On Feb 8th I had the privilege of being a panellist for a unique LinkedIn event– #linkedinlocalprofessional in Kuala Lumpur! The first of its kind and given the gushing reviews it was a highly successful event that allowed all attendees to discuss, question and understand how personal branding and employee advocacy are actually inter-connected and how these have a significantly positive impact for any organization.
Branding, Employees and Conversations
Technology has impacted people in a significant manner. Whilst creating convenience it has resulted in people having very fragmented attention span which directly impacts brands and their marketing strategies and processes.
Customer experience or #CX is a big thing now. In pursuit of the perfect experience brands are investing and using various types of technology. Whilst it enhances the experience process, and often substantiates the brand message, from a relationship perspective technology does nothing.
It cannot and does not replace human interactions that bring emotions such as humour, warmth and even anger into play.
Human interaction with relevant emotions is where humanization of the customers’ experience occurs. Not only does it seize the customers’ attention but wins his/her engagement for the brand and a share of the wallet for the organization. This is the critical point where a brands’ reputation and future business sustainability is decided.
And this is in the hands of none other than the employees of the organization!
This makes employee experience or #EX equally important.
Whilst the business side of a brand has made significant strides in using and investing in technology the people side still leave a lot to be desired. There still exists vast gaps in the experience the brand provides to a potential employee; a current employee and to an alumni. In fact in many cases the last category is not even thought about.
If we agree to the premise that our employees are critical in delivering humanization in the customer experience then the business priority should be employees. Investments in creating the required employee experience, in order for employees to advocate for the brand and create a customer experience that builds trust, then becomes exactly that—Investment and not cost!
This change in perspective changes the dynamics of employer/employee relationship and changes it towards a more collaborative one where success is jointly achieved for mutual benefit.
How do you create such employee experience when all data shows low to poor employee engagement?
Involve employees in organizational purpose and strategy and let them have the ownership to drive the initiatives. With such responsibility the message sent is one of trust. Doing this involves having many conversations across levels. All of which have to come from the point of organizational purpose and with the honest intent to deliver real value.
Such conversations need to be transparent and honest where suggestions and recommendations are openly discussed without any biases, prejudices or pre-conceived judgements of any kind.
Are we able to have such conversations?