A happy workplace = happy workers = happy customers
The knock-on effect of creating a happy workplace for employees is that you maintain strong customer relationships long term. Looking after the little things will impact the big things.
Internal marketing describes the practice of motivating all elements of the sales, marketing, and customer service approaches with the ultimate goal of satisfying the customer. Particularly for customer-facing employees, internal marketing is essential as it encourages staff to achieve customer satisfaction as a team.
In this sense, employees are treated as ‘internal customers’, it all starts with them. So, just as a company aims to convince real customers of its core values, so too must companies convince their staff as they need to believe in what they are selling in order to win customers. The alternative is depressing for staff and will be abundantly clear to customers.
One study showing the link between staff happiness and their productivity in the workplace looked at the performance of medical staff. The conclusion? ‘Happy nurses keep patients healthier.’ The study found that patients working with its happiest nurses had far fewer visits to A&E. So, there you have it, happy a staff force pays off.
Moneypenny understands the value of creating a happy workforce, with its efforts to ensure staff happiness extending to staff incentives, company-wide social events and the occasional quirky initiative e.g. laughter yoga thrown in for good measure. This approach has created a business that people want to work for and a workplace people want to work in by investing in colourful, cheerful and welcoming surroundings. Having been accredited in the Sunday Times ‘100 Best Companies to Work For’ rankings three times, and an almost non-existent staff churn rate, Moneypenny knows a thing or two about keeping staff happy.
By seeing each stage of the business process as a continuation, each element affecting the next, it is easier to understand how ‘A’ affects ‘Z’. Happy, satisfied customers are the definitive goal in any business, so remembering that decisions earlier on in the chain can affect this is good to keep in mind. What goes in must come out.
Back in April this year, the chief executive of Next shared his £4million bonus among the retailer’s staff which was the equivalent of a 1.5% pay rise for its employees. Simon Wolfson wrote to the company’s 20,000 staff to tell them he would share one of his bonuses with those who had worked for the company since April 2011. This gesture meant that shopfloor workers received an extra £197.49 if they work a 40-hour week. Sharing success like this makes staff feel valued and that the targets reached as a company are achieved by Next as a whole – from shopfloor staff to the executives. A gesture like this surely motivates staff to continue their hard work and dedication.