Beyond Engagement, an independent and agile speciality consultancy which was founded to bring the power of Employee Engagement to African entities in a practical and results-focused format offers employee engagement levels for better business results. They first seek to understand your business objectives (profitability, productivity, customer satisfaction, absenteeism and quality assurance), and then apply design thinking methodology to shift the dial on these metrics through people practices. Beyond Engagement enables your business to achieve excellence via an engaged workforce. Real results – in real time.
Tough times don’t last – customer centric businesses do!
For fear of stating the obvious – being a franchisee in South Africa at the moment is no walk in the park. The economy does not foster consumer confidence and as such, businesses that offer services which are ‘nice to haves’ or deemed to be luxury spend (such as dining out and beauty treatments) tend to be the first to take a knock when times are tough.
The natural inclination of any business owner when profits start to falter is to cut back on operating costs – and more often than not, these have a direct impact on employee and therefore, customer experience.
It is a vicious downward spiral – the business owner is 100% reliant on the customer for revenue, but cannot afford to run headcounts which serve to delight the customer, and cannot afford to continuously train/upskill staff to ensure customer service excellence – the customer experience continues to deteriorate when investments are not made to headcount and training, bringing down profits even further – and so on…a pretty bleak picture to say the least.
The fact of the matter is, and this is not brand new, hot off the press or the latest scientific discovery made in the past few years – it could be argued that Sir Richard Branson said it best many years ago: “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”
One of the additional challenges is that in the past, there has not been enough attention paid to the direct correlation between business scorecard metrics (profitability, productivity, absenteeism, quality assurance and customer satisfaction for example) and the main pillars upon which employee engagement is built (leadership, communication, learning and development, employee well-being and fair treatment) – which has left executives, management, franchisees and shareholders questioning the return on the investments made into people practices.
That all must change in order for the data to be presented in a three-dimensional view – layered as opposed to linear. Traditionally, organisations track business metrics and people metrics separately. We propose layering the data in order that stakeholders can easily see the direct correlation between sound/progressive people practices and the impact on business results. This will lead to better decisions on future investments – based on actual results.