| It is well known that high employee satisfaction | | | | drive customer behavior. From the correlations, |
| contributes significantly to high customer | | | | regressions, and path analyses, we identify the |
| satisfaction, which drives intent to return, and | | | | one, two, or three overriding perceptions |
| therefore, financial results. High employee | | | | commonly held by each customer population that |
| satisfaction expresses itself as enthusiasm in one's | | | | are driving behavior. With appropriate interventions |
| work, which directly impacts the experience of | | | | to just these one to three issues, Clients |
| the customer. Likewise, high customer satisfaction | | | | experience increases in 40% to 80% of all issues |
| expresses itself as enthusiasm toward a particular | | | | addressed by the customer survey. |
| organization, its products or services, which | | | | The 'third leg of the stool,' so to speak, is to |
| directly impacts the intent to return rate. It is a | | | | identify those employee attitudes, opinions, or |
| short leap, then, to understand how a high intent | | | | beliefs (perceptions) that drive employee |
| to return rate among customers impacts financial | | | | behaviors directly impacting customer intent to |
| results. But with so many variables affecting | | | | return. This analysis process is similar, although all |
| employee and customer satisfaction, how does | | | | employee data is correlated and regressed against |
| one determine those of greatest importance, so | | | | only the customer data relating to intent to |
| that interventions aimed at increasing satisfaction | | | | return. These root causes are almost always |
| are of maximum effectiveness? The answer is in | | | | different from those driving employee satisfaction. |
| the root cause analysis derived from employee | | | | So, clients are now armed with extremely |
| and customer survey data. | | | | powerful means of simply and directly impacting |
| We begin by acknowledging the fact that we are | | | | customer intent to return, and therefore, |
| assessing 'human perceptions' when we conduct | | | | financials: |
| customer surveys and employee satisfaction | | | | · Root causes of employee perceptions |
| surveys and that to each person, perceptions of | | | | that will increase employee satisfaction (and |
| the way things are create a personal reality. Right | | | | indirectly increase customer satisfaction), |
| or wrong, Perception = Reality. In addition, some | | | | · Root causes of customer perceptions |
| perceptions dominate and propel ('drive') other | | | | that will increase customer satisfaction and intent |
| perceptions, and perceptions as a whole | | | | to return, and |
| determine human behavior. The employee root | | | | · Root causes of employee perceptions |
| cause analysis is designed to identify those | | | | that will increase customer intent to return. |
| perceptions in the employee population that drive | | | | Each Root Cause Analysis, whether employee or |
| the greatest number of other perceptions to the | | | | customer or both, is unique to the client |
| greatest extents, because it is those core, or | | | | organization. No two RCAs are the same. As |
| root, perceptions that are driving employee | | | | Organizational Psychologists, we understand that |
| behavior. With appropriate interventions to the | | | | these all-important employee and customer |
| root perceptions, or root causes of employee | | | | perceptions are a function of the culture, climate, |
| behavior, we change the perceptions and | | | | management style, communication styles, and |
| therefore, the behavior. | | | | other dynamics within each unique organization. In |
| The Root Cause Analysis involves high-level | | | | addition, as targeted interventions improve certain |
| statistical analyses, such as correlations, stepwise | | | | organizational dynamics, root causes will change. It |
| linear regression analyses (modified, proprietary), | | | | is imperative, therefore, that action be taken |
| and psychological path analyses. We require a | | | | quickly in order to attain the intrinsic dramatic |
| confidence level of 99.99% and a sampling error | | | | gains of the process, and that the momentum of |
| of less than 1% in these analyses. From this | | | | continuous improvement be ingrained in the |
| process, we are able to identify the one, two, or | | | | psyche of the organization, beginning with Senior |
| three overriding perceptions commonly held by | | | | Management. |
| each population that are driving behavior, and with | | | | When recommendations are followed, the Total |
| appropriate interventions to just these one to | | | | Organization Scores from the Employee and |
| three issues, Clients experience increases in 40% | | | | Customer Surveys will each increase a minimum |
| to 80% of all issues addressed by the employee | | | | of five (5) normative percentiles within 6 months, |
| survey. | | | | which represents a statistically significant |
| The same is true of customer surveys. The | | | | difference, i.e., not due to chance, but rather, |
| customer root cause analysis can assess the | | | | caused by direct intervention. |
| perceptions of customers and identify those that | | | | |