Employee Experience Leadership & Management

Age of Employee Service

The age of the customer experience has now become the impetus for the rise for the employee experience.

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Gary McClain, Ph. D specializes in helping patients cope with the emotional impact of the diagnosis of chronic and life-threatening illnesses. He encourages his patience to focus on what they can control versus the inevitability of situations.

As he expresses, “if you can’t control it, let it go!”

This is easier said than done but if we can perfect the uncanny ability to compartmentalize and lend our energy on a solution, we will accomplish much more.

Most have heard of the Great Resignation or Talent Uprising. If you haven’t, Forbes wrote a fantastic article on these. In short, this movement and new dichotomy is the result of years of unintentional abuse and disregard.

While the customer is an integral component of an organization's growth, an employee is inextricably bound to the organization. Sure, some churn will occur, just as some customers will go to a competitor. However, when was the last time you heard a sales exec stating “let's not invest in a CRM or sales support because customers are whimsical?”

It’s imperative that organizations invest in their employees, regardless of ROI.

This mindset shift will create the virtuous cycle of socially & emotionally aware leaders who are empathetic.

We’ve entered the age of “Employee Service.”

Employee Service can be defined as providing timely, attentive, upbeat service to an Employee, and making sure their needs are met.

What Employee Service is not:

  • “I need to do what’s best for my organization and employees.”

Employee Service organizations understand the redundancy in this statement - the employee and organization are one.

  • “The customer is always right.”

Employee service organizations understand they should always have their customer’s best interests in mind. But the customer's need does not trump the employee’s need.

The workforce has always had a baseline of expectations from employers. Leaders will need to be patient, empathetic, and improve their listening skills in order to quickly adapt with robust decision quality.

Honing your employer value prop (EVP) and intertwining the characteristics with your Employee Service model will create deeper relationships within and outside your organization.

In the words of The Master of Disguise - "it's so crazy it might just work!"

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