Salome Matiashvili,
CX/EX Research Analyst, ACTR

While simplifying the customer journey and ensuring fast delivery of a product or service play an important role, the most significant influence on customer experience often comes from the human factor – frontline employees. Each of these individuals represents the face of the company. At every stage of customer interaction, it is their actions – or inactions – that determine whether the brand promise is fulfilled. A single positive or negative encounter can turn a “one-time interaction” into a long-term partnership, or conversely, drive a customer straight to a competitor

What is the impact of service quality, especially employee behavior, on the overall customer experience (CX)?

Data from various industry studies clearly shows that employee service quality is a key determinant of customer satisfaction and loyalty:

• According to the American Customer Satisfaction Index (ACSI), in the hospitality and retail sectors, service quality is the primary driver of overall satisfaction, where positive employee behavior directly translates into high satisfaction scores.
• Similarly, J.D. Power’s 2023 Service Index indicates that communication with employees is one of the most influential factors shaping customer satisfaction and loyalty across industries. For example, in the telecommunications sector, 60% of customer satisfaction scores are directly linked to the behavior of frontline employees.
• Research by the Harvard Business Review highlights that in service industries, 70% of customer loyalty is determined by the service process itself – reinforcing the idea that employee empathy, professionalism, and attitude are critical.

Thus, it is evident that improving employee service quality is one of the most effective ways to strengthen customer experience, increase loyalty, and drive customer recommendations.

What methods can be used to improve employee performance and service quality?

Enhancing service quality requires a holistic, strategic approach focused on training, development, and culture-building:

• Employee Empowerment

Modern training formats focus not only on what employees should do but also on how to evoke positive emotions in the customer.

• Linking CX indicators to employee motivation

When employees clearly see how their behavior influences customer evaluations and attitudes toward the company, they better understand their importance.

• Strengthening employee autonomy and recognition

Empowerment is a major motivator. Allowing employees to make decisions independently to resolve issues quickly not only improves service speed but also boosts their confidence and trust in the organization.

• A culture of recognition for CX support

Public recognition of successful cases increases motivation and helps build a customer-centric culture within the company.

More specifically, what role do employees play in ensuring a successful customer experience?

• They are brand ambassadors

When employees perform their duties thoughtfully – not mechanically – they shape the customer experience. For example, saying “Let me help you” with genuine eye contact and willingness creates a positive emotional impact.

• Frontline employees are a vital source of the “voice of the customer”

Beyond delivering service, frontline staff provide invaluable insights about customers. They are the “customer’s voice,” and establishing a clear system for collecting and sharing their insights is essential for building a customer-centric culture. Observant employees can easily identify what works and what doesn’t.

To support this, organizations need a structured feedback system that facilitates communication between frontline staff and decision-makers. Feedback is useless if it leads to no action. When feedback results in real changes, and this is clearly communicated back to the staff, it reinforces the value of their input and encourages continued contribution. When a suggestion isn’t implemented, explaining „why“ transparently – builds trust. Apart from that, Highlighting employees whose insights drive improvements motivates others as well.

In many CX-leading organizations, frontline staff are actively involved in service design. Companies create internal platforms where employees openly share ideas for improving CX and receive feedback.

In summary: Strong frontline → Strong customer experience (CX)

Frontline employees are the most critical factor in delivering an effective and memorable customer experience (CX). By investing in comprehensive training, selecting the right talent, and empowering employees, businesses can transform service delivery so that employees become not only the face of the brand but also the “voice of the customer.” When their insights are integrated into strategic decisions, companies can build a powerful cycle of improvement that enhances customer satisfaction, loyalty, and ultimately, business profitability.