A satisfaction mirror is based on the relationship between customer and employee satisfaction. For example, when customers are generally satisfied, employees are at least equally satisfied. When this phenomenon occurs, corporate earnings increase. However, our situation is slightly skewed from this traditional Service Profit Chain relationship. Our earnings grew 20% between 1994 and 1996 while employee satisfaction decreased 7% over the same period. Since we have such a disconnect, our satisfaction mirror is cracked, as shown in Appendix A. If the crack is not repaired soon, earnings will begin to suffer. However, the crack can be mended by instituting the following:RBI will continue to utilize SPC techniques to drive our ongoing quest to increase customer and employee satisfaction. RBI will also continue to use a balanced scorecard to predict future performance.RBI will change the description of our two driving concepts for everyday business.We will change our employee’s perception of RBI. RBI will increase SSE Plan incentives and increase employee recognition.RBI will decrease the content of employee surveys while increasing the monitoring rate.RBI will convert middle tier branches to top tier branches.RBI will neutralize low tier branch terrorists.RBI will be an innovator in e-commerce banking. Basis for The Plan:First and foremost, a slight change in our two driving concepts. In 1997, we stated that customer satisfaction was our “singular priority and everyone’s responsibility.” Unfortunately, “everyone’s responsibility” was perceived as a threat to our employees. RBI’s singular priority will now combine customer and employee satisfaction with both areas being the main concern of our firm. I believe that since our employees’ perception of RBI is deflated, employees are likely to be dissatisfied. If the perception increases, then as a result, employee satisfaction ...
