How to Link Customer Experience to Employee Evaluation
By Rob Rush CEO, LRA Worldwide | August 07, 2010
"What Gets Measured, Gets Done" - Anonymous - Ancient Hospitality Industry Proverb
I'm sure someone said it first, but I have neither the time nor the patience to figure it out. In any case, what was probably once some hotel General Manager's brilliant original thought is now an aphorism, co-opted by hackneyed philosophers in any industry that can measure some element of their business on an ordinal scale. With this in mind, I would like to start this article with two disclaimers, both referring to slight inaccuracies within the headline.
Disclaimer #1: This article is less about linking performance to recognition, more about the kind of customer experience-focused culture that thrives with that link.
Disclaimer #2: Putting "Money" in a headline is probably the second best way to get people's attention, and I couldn't figure out a legitimate way to include "sex" in the topic. This article is more about discovering alternative means of recognition that create a true culture of accountability, less about doling out cash bonuses.
Now that we've level-set your expectations (and I apologize to anyone who was seeking a treatise on creating performance scorecards - "now should financial performance count for 32.5% of the bonus and customer service metrics 17.5%....or is it the other way around?"), let's talk about the single most crucial element of a culture where accountability rules. Where employees not only understand the metrics on which they are judged, but understand their profound, direct impact on those metrics. Where customer experience matters and the customer is anyone you touch on a given day, from the guy in the cubicle next to you to your biggest corporate account.