Until now, the received wisdom was summed up by the phrase: “Customers First!” This commitment has stood the test of time. But some companies have adopted the opposite approach, putting their employees at the center of their concerns because their well-being and motivation are crucial for success.

HCL and Southwest Airlines: Two Examples that Speak Volumes

“Employees First, Customers Second!”: a trend that is winning followers from India to the U.S. The logic is simple: no happy customers without happy employees. The Indian company HCL Technologies, which specializes in IT services, decided to put its employees’ satisfaction and personal development at the heart of the company’s vision. In five years, this vision has allowed the company to secure the loyalty of its employees, triple its revenues, increase productivity and customer satisfaction, and reinforce its image. Today, HCL Technologies is the leader of its sector in India.

The American airline Southwest has taken the same approach. Their motto: “Our employees first, our customers second, and our shareholders third.” The airline carrier has consistently received the lowest ratio of complaints per passengers boarded of all major U.S. carriers since September 1987 as reported by the Department of Transportation (DOT).  In addition, the company ranked fourth on Fortune’s World’s Most Admired Company list in March 2011 and topped the list of the 50 best U.S. places to work by Glassdoor.com. Southwest Airlines was also named “Favorite Domestic Airline” and was recognized as having the “Friendliest Flight Attendants and Crew” in a poll by Smarter Travel readers in this past November.

How Does this Work?
 
Every company aims for high performance. The solution these pioneering companies embrace is simple: make it so that employees want the same thing! Happy and engaged employees will spontaneously put their energy and skills to work to satisfy customers and keep the company running smoothly. They will take pleasure in their work, and thus find renewed energy.

This kind of model requires the organization to invest in concrete and durable solutions in nine conjoining levers (revealed in a recent study commissioned by Sodexo)  that encompass motivation at work.  These levers include the professional environment, working conditions, work-life balance, the role of the position and its development, the clarity of objectives, recognition, the vision of the organization, its values, and finally, the quality of interpersonal relationships.

More than a Trend—A Necessity

Contemporary challenges go far beyond the sole objective of productivity. In an environment that is growing ever more complex—globalization, increased competition, talent acquisition, etc.—the winning organizations will be those that best set themselves apart, innovate and change without compromise, and find a balance between all their stakeholders. These challenges can only be met with the help of people who are engaged, creative, and inclined to give the best of themselves — in a word, motivated.