Takeaways from “Happy Employees DO NOT Equal Happy Customers” Webinar

ath Power research shows that focusing on elements which tie into what employees truly aspire to is paramount in creating engaged staff members, sound teams, and driving brands. More so, developing managers who focus on continual, effective interaction and coaching of employees is paramount in driving the engagement over satisfaction paradigm. Helpful in this process is understanding the tenets of Talent Optimization in choosing the “right” employee and further understanding how to develop them for the long-term.
The framework discussed by the panel on our recent webinar, Happy Employees DO NOT Equal Happy Customers, describes such things as:

• Engagement vs. Satisfaction – what are the subtle differences and how does energy fit into the equation?
• Culture and Brand – what does employee engagement actually mean for your brand?
• Introverts and Extroverts – how do these types play in hiring, how does one create energy with each type, and what is the correct way to build them into your culture?

These specific topics are a particular passion of mine and the focus for the past 25 years at ath Power. In this recent discussion that is highlighted by three of the industry’s best leaders, additional thoughts have been inspired:

1. Organizations must take seriously their efforts to measure Employee Engagement versus Satisfaction. Doing so may force Leaders to face tough realities, that prized Employees are not as delighted as previously thought. The Great Resignation has shown, even the strongest of company cultures is only as strong as the least engaged Employee.
2. Being “on-brand” or “on-culture” isn’t as simple as it once was. The digitization of Customer Experiences, both virtually and in-store, has changed the dynamic of what an “on-brand” Employee means. Layering in the importance of Diversity, Equity, and Inclusion and you’re left with a new and often misunderstood equation. How do you hire for the brand and culture while also allowing people to bring their true selves to work? Certainly, our behavioral approach to hiring powered by The Predictive Index® is a logical first step in arming Managers with the tools needed to succeed.
3. I am an extrovert, and as such, I gravitate to other extroverts in search for social interaction. Within our team at ath Power, of course, we have our fair share of extroverts. Our success, however, would not be possible without striking balance. Truthfully, the energy of our company is provided not just by those who are introverted, but by the balance those introverts create in our company

Since introducing The Predictive Index® within our own company, my conviction relative to the importance of hiring, managing, and treating each person on a personal and behavioral level has only strengthened. To those firms already engaged in these practices, congratulations on leading the way. To others, or those who are even unsure, please accept this invitation to meet and discuss these practices in further detail.

If you missed our webinar, Happy Employees DO NOT Equal Happy Customers, I invite you to watch it by clicking here.