To satisfy customers, we must first satisfy employees.

China's corporate culture mostly follows the principle that "customers are God". It seems that I have never heard of any enterprise taking "employee satisfaction" as an evaluation index, right?

Horst Schultz is the founder and first president of Carlton Hotel. When he was at school, he wrote such a sentence in his term report: "At any time, those of us who provide caring services are gentlemen and ladies, as important as the status of customers. I think this is a rule that outstanding people in our industry must know and understand. "

Years later, Schultz condensed his values into the motto of Carlton Hotel: "We serve ladies and gentlemen faithfully as gentlemen." The meaning of this sentence is: service personnel and customers are equal, not the relationship between mortals and God, nor the relationship between servants and masters, but the relationship between masters and guests who respect and understand each other. This sentence profoundly defines the position of service personnel in the hearts of enterprises and customers.

Traditionally, people often call people outside the company "customers" as the object of receiving services. In fact, there is also a service relationship between various departments within the enterprise, and they are all mutual customers.

For example, the leader gives the work to his subordinates, and the subordinates complete the work according to the expectations of the leader. Then, the leader is the subordinate's customer. For another example, due to the needs of business development, the marketing department requires the human resources department to recruit new employees, and the human resources department becomes a service provider to provide services for the "internal customer" marketing department. In the recruitment process, the marketing department should provide recruitment standards and training guidance, and even assist the human resources department to do a good job according to the recruitment process, so the human resources department has become the customer of the marketing department. Work comes and goes, so the internal relationship of the enterprise is also mutual.

But in practice, many business managers are not aware of this. They think that as long as they lead employees to complete their KPI, they only value the interests of their own departments and ignore the communication and cooperation with other departments. This is because there is no correct sense of internal service.

Today, the concept of "customer first" has been deeply rooted in people's hearts, and the importance of external customers is self-evident. However, few company leaders treat employees like customers, and few departments can automatically shield the "interest wall" and treat other departments as customers, truly "thinking about what customers think and being anxious about what customers are anxious about." If an enterprise can do this, it must be more competitive than other enterprises in the same industry.

Generally speaking, driven by the desire for self-expression, subordinates will show their self-ability through hard work, realize their own value, and constantly promote the realization of organizational goals. Therefore, the enthusiasm of subordinates can only be protected, not attacked.

Speaking of protecting employees' enthusiasm, let's start with a short story about Carlton Hotel.

Once, a customer complained to the housekeeping department that the food delivered to the room was cold, and the employee who handled the complaint voluntarily exempted the customer from the full cost of ordering food. The housekeeping manager said in an external experience sharing afterwards: "It is obviously too expensive to deal with this, but we didn't criticize the employee afterwards, just told him that it was good to have such courage, but if similar things happen again in the future, just send the customer a fruit or a cold meal for free. If the company requires employees to compensate for the loss of deductible, then other employees will not dare to deal with the problem in the future, and it will be difficult to provide high-quality services. "

This is to protect the enthusiasm of employees.

People are not saints, there is nothing wrong with practice. Regardless of the motivation of subordinates, the subjective desire to do a good job is universal, but under the established objective environment, due to the influence of factors such as poor work ability, it is inevitable that subordinates make mistakes in their work. For mistakes, subordinates will feel guilty and especially hope to get the understanding and tolerance of leaders.

Tolerance of subordinates' work faults is the inevitable result of leaders' consideration of protecting their work enthusiasm.

Sincere and enthusiastic service can satisfy customers. To provide sincere and enthusiastic service, employees need a good working attitude.

Where does the good attitude of employees come from? From loyalty to the enterprise. Only when employees sincerely hope that the enterprise can develop healthily can they correct their working attitude, try their best to create a good service atmosphere and provide quality services to customers.

Man Jinxi, the iron king, is a high-quality employee.

60 years ago, Wang Jinxi saw a bus carrying an atmospheric bag because it was short of oil. He said: "China is poor in oil, and I am ashamed as an oil worker!" When he arrived in Daqing, he "wanted to smash an oil well with one punch." In order to believe in my heart and face the difficult conditions at that time, "I have the conditions to go, and I will go if I have no conditions to create conditions." I would rather live ten years less than win a big oil field. " The iron man's resounding oath expresses an old worker's loyalty to the motherland and his career.

With such high-quality employees, is there no high-quality service?

One study put forward the concept of "service profit chain": "Profitability, customer loyalty, employee satisfaction and loyalty, and productivity are interrelated to form a chain, which is a circular closed chain, in which the implementation quality of each link will directly affect the adjacent links, and the ultimate goal is to make the enterprise profitable."

The service profit chain is a cycle. Only when this cycle turns in the direction of the arrow can a benign service profit chain be formed. It is a matter of great need for management art to make all links turn.

I wonder how many enterprises can make all links of this cycle turn?