Kelly L. Glass, Consultant

Many organizations employ a sales force that is compensated based upon its ability to attract new business opportunities.  But who is charged with the responsibility of retaining current business and turning it into sustained profit? Your entire workforce.  Whether it is a purchaser securing great deals from a wholesale distributor, an analyst relaying a message to a client, or a concierge offering suggestions to a traveler, the future of that company’s relationship with its customers is on the line.  Every employee must actively work to build trust and strengthen relationships by delivering top-quality service in line with the company philosophy to ensure continued faith in your company by your customers.  After all, it is employees and their understanding of a company’s philosophy who build an image of your company in the mind of your customers.[1] For your company to gain and capitalize on its competitive advantage, you must attract, retain, and reward employees at all levels and across departments who passionately exemplify your core principles and are dedicated to the success of your organization.  

Simply put, having passionate workers who live your company’s values and actively satisfy the needs of external clients leads to increased competitive advantage.  Not only will you retain current business, but new opportunities will arise from referral business. A global study by International Survey Research found that companies with a high level of employee engagement financially out perform companies with a low level of employee engagement.  In fact, companies with highly engaged employees reported over a 2 percent increase in net profit margin while companies without highly engaged employees reported a loss.^[2]  Committed and engaged employees understand that every interaction with the outside world is an opportunity to build business, create relationships, develop trust, and please current and potential customers.  They recognize at all times that not only are they representing themselves but their entire organization; and they are working to better it.  

The question remains, however, of how to create a committed culture that exemplifies your firm’s values.  Collins (2001) argues that one cannot manufacture passion or motivate people to feel passionate, nor should they.[3]

Instead, your company needs to take a comprehensive and strategic approach to integrate ideology, “especially in terms of recruitment policy, training, appraisals, and rewards.”[4]  You have to get the best, most passionate people and trust that they’ll grow your business knowing that they believe in your core values and thrive on company-wide success.  

In the end, your strategy to attract and retain a quality workforce will influence your bottom line.  If your workforce is less-than-passionate about the company they won’t effectively develop business and your firm won’t benefit.  If your workforce is passionate and dedicated they’ll continue to please current customers making the way for repeat and referral business that will positively affect your bottom line.