Employee Loyalty=customer Loyalty

Introduction:

To create loyal employees, you need a comprehensive plan that addresses every element that produces loyalty. Armstrong BPO provides an excellent example. The elements of the performance model are evident in companies intent on creating a high-performance work environment.

Ben & Jerry's current human resource agenda:

The elements of the performance model are evident in companies intent on creating a high-performance work environment. For example, Ben & Jerry's current human resource agenda includes:

• Distributing guides for managers and employees, called, respectively, Coach's Guide and Player's Guide, to communicate the principles be-hind the company's policies.
• improving communication by.having regular leadership meetings and making leaders responsible for relaying to their people the information shared at these meetings.
• Adding training on team and cooperative work skills.
• Enhancing measurement by improving the performance appraisal process.
• Introducing a new compensation system for production workers, to reward them for acquiring certain skills and competencies.

Loyalty Model :    

• Loyalty Model identifies the sources of financial performance as workplace culture and practices, employee and customer loyalty, and workplace performance.
• Each area in the model has been identified by management experts and research as important, all areas have been measured, and all linkages are supported by research.
• Workplace culture consists of the vision, values, and beliefs that de­fine an organization.
• Employees who accept the culture translate its value to customers; employees who ignore or reject the culture create disconnects between what the company says it provides and what the customer receives.
• Workplace practices are what employees do and how they do it. Employee loyalty, as defined by BI, means that employees:
•  Understand and commit to their organization's business goals and objectives.

• Make an active and ongoing decision to stay employed with the organization.
• Perform "above and beyond" behaviors to create value for customers.
• Modify their workplace behaviors to accommodate the demands of changing market environments.

Workplace performance:

• Workplace performance is the measure of how well products or services meet standards.
• "Workplace culture and practices help set and communicate standards. Em­ployee loyalty affects how well employees adhere to those standards.
• Based on the study, AMP views employees* satisfaction as a leading indicator of quality performance.
   

Higher rates of repurchase improve financial performance. As the model shows, long-term financial performance depends on workplace performance and the loyalty of employees and customers.