Description 1)Ulrich, Dave, Mark A. Huselid, and Brian E. Becker, The HR Scorecard: Linking People, Strategy, and Performance (Boston: Harvard Business School Press, 2001).
Employee feedback is a mechanism to collect employee opinions and experiences regarding their work. Whereas satisfaction assessments may occur at scheduled intervals, such as annually, ongoing employee feedback mechanisms allow employees to have their voices heard at all times.
The mechanism may be as basic as a suggestion box or an online survey link that is available at all times, or may be more formalized through standardized surveys or focus groups. In order to be most effective, an evaluation and response process should be defined.
- Employee feedback in service industries can be a good measure of how employee satisfaction influences customer satisfaction. If employees are happy and engaged, customers are more likely to feel that their needs have been met and that they have received the best service support experience.
- Employee feedback can determine areas to improve, such as the availability of tools and resources required to provide services to customers.
- Enabling feedback allows employees to share their satisfaction with the processes, tools, and general support they are given to provide services to customers.
- Employee engagement is linked to customer loyalty; strong employee engagement means a higher likelihood of strong customer satisfaction and loyalty.
- Employee surveys can lead to significant process improvements and operational efficiency. Opportunities can be prioritized by importance to customers and importance to employee responsibility.
- Dave Ulrich, Mark A. Huselid, and Brian E. Becker (2001) have demonstrated a positive relationship between work practices and company performance, finding that firms using so-called “high-performance work practices” tend to have lower employee turnover and higher overall productivity. They concluded that when a one-third improvement in high-performance work practices occurs (over the average firm in a particular sector), the shareholder value of the firm was likely to increase by 10 to 15 percent.
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|1.||↑||Ulrich, Dave, Mark A. Huselid, and Brian E. Becker, The HR Scorecard: Linking People, Strategy, and Performance (Boston: Harvard Business School Press, 2001).|