survey you may have seen or participated in; and it\u2019s not an accident. Here is a brief look at some of the most important things we have learned from the survey results:<\/p>\n \u2013 Some of the lowest agreement scores we have seen deal with the degree to which organizations understand the influence of employee emotional state and experience on customer behavior, and the extent to which these emotions create or destroy both employee and customer value<\/p>\n \u2013 Newer employees tend to be treated differently than longer-tenured employees in terms of training, advancement opportunities, etc. One result of less attention being paid to longer-tenured employees, which our research has uncovered, is that they tend to have less positivity in both emotions and perspectives.<\/p>\n \u2013 Organizations consider themselves to be largely product-centric and sales-centric, and focus on assumed linkage between employee satisfaction and customer loyalty. In addition, organizations focus on creating high employee and customer satisfaction, which is principally about attitudes rather than behaviors<\/p>\n \u2013 There is rather low belief that company leadership directs HR to shape and support employee ambassadorial behavior<\/p>\n We have long chronicled the causation and strong correlation between\u00a0employee ambassadorship<\/a>,\u00a0employee commitment and loyalty, customer experience and value delivery, and downstream customer behavior<\/a>. For enterprise cultures today and to paraphrase Robert Frost\u2019s famous poem, \u2018The Road Not Taken\u2019, ambassadorship and \u2018people first\u2019 may be the road less traveled for many companies, but organizations will find that traveling it makes all the difference.<\/p>\n Republished with permission from <\/span>CustomerThink.com<\/a><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
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