Page 122 - CROSS CULTURE
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relationships  when  customers  are  concerned  means  that

                        customers feel they are being served.

                              When  employees  are  knowledgeable  and  passionate

                        about  helping,  consumers  feel  this.  Employees  can  also  tell
                        when someone is stressed and overworked. Being in that state

                        doesn't create a positive customer experience. Sometimes, this

                        isn't the fault of the worker. If a company is understaffed, one

                        person may be juggling too many things. No matter how much
                        he wants to help and no matter how much he tries, he just can't

                        do  it  all.  Customers  sense  this,  and  this  leads  to  a  negative

                        interaction with the company - not the worker per se.

                              This is why managers must pay attention to employee

                        workload, employee capabilities, and workflow to make sure
                        that the employees can facilitate positive interactions with the

                        company.

                    4.  Facilitating Positive Interactions

                              As  already  mentioned,  an  environment  and  company

                        culture of positive interactions are not achieved by accident.
                        Google works very hard to create a corporate culture where

                        employees feel that they can have a personal life, can adjust

                        their  schedules,  and  can  work  on  projects  that  they  are

                        passionate  about.  This  has  created  a  corporate  culture,  in

                        which innovation, creativity, and passion are the underlying
                        components of success for the company. Google is proud of its

                        loyal employees who love to go to work.





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