BBA

5. 5
The common perception across organizations and businesses
around the world is that the Customer is always right. This
perception has led most employers today to put greater
emphasis on customer satisfaction than they do their employees;
a situation that continues to drive an unhappy workforce.
Organizations experience high turnovers, especially in their Sales
departments, and miscommunication is very common. All these
factors are why you will find most employees disengaged,
customers are unhappy, and your company not growing as you
want it to. If the business or organization is facing these issues,
then it may be time to change up the management style and
focus on employees.

6. 6
1. Happy employees lead to happy customers and a strong
brand.
2. You cannot control everything your employees do.
3. The customer is not always right.
4. Happy employees will solve problems without being
prompted.
Reasons to Always Put Your
Employees First

7. 7
Put your
employees first
by treating
them as adults
Pay your
employees the
market rate.
Understand you
are the boss
and act like it.

8. 8
• Deadlines can get extended time and again for some reason or the
other so that everyone is comfortable with the timelines. This
would thus result in delay of work.
• The need to maintain the perfect harmony and cohesiveness can
stall managers from insisting on raising the bar on performance
from their teams and holding each other accountable for their
deliverables since both of them could and usually would lead to
reasonable degree of differences of opinion and acrimony cannot
be ruled out in such situations.
• Tough decisions are likely to get avoided or pushed upwards-
nobody like to bell the cat- anything which could potentially be
unpleasant to a section of employees as that can adversely impact
the overall harmonious environment of the workplace.

9. • The culture with excessive focus on customers means that the
organization is too obsessed with the end results at the cost of
employees who are essential for the desirable end results on a
sustainable basis.
• In this kind of a culture extremely high performance standards are
continually sought. There is a massive premium on doing things faster
and better. Anyone unable to catch up with the speed is quick to be
hauled up and more is demanded of them. There isn’t much occasion
for a second or third chance and employees unable to meet the
expectations (which themselves are very high) are quick to be
replaced. Many employees feel overwhelmed by the continual
pressure of demands on their time and deliverables.
9

10. 10

11. 11
• HCL Technologies we developed a management
approach called Employees First, Customers Second
that has become known around the world. It is not what
you might think. It is not a human resources initiative,
as many seem to assume. "It's an employee satisfaction
program,“
• It is based on the fundamental belief of inverting the
organizational pyramid and engaging, enabling and
empowering the front line. This is because HCL
understand that they are best placed to appreciate and
understand the customers’ business and shape the
roadmap to enhance the ‘value zone’ created in every
interaction they have.

12. 12
• The obvious conclusion is for an organization to strike the right balance between
customers and employees. One at the expense of the other is not a sustainable
proposition in the long run. An organization cannot exist for employees, of employees
and by employees if it has an eroding customer base due to sub-optimal performance
and yet at the same time it cannot get so obsessed with exceeding customer
expectations that it neglects the very employees who can help the organization do
that. While tilting heavily towards the employees may bring in accolades in the short
run and may help the organization win some recognition for being a wonderful place
to work, in the long run if it continually fails to deliver on customer expectations it is
unlikely to remain that way. Analogously, tilting heavily towards customers may bring
in a lot of business and great financial results in the short or medium term, the long
run is likely to get compromised if the organization cannot attract or retain the very
talent needed to do so on a continual basis.

13. PRESENTATION BY: SHUBHAM MADAAN