Getting Buy-In on Customer Satisfaction Programs

• By: Dave Burr
• On: 10/14/2008 11:37:02
• In: Surveying 101
• Comments: 0

Developing a customer satisfaction program that measures customer satisfaction usually starts with a focus on good design and mechanics  – it must measure the right customer touch points, get sufficient participation, and be easy to conduct on an ongoing basis. A great deal of thought goes into these elements on the front end, and this effort pays, at least conceptually.

However, the real success of any customer feedback program is determined by people, from management down to every individual that can affect the elements being measured, even indirectly. To make these kinds of programs really work, it’s essential to develop an end-to-end plan around people. This step is particularly important if recognition or rewards are attached to the results. Here are some guidelines to consider:

Communicate the Purpose
All involved parties need to know why the satisfaction measurement program is being undertaken. Generally, it is better to emphasize how the organization can get better and be more competitive as opposed to focusing whatever problem areas may be the hot topic at the time. In the latter case, you can lose focus as people find a way to shortcut the process by “solving” the problem, even if it may not be the right one to solve. In addition, putting people on the defensive is generally not a good way to start the process.

Rationalize the Elements to be Measured
You’ll likely work with your research supplier to assure that you are measuring the right elements or attributes. You should determine the key drivers of satisfaction through some statistical testing that determines the association between the attributes and the goal: greater overall satisfaction and loyalty. This information should be shared with all concerned. You can eliminate contention over relevance of various issues by having statistical facts that demonstrate which service characteristics are most likely to “move the needle” on customer satisfaction. This is one of the most important buy-in elements.

Establish Faith in the Design
If individuals or groups are to be evaluated using the feedback system, it must be designed correctly from a sampling standpoint. That means that enough of a sample is taken to assure statistical significance. If the margin of error is larger than the “needle swings”, you cannot draw any conclusions. Additionally, frequency and timing need to be considered so that not only are measurements fair, but they are made often enough to be useful. You don’t need to turn your people into statisticians, but when the “numbers” come out next month, they must be able to embrace them.

Reveal the Action Plan
The only way to really indicate managerial commitment is to communicate exactly what will be done with results. Will you develop process improvement committees to deal with each issue?  Exactly what will be the composition of the committee and, at least roughly, when will they be formed, how often will they meet, etc? Will you put in place incentive programs? When? How will they work? The “corporate world” is full of cynicism when it comes to new program rollouts. Everyone has heard “flavor of the month” and other such derogatory terms. Show that your customer feedback program is real.

Share the Results
Too often, results are available to a limited group at the top. Buy-in requires a level of ownership, and you don’t own it until someone provides it. So share the results with everyone. Everyone needs to be involved in improvement efforts and hearing about problems from the customer’s perspective is often the strongest motivator for action.

Train on Problem-Solving
If you are going to ask employees to participate in coming up with solutions to opportunities uncovered in the feedback program, make sure that you have at least one person on the team that knows about process improvement techniques. The skills required range from brainstorming, to flow charting and other diagramming techniques to pareto charting. Group handling skills are very important. Hire outside help if necessary.

Involve People in the Improvement Process
This step is associated with the Action Plan. Many companies worry about the resources involved in “taking people off the job” in order to become involved in improvement activities. That is ironic because quality IS the job, and there will ultimately be no job without it. This is one of the areas where management often falls down. They also often don’t involve peripheral employees because they have not done at least a cocktail-napkin flow chart to suppliers to the relevant processes, and internal customers of those processes. These people are “gold” within process improvement groups.

Celebrate the Successes
This isn’t about “the big party at the end”. There won’t be an end, so don’t wait. Every time a goal is met, and sometimes even when the needle moves in a positive direction, there needs to be acknowledgement. A big party each time? Maybe not, but what about a newsletter that covers the ongoing efforts that can serve as an acknowledgment tool. Or ad-hoc luncheons. Maybe even a small surprise bonus?

The establishment of buy-in as described above certainly involves a higher level of managerial commitment than is given in typical measurement initiatives. But without it, the program may be unsuccessful. At a minimum, there will be some lost opportunity. A little up-front planning in this area will go a long way.