Enterprise Employee Ambassadorship Self-Assessment

How to use the report

  • Background – Most organizations do not fully understand, or leverage, the key linkages between customer experience and employee experience/behavior. Enterprises typically focus on employee satisfaction or engagement, in the belief that high levels in either area will directly drive customer loyalty. Our research and consulting experience has shown that employee satisfaction and engagement have rather incidental connection to customer behavior. Employees, though, are critical stakeholders in the delivery of experience value. So, it is vital for companies to learn where they are in creating enterprise-wide employee ambassadorship (commitment to the organization, the product/service value proposition, and the customers) and stakeholder-centricity.
  • Objective – This self assessment has been designed to help identify how, and how effectively, enterprise culture helps shape employee behavior and the delivery of customer value, with employee ambassadorship as an optimal state. The questions address such key areas as organizational readiness, employee life cycle, and leadership.
Happy Employees Make Happy Customers

Thank you for undertaking the Employee Ambassadorship Self-Assessment.



SELF ASSESSMENT REPORT FOR

Your Score
Benchmark
1. Recognize that employees’ behavior, like customers, has both emotional and rational underpinnings.
1a.
To what extent has your organization accepted that employee emotional state and experience influences not only their behavior but the behavior of customers?
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  • Not at all.
  • To a great extent.
1b.
To what extent is the linkage between employee experience and customer behavior considered important in your organization?
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  • Not at all.
  • To a great extent.
1c.
To what extent are specific emotions known that create and destroy value for employees and the employee experience?
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  • Not at all.
  • To a great extent.
1d.
To what extent are staffing designs (hiring, training, reward/recognition, advancement opportunities, etc.) that evoke specific emotions, memories and actions on behalf of the company and customers, embedded into the employee experience?
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  • Not at all.
  • To a great extent.
2. Consider the ways that employees make decisions on how to act (toward other employees and to customers)
2a.
To what extent does the organization understand that there are differences between what employees say they want (their expressed priorities), what they actually mean, and what they do (decision-making) on the job?
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  • Not at all.
  • To a great extent.
2b.
To what extent does the organization understand the drivers, and consequences, of employee positivism and advocacy?
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  • Not at all.
  • To a great extent.
2c.
To what extent does the organization understand the drivers, and consequences, of employee negativism and discontent?
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  • Not at all.
  • To a great extent.
2d.
To what extent does the organization have specific methods in place to address and repair/counteract employee negativism and discontent (once uncovered)?
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  • Not at all.
  • To a great extent.
2e.
To what extent do employees in your organization have flexibility, i.e. are enabled and empowered, to act in situations involving other employees and/or customers?
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  • Not at all.
  • To a great extent.
3. Consider stakeholder-centric cultural effects on employee behavior.
3a.
To what extent has the culture of your organization moved beyond product-centricity and sales-centricity to customer-centricity and stakeholder-centricity?
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  • Not at all.
  • To a great extent.
3b.
To what extent has your organization moved beyond the Service-Profit Chain, which links employee satisfaction to customer loyalty and profitability?
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  • Not at all.
  • To a great extent.
3c.
To what extent can the cultural DNA of your organization be described as ‘people-first’ and humanistic, stakeholder-centric and customer-centric?
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  • Not at all.
  • To a great extent.
3d.
To what extent does the culture of your organization represent ‘conscious capitalism’, where employees are value-driven and values-driven, and they are actively included, and participate, in the direction of the company?
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  • Not at all.
  • To a great extent.
3e.
To what extent does the culture of your organization support employees to consistently and positively “live’, the value promises of the company’s products/services?
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  • Not at all.
  • To a great extent.
4. Consider the differences (and connections) between employee satisfaction, employee engagement, and employee ambassadorship
4a.
To what extent has your organization moved beyond the creation of high employee job satisfaction, which is principally about attitudes?
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  • Not at all.
  • To a great extent.
4b.
To what extent has your organization moved beyond focus on creating employee engagement, which is principally about productivity and alignment with company goals?
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  • Not at all.
  • To a great extent.
4c.
To what extent does the organization believe that it is more beneficial to the employee experience to move beyond their engagement to focus on the customer?
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  • Not at all.
  • To a great extent.
4d.
To what extent does the organization measure employee ambassadorship, i.e. commitment to the company, its products and services, and its customers?
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  • Not at all.
  • To a great extent.
5. Consider that employees, like customers, have a defined life cycle.
5a.
To what extent are longer-tenured employees given the same training and advancement opportunities as newer employees?
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  • Not at all.
  • To a great extent.
5b.
To what extent does the organization understand what originally drew employees to the company?
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  • Not at all.
  • To a great extent.
5c.
To what extent does the organization understand what keeps employees at the company?
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  • Not at all.
  • To a great extent.
5d.
To what extent does the organization understand what employees see as their day-to-day role, especially vis-à-vis customers, and how involved they are in it?
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  • Not at all.
  • To a great extent.
5e.
To what extent does the organization understand what puts employees at risk for remaining with the company?
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  • Not at all.
  • To a great extent.
6. Consider the dual roles of organizational readiness and leadership in shaping employee ambassadorship behavior.
6a.
To what extent does company leadership direct HR to shape and support employee ambassadorial behavior?
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  • Not at all.
  • To a great extent.
6b.
To what extent do company leaders visibly support the concepts of having a customer-centric and stakeholder-centric culture?
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  • Not at all.
  • To a great extent.
Please ensure you have answered every question in the assessment and entered a valid Name and Email Address

Werner KwiatkowskiEmployee Ambassadorship Survey