Consider this. How can you as a leader create an environment where employees are energised and passionate enough to play their role in delivering the organisation's strategy and customer goals? Sounds obvious, but employees are people, with particular points of view, some of which leaders hear, most of which they don't. Those highly customer centric and agile organisations are adept at keeping pace with and recognising employee needs for input, creativity and adding value.
The employee market is changing
It is predicted that by the year 2020 (only six years away!) as many as half of Australia’s workers will be employed on a contingent, project-based arrangement. According to research by recruitment firm Hays, 83.1 per cent of employers say up to a quarter of their workforces are made up of these workers. Lost productivity due to employee disengagement costs more than $300 billion a year in the US. However research by Amabile TM1, Kramer SJ in 2005 ‘Inner work life: understanding the subtext of business performance’. They found that the single most important differentiator for employees was their sense of being able to make progress in their work and deliver value.
What can leaders do?
Apply external brand principles internally by knowing your target audience as people. Brand decisions are about people’s lives, choices, who they are and who they aspire to be, their values. Clearly a one size approach to employee engagement and happiness does not fit all! Employees have choices, so emotional outcomes are as important for them as for customers.
Here are some key areas for leaders to help stimulate a creative and customer centric culture;