Whilst those of us working in the HR arena have a strong belief that the evidence linking levels of engagement to performance is clear, many managers and directors of businesses have still not successfully made the connection in a way that actually engages them (ironic really). HR professionals must take some responsibility for that fact.

The evidence is all around. Last week I had cause to help a friend who was having quite a bit of trouble with her energy supplier. I have experience in the sector so offered to help. After several conversations with different employees from the supplier involved, we were getting nowhere. Each time, the employees failed to listen to what I was trying to explain. Each time, they jumped in with what they thought was an obvious solution; even trying to make me feel as though I clearly did not really understand the situation. In the end I had to be quite aggressive with them to simply get sufficient attention for them to finally grasp the real issue. They seemed intent on a quick fix that stayed within the narrow parameters of their system. They were clearly uncomfortable moving very far from the routine process.

As the customer, I felt processed and was left thinking that the supplier simply did not care. I'm sure they were trying to be efficient, but failed to be effective.

Unfortunately, far too many employees are left with similar feelings at the end of their working day. They are under pressure to expedite and process rather than resolve the problem. This approach is then replicated in poor service, ultimately having a negative impact on the business.

Perhaps it is seen as too simplistic a view, but treat your employees as people and they will treat your customers as people. It shouldn't take an army of analysts to reach that conclusion.

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