本文源引自Gallup的研究与战略总监Ben Wigert在《Workplace》2024年3月19日的刊文，采用中英双语排版，由ImmersiveTranslate提供翻译支持。
Today’s organizations are rapidly transforming in response to economic forecasts and changing expectations among employees and customers.当今的组织正在迅速转型，以应对经济预测以及员工和客户不断变化的期望。
Customers in particular have formed new habits and expectations for customer service. Many of these changes are in response to conveniences adopted during the pandemic, such as home delivery, curbside pickup, on-site digital menus, on-demand video calls with experts and a general urgency to please customers.尤其是客户对客户服务形成了新的习惯和期望。其中许多变化是为了应对大流行期间采取的便利措施，例如送货上门、路边取货、现场数字菜单、与专家的点播视频通话以及取悦顾客的普遍紧迫感。
In fact, 56% of U.S. employees report noticing that expectations of customers have changed since the COVID-19 pandemic began, according to a nationally representative Gallup survey of 18,665 employees.事实上，根据盖洛普对 18,665 名员工进行的全国代表性调查，56% 的美国员工表示，自 疫情开始以来，客户的期望发生了变化。
Among employees who have noticed a change in customer expectations, more than seven in 10 cite one of two ways that consumer behavior has shifted. The top change employees report is that customers are more demanding and expect higher levels of service (43%), followed by customers now having greater expectations for virtual/remote service (28%).
在注意到客户期望发生变化的员工中，超过十分之七的员工提到了消费者行为发生变化的两种方式之一。员工报告中最大的变化是客户的要求更高，期望更高水平的服务 (43%)，其次是客户现在对虚拟/远程服务有更高的期望 (28%)。
What are employees’ greatest barriers to delivering better customer service?员工提供更好的客户服务的最大障碍是什么？
A mere 23% of employees strongly agree that their organization always delivers on its promises to customers. And the percentage of employees who strongly agree that they are extremely proud of the quality of their organization’s products and services has dropped from 36% in 2020 to 30% in 2023.只有 23% 的员工强烈同意他们的组织始终兑现对客户的承诺，并且强烈同意他们对其组织的产品和服务质量感到非常自豪的员工比例已从 2020 年的 36% 下降到 30% 2023年。
Employees are clearly acknowledging that their customers could be better served — and that sentiment has only intensified amid new customer expectations.员工们清楚地认识到，他们的客户可以得到更好的服务，而且这种情绪只会随着新的客户期望而增强。
To help organizations improve, Gallup asked employees and CHROs of U.S. Fortune 500 companies to identify their greatest barriers to delivering exceptional products and services to their customers.为了帮助组织改进，盖洛普要求美国财富 500 强公司的员工和首席人力资源官找出他们向客户提供卓越产品和服务的最大障碍。
The resounding answer from both parties — 43% of employees and 30% of CHROs — was that staffing is the greatest barrier to delivering exceptional products and customer service. There was not a close second. The remaining responses scattered across issues such as training (15% and 13%, respectively) and materials/equipment (9% and 13%). Notably, almost two in 10 respondents said they did not see any major barriers.
双方（43% 的员工和 30% 的首席人力资源官）给出的响亮答案是，人员配置是提供卓越产品和客户服务的最大障碍。没有紧随其后的第二名。其余答复分散在培训（分别为 15% 和 13%）和材料/设备（9% 和 13%）等问题上。值得注意的是，近十分之二的受访者表示他们没有看到任何重大障碍。
Staffing issues are particularly acute for the healthcare industry. Healthcare workers are among the most likely to say they have noticed changes in customer expectations (71%) and are the most likely to say staffing issues are their greatest barrier to exceptional customer service (52%), compared with all other industries. A separate study, Gallup’s annual Health and Healthcare survey, illustrates that consumers are also feeling underserved — their ratings of the quality of U.S. healthcare dropped steadily from 2020 to 2023.医疗保健行业的人员配备问题尤其严重。与所有其他行业相比，医疗保健工作者最有可能表示他们注意到客户期望的变化（71%），并且最有可能表示人员配备问题是他们获得卓越客户服务的最大障碍（52%）。盖洛普年度健康和医疗保健调查的另一项研究表明，消费者也感到服务不足——他们对美国医疗保健质量的评分从 2020 年到 2023 年稳步下降。
What are the consequences of higher customer demands?更高的客户要求会带来什么后果？
Often, new or intensified customer demands fuel improvement and innovation.通常，新的或强化的客户要求推动改进和创新。
At the same time, today, an unfortunate consequence seems to be an ongoing cycle of frustration between employees and customers that causes dissatisfaction for both parties.与此同时，今天的一个不幸的后果似乎是员工和客户之间持续的沮丧循环，导致双方都不满意。
