Being a member of Online Community you would know employee job satisfaction is one of the key goals of all successful companies. Happy employees are more loyal to the company and its vision. They go the extra mile to achieve company goals.
Dissatisfied workers experience lower productivity in the workplace, poorer performance, more job stress, and higher turnover rates. Moreover, low job satisfaction can result in low morale and low loyalty to the company itself and to any outside Online Community.
Job satisfaction is defined as the extent to which employees feel self-motivated and satisfied with their job. Employee satisfaction covers the basic concerns and needs of employees, and is essential to the success of any business. Job satisfaction is a combination of intrinsic (kind of work) and extrinsic (working condition) factors. Salary, promotion, work-life balance, recognition and appraisals are important factors to be considered in employee satisfaction.
Make strategic decisions to create a culture of engagement and satisfaction. Engaged employees have a strong sense of purpose and leadership. They add value by pushing limits, driving growth and innovation. Employee satisfaction is one of the key metric that can help determine overall health of an organization, which is why many organizations employ regular surveys to measure and track employee satisfaction over time. As a Online Community you would understand that this is one way to assess whether your team is happy and engaged at work. It is critical for employee retention. Sadly, CulturalManagement has observed that this has decreased significantly over the past twenty years.
At CulturalManagement we guide you on how to easily collect and understand employee feedback to create an action plan that works. Few ways a company can improve employee job satisfaction:
- Provide a positive working environment.
- Rewards and recognition.
- Make work-life balance a priority.
- Develop skills and potential of workforce.
- Create open and honest communication channels.
Look at how times have changed. There was a time when the purpose of having a contract between vendor and a vendee was simply to establish the terms of their relationship and the manner by which prospective business relationship is to be conducted. Remember the old days of a deal with just a handshake? How about "my word is my bond"? Those days are long gone and one must protect the company from any shady deals.
As soon as the terms of the contract are spelled out which are simple, concise and straightforward, you are ready to affix your signature and seal the agreement. That is basically contract management in a nutshell.
However, if you are talking of software license agreements, things will be quite different from your conventional contracts and the application of the principles related to vendor management will have a different complexion. If you are availing of one of these software packages which are governed by license agreements then it is essential that you spend a moment to study the fine prints of the terms and conditions as it is important that you understand every detail of its provision. This is how the principles of contract management are applied under agreements involving the purchase of software packages.
An effective contract management involving software packages will require you to focus on the prices and other legal provisions that are included in the agreement. The price is usually cited in the legal disclaimers about system performance and quality. This section of the contract is an essential component and it is important that you analyze if you are satisfied would this kind of relationship as what is indicated is what you will receive and nothing more. In your approach for relevant principles and techniques of vendor management, it is important that you are aware of what the vendor commits to provide you and the legal remedies available to you in case of disputes and disagreements.
It is imperative that you consider all provisions including those outside the contract price and major legal issues. If you feel that the contract presented by a vendor seems to be disadvantageous or deficient in substance in protecting your interest, the problem is not in the contract. There are some things that you might have missed during the negotiation that preceded the contract. Most of us have the tendency of focusing our attention on the more obvious aspects of the transaction and leave everything to the lawyer. In the end, we find ourselves with a contract which does not meet our expectation. In most cases, what we have as a contract is deficient or lacking in provisions on compliance to schedule, performance of the vendor and cost control.
So, what are the important things that you have to tackle in a negotiation? Obviously, you will have to agree on the contract price of the software package. Over and beyond the price consideration and other related issues, you have to focus extensively on the functionality and support services that you want the vendor to provide under the proposed agreement. You should remember that what is being sold is a collection of ideas and not a tangible and physical product. Its importance is determined by product's ability in providing the functionality that you need within a specified time frame and with the level of quality that you can not achieve using your existing manpower and capabilities.
What Does it Mean to be Customer-centric?
To have the customer's best interests as the focus of your attention - not to be pre-occupied in your own interests at the customer's expense.
To do this, you need to:
(1) Really know the customer in order to anticipate their best interests.
(2) Differentiate between primary and secondary motives.
Customer-Centric Primary Motives:
Making it easier and nicer for the customer to get and use solutions.
Self-Centric Secondary Motives:
Building revenue and profit through new product development, word-of-mouth, etc.
There's a myth that talking often to your customers (sales, service, surveys, etc.) means you're customer-focused. However, customer-focus goes beyond lip-service to the primary motives that drive your behaviors.
Gap in Desired Versus Actual Customer-Centricity
Half of companies say they're extremely customer-centric, but when customers of those companies were asked, only a tenth of them said those companies were extremely customer-centric. Why is there such a huge gap? When you think about who makes business processes and policies within a company, it's usually the workforce that doesn't interact directly with customers. Three-fourths of companies say that customer experience is not well defined and communicated within their company. Half of companies say they have fair or little knowledge of customer demographics, behaviors, psychographics, and transactional histories. Less than a tenth of companies say they have excellent knowledge of customers. Three-fourths of companies say their employees aren't well versed in how to delight customers.
Ways to Really Know the Customer
This represents an opportunity for those who work directly with customers to share valuable stories and facts with the rest of the company, to help the entire workforce live up to their brand promises. We usually think of marketing, sales, and customer service as outward-facing, with only outbound deliverables.
Yet, if a company is customer-centric, then concentric circles around the customer mean that marketing, service and sales are the natural conduit for helping the rest of the company - engineering, finance, human resources, production, operations, technology, safety, accounting, etc. - understand their impact on customer experience and customer profitability. Three-fourths of marketing groups say they don't influence the customer service function ... so you can imagine how much influence marketing has on the rest of the company!
Customer-facing professionals can sensitize the whole company toward the customer's plight and priorities:
(1) Make sure customer stories reflect the customer experience spectrum.
(2) Use creative ways to share customer stories:
- Internal newsletters
- Bulletin boards & posters
- Lobbies, break rooms, war rooms, conference rooms, cafeteria
- Staff meetings
(3) Involve organization in learning and adapting their mindsets - this is the organization-wide journey guiding everyone on managing their personal impact on customer experience, called internal branding
Return on Investment
Your company makes huge efforts and investments in communicating your value proposition, which is the brand promise that shapes customer expectations. A corresponding investment - at least in energy and scrutiny - makes sense for ensuring the brand promise is indeed delivered. Customer satisfaction occurs when the customer's experience meets or exceeds their expectations. Trust - being true to the brand promise - is biggest the biggest factor in building a customer-centric culture that maximizes customer profitability.
Note: statistics from CMO Council Customer Affinity study and Peppers & Rogers Customer Retention presentation.
- CFO Woodlands Vendor Management
- Finance Tools Downtown Employee Satisfaction
- Sales Executive Paya Lebar Employee Productivity
- Management Accounting City Hall Employee Welfare
- Sales And Marketing AVP Suppliers Relationship
- Business Dev Vice President Team Building For Employees
- BD Senior Manager Raffles Place Employee Productivity
- Business Development Head BD Customer Centric
- Marketing General Manager Customer Centric Selling
- Human Resource HR Consultant Team Building
- Finance Vice President Bedok Suppliers Relationship
- IT General Manager CBP Employee Selection