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"Trust is the essential bond that underpins the relationships organizations have with all of their humans -- their workers, customers and partners. Building trust drives important human behaviors and business outcomes such as customer loyalty and employee motivation. In fact, trusted companies out-perform their peers by 2.5x. However, nearly half of employees don't trust their employer and in general the majority of customers don't trust the companies from which they are considering purchasing. The authors set out to help companies change the course of this trend. Through in-depth research and in-market trials, the authors built a new measure of trust, the HX TrustID, which will become the new standard for evaluating company performance. The HX TrustID, measures the 4 signals of trust -- Humanity, Transparency, Capability and Reliability--and predicts how those signal scores will impact key human behaviors. For example: When employees rate their employer as having a high degree of Humanity, they are 2.6x more likely to feel motivated to work When customers believe a brand is Reliable, they are 5.4x more likely to choose that brand over competitors Now companies have a measure that is predictive, actionable, and generally good for business. This book details the research behind this measurement platform as well as anecdotes and examples of how the HX TrustID has already helped many leading companies to engender trust, build loyalty and drive business outcomes. "A New Measure" also provides frameworks and ideas for improving trust scores with customers, employees and partners. A New Measure of Trust examines the role of trust as an essential bond that underpins the relationships organizations have with all of their humans: workers, customers, and partners."--

Customer loyalty. --- Employee loyalty.

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Organizational commitment. --- Organizational behavior. --- Employee loyalty.

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"A business and management book about Employee Engagement in the workplace"--Publisher.

Employee retention --- Success in business --- Employee loyalty --- Employees --- Corporate culture

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"In the first edition of this landmark book, business loyalty guru Fred Reichheld revealed the question most critical to your company's future: "Would you recommend us to a friend?" By asking customers this question, you identify detractors, who sully your firm's reputation and readily switch to competitors, and promoters, who generate good profits and true, sustainable growth. You also generate a vital metric: your Net Promoter Score. Since the book was first published, Net Promoter has transformed companies, across industries and sectors, constituting a game-changing system and ethos that rivals Six Sigma in its power. In this thoroughly updated and expanded edition, Reichheld, with Bain colleague Rob Markey, explains how practitioners have built Net Promoter into a full-fledged management system that drives extraordinary financial and competitive results. With his trademark clarity, Reichheld: Defines the fundamental concept of Net Promoter, explaining its connection to your company's growth and sustained success, Presents the closed-loop feedback process and demonstrates its power to energize employees and delight customers, Shares new and compelling stories of companies that have transformed their performance by putting Net Promoter at the center of their business Practical and insightful, The Ultimate Question 2.0 provides a blueprint for long-term growth and success"--Provided by publisher.

Customer relations. --- Consumer satisfaction. --- Customer loyalty. --- Employee motivation. --- Employee loyalty. --- Leadership. --- Success in business. --- Customer relations --- Consumer satisfaction --- Customer loyalty --- Employee motivation --- Employee loyalty --- Leadership --- Success in business

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"Imagine you are a leader in a large company, and you volunteer at a local soup kitchen, helping the needy who can't afford warm meals. On your way out, the director stops you and says, "I just need you to know that many of the people visiting our services are actually your employees." This really happened. The leader was shocked. He assumed that because the company paid market rate, the company was doing right by its employees. But market rate isn't a living wage. Market rate doesn't make good jobs. Many leaders want to provide good jobs. They want to pay more, provide dignity and meaning in people's work, and give them opportunities for growth. But they don't know how to start, or they don't think it can be done without hurting the bottom line. Most want to win with customers but are hobbled by a host of service and operational problems largely driven by high employee turnover-and that is partly driven by the low pay. It is indeed a vicious cycle, and Zeynep Ton is here to show the way out: why good jobs combined with strong operations always lead to good outcomes for the business. And why, more than ever in a post-pandemic world, failing to provide good jobs will catch up with you and threaten your business. Ton, the preeminent voice of the good jobs strategy, lays out plainly what most companies and leaders are doing wrong-and how to get it right. She shows that by choosing good jobs, companies are positioning themselves for future success. Practical, prescriptive, and often provocative, Leading with Good Jobs is essential reading for leaders of any company that wants to-needs to-choose excellence"--

Business ethics --- Compensation management --- Employee loyalty --- Employee morale --- Occupations --- Personnel management --- Success in business