As the customer experience industry gains momentum, an increasing number of its proponents are asking the question, "Should we compensate employees and managers based on the quality of customer experiences provided? And, if so, how?"
It makes sense, right? If a company understands the impact that exceptional experiences have on long-term business growth, it should reward employees for contributing to those experiences.
Unfortunately, it's really not that simple.
When was the last time you bought or leased a new vehicle? Did you encounter the clichéd "arm twisting" from your sales consultant? In some instances, solely rewarding certain behaviors can encourage the wrong behaviors and, by extension, destroy the quality of the customer experience. Furthermore, offering extrinsic rewards is often not the only, or indeed, most effective method for driving desired behaviors from front line employees.