Employees who say they’ve noticed a change in customer expectations are 57% more likely to “very often” or “always” feel burned out at work. They are also 32% less likely to strongly agree that their organization always delivers on its promises to customers.表示注意到客户期望发生变化的员工“经常”或“总是”在工作中感到倦怠的可能性要高出 57%。他们强烈同意其组织始终兑现对客户的承诺的可能性也降低了 32%。
In other words, elevated customer expectations feed a cycle in which employees burn out, deliver worse customer service and quit their job — which consequently leads to staffing problems and more unhappy customers.换句话说，客户期望的提高会导致员工精疲力尽、客户服务质量下降并辞职的恶性循环，从而导致人员配置问题和更多的客户不满。
Reigniting Customer Centricity
重新以客户为中心
Delivering quality products and service to customers is job No. 1 for every organization, regardless of industry. The reality is that this core responsibility has become harder to accomplish — and people are feeling it.为客户提供优质的产品和服务是每个组织的首要任务，无论行业如何。现实情况是，这一核心责任变得越来越难以完成——人们已经感受到了这一点。
Attracting and retaining talent addresses an acute need, but that is not always easy in the current talent market. The good news is that leaders can make an immediate difference and create a more customer-centric workplace culture by adjusting how their people are managed.吸引和留住人才解决了迫切的需求，但在当前的人才市场上这并不总是那么容易。好消息是，领导者可以通过调整员工的管理方式，立即发挥作用，创造更加以客户为中心的工作场所文化。
All hands on deck for the customer. Start by ensuring that employees understand how their job affects the customer experience, regardless of their role. This helps teams prioritize what matters most to customers — and thus, the organization.全体员工全力以赴为客户服务。首先确保员工了解他们的工作如何影响客户体验，无论他们的角色如何。这有助于团队优先考虑对客户以及组织最重要的事情。
Adding goals for creating “customer impact” to your performance reviews is one way to galvanize customer centricity into your teams. Currently, only 19% of employees report having customer-oriented goals, while 60% of managers believe they are extremely important.在绩效评估中添加创造“客户影响”的目标是激发团队以客户为中心的一种方法。目前，只有 19% 的员工表示拥有以客户为导向的目标，而 60% 的经理认为这些目标极其重要。
Add the right customer centricity metrics and feedback to your employee listening strategy. Ask employees what support they need to deliver an exceptional customer experience. Ask questions that unearth what customers really want — beyond transactional things like faster service and lower prices.将正确的以客户为中心的指标和反馈添加到您的员工倾听策略中。询问员工需要什么支持来提供卓越的客户体验。提出问题，挖掘客户真正想要的东西——超越更快的服务和更低的价格等交易性的东西。
Teach managers to routinely ask their team how they can “surprise and delight” your customers — then experiment with the suggestions. Making these efforts a part of every team’s development is a great way to ignite their passion for owning the customer experience.教导经理定期询问他们的团队如何才能“让客户感到惊讶和高兴”，然后尝试这些建议。让这些努力成为每个团队发展的一部分是点燃他们对拥有客户体验的热情的好方法。
Put customer engagement on leadership scorecards. Leaders are responsible for understanding customers’ changing expectations. Accountability for engaging customers spurs the right kinds of conversations about improving the customer experience.将客户参与度纳入领导力记分卡上。领导者有责任了解客户不断变化的期望。吸引客户的责任会激发有关改善客户体验的正确对话。
Customer engagement measures should be designed to create accountability for delivering on promises made to customers and stabilize negative experiences. Yet, spending too much time on the 10%-15% of customers having problems hinders the opportunity to proactively grow customer relationships.客户参与措施的设计应旨在建立问责制，以兑现对客户的承诺并稳定负面体验。然而，在 10%-15% 的有问题的客户身上花费太多时间会阻碍主动发展客户关系的机会。
Make sure you deliver on your promises to customers. Then, shift all additional resources to growth strategies that boldly surprise and delight your customers — and deepen those relationships. Invest in creating exceptional experiences.确保兑现对客户的承诺。然后，将所有额外资源转移到能够给客户带来惊喜和愉悦的增长战略上，并加深这些关系。投资创造非凡体验。
While the expectations of customers and employees alike continue to evolve, one thing is clear: The organizations that win customers will win the future.尽管客户和员工的期望不断变化，但有一点是明确的：赢得客户的组织将赢得未来。
