The concept of human sigma builds on the six sigma concept, and is a means by which an organization can measure and monitor the employee-customer encounter, particularly for organization with decentralised customer transactions (Fleming & Coffman et al. 2005). As with six sigma, human sigma focuses on reducing variability and on improving organization performance through addressing the human aspects of organizational performance. This notion explores the contributing factors behind the claim that ‘fully engaged customers deliver a 23% premium over the average customer in terms of share of wallet, profitability, revenue and relationship growth’ (Fleming & Coffman et al. 2005). The path to fully engages customers is through fully engaged employees, who consistently and professionally present customers with the best face of the organization, irrespective of their location. These staff will persevere with problems experienced by customers, and will follow them through to completion.
Cialdlini (cited in Ostergaard 2009) reports that it is not the customers who has p problem- free experience ‘who reported the highest satisfaction ratings and future loyalty- rather, it was those who experience d a service stumble that was immediately put right by … staff’