01. Determine the goal
Determine the purpose of the satisfaction survey. Do we want to measure or do we want to improve? And who wants that? What do we need to improve? Think of commitment, budget, knowledge of points for improvement.
02. Determine subjects
Determine the topics that will be explored. There are two criteria for this:
• What do we attach importance to?
• What do we influence?
Avoid the ‘chaotic decorated Christmas tree’ effect. By only questioning those topics that we attach importance to and that we could actually work on, we maintain a laser-precision-focused investigation and we can initiate organizational improvement with the same precision.
03. Determine the respondent groups
Who are the interviewed clients?
…We do not get full knowledge of everything that can or cannot be improved with a satisfaction survey: the attempt to do so only leads to overly complex surveys with a low response.
04. Determine the (type of) questions
We do not get full knowledge of everything that can or cannot be improved with a satisfaction survey: the attempt to do so only leads to overly complex surveys with a low response. So: enough questions to get a clear insight into the satisfaction with the chosen topics, but no more. Try to ask the questions in the same format as much as possible, in order to maximize the accessibility and recognisability of the research. A higher response with a better representation of reality is the result.
05. Set the standards
Norms must be set in the same magnitude as that of the answer options to the questions. For example: if you use a four-point scale from ‘very dissatisfied’ to ‘very satisfied’, then a chosen standard could be ‘80% is satisfied with this topic’. Norms must be achievable in order to be motivating. If they have been met, they can be adjusted at a subsequent measurement.
1. Motivating standards. Because standards are formulated per component, they take into account the development stage of the component and feasible objectives can be formulated. Feasible objectives are motivating for the action holder.
2. Standards direct the improvement actions. The most urgent need for improvement is not always in the lowest scoring areas, but in the areas where you are furthest from the norm. This way you can direct the improvement process with laser precision, instead of the blunt-axe method of a general objective.
3. Standards increase involvement. By setting standards together with the action holders, the improvement process really becomes something of their own. It doesn’t feel like a robbery anymore; people themselves experience influence and feel involved.
06. Carry out
In any case, try to complete the research within a month, so that results are recent and therefore have the most value. Also ask management and employees in advance about their expectations of the research: what will be the three most important conclusions? These can be points for improvement as well as subjects on which scores are particularly high. The aim of this is to strongly increase involvement in the research and the results and to sharpen confidence in one’s own understanding of the organization.
07. Create effective reports
Good reporting helps to distinguish opinions from facts (using standards that are as objective as possible). Action orientation therefore has the highest priority. Why is it that satisfaction surveys keep disappearing into the drawer? This is because these studies not only provide sufficient tools for improvement, but at least as many tools to put them aside: the ‘in-the-drawer-handles’. Handles that give you an excuse not to get started with the results. Consider, for example, a lead time that is too long (“This survey was conducted six months ago, a lot has already changed!”), too high an aggregation level (“It’s different in my department!”) or too complicated statistics (“How do they get with those results? Three-quarters are satisfied and yet we score unsatisfactory, that’s not right!”). And an all-time favorite: “Look at those good grades!” . . . to eliminate
The focus of a satisfaction survey should therefore not be on offering clear points for improvement. These are hygiene factors: without points for improvement, your research is a waste of time and money anyway.
08. Discuss the results
Describe the recommendations that led to the proposed solution. Briefly summarize what the proposal entails and how you will achieve the objectives. You can use the “Our proposal” section to go into more detail. The results must be discussed as soon as possible after completion of the study with both the managers responsible for the improvement and with (a selection of) employees on the shop floor who could be given a role in the improvement process. Questions that will be discussed are, for example, “What stands out?”, “How does this match your predictions?” (see step 6) and “Where do we deviate from the norm and why?” The main interpretation of the results takes place in these discussions. Only in this way can causes result relationships in the satisfaction survey are properly interpreted and they come to life with all those involved. The result of the discussions is preferably three action points for organizational improvement. More action points often means too much hay on the fork, fewer action points leaves potential unused.
09. Improvement plans
Describe the overall timeline/schedule for the planning, design, development and implementation of the project. Or more generally: when do you expect the project to be completed? Describe how you intend to implement the project. For example, will all parts of the project be implemented simultaneously or step by step? What is part of each stage?
10. Action
Take the necessary steps to actually effectuate all determined goals and measures.
Client
GoedLichaam
Category
Customer Satisfaction Survey
Tags
Quality, Marketing, Strategy
Project URL
What made carrying out this project with GoedLichaam work great:
- Listening to the partner
- Documenting each step
- Having regular feedback sessions
- Showing all progress
- Explaining even small technicalities
- Being open and honest
- Technical know how
- Knowledge of market
- Experience in customer satisfaction surveys
Marchal.Online really helped me with setting up a long term vision. Able to apply their sustainability and business engineering skills and knowledge to the specific context of our sports, food and health coaching business. Strongly recommended!