Hey, here’s how you use my survey feedback to prevent social media warfare

Are you willing to take responsibility for creating this much noise for your organization?  Assuming you responded ‘No’ from the previous blog post, below are a few steps you can begin taking today to minimize your social media threat.  And, since Mom always told us kids that we need to focus on the bright side, that’s exactly what I will do.  From here you get to choose your own remedy based on the current structure and capabilities of your existing survey program and its tools:

1.    If you’re capturing results at the individual or team level, commit to improving or removing the call center agents that introduce the greatest risk to your organization through their interactions with your customers.  Call center agents introduce risk to the customer relationship in a rather limited number of ways by:

  • being wrong,
  • misleading,
  • treating your customers poorly,
  • being inefficient or by not being an advocate.

Step 1:  A quick review of your summarized customer satisfaction scores will allow you to identify which of the aforementioned may be running rampant in your call center.

Step 2:  Once you’ve identified your source(s) of risk, you must next validate that you have a sufficient number of surveys completed for each agent or team (a minimum of 30).

Step 3:  Finally, examine individual or team performance on your under-performing (risky) customer experience metrics and identify those individuals or agents who must be improved or removed.

All of Customer Relationship Metrics’ (CRM’s) External Quality Monitoring (EQM) programs capture feedback at the call center agent level.  The business partner in this example enjoyed a relatively high rate of first call resolution (FCR), so a decision was made to put in place performance objectives and incentives around average handle time and overall satisfaction with the call center agent (while monitoring FCR rates).

 

 

Another business partner focused instead on FCR, in addition to how well agents minimized the gap between brand and call center agent perception among the customers they served.  Analysis of customer comments revealed that call center agents with abnormally large gaps between brand and agent perception were inflating the customer’s perception of themselves by speaking negatively about other departments within the organization, the company’s products, practices, etc.  Thus, diminishing brand perception and expanding the gap.  Because of this analysis, the greatest risk to this organization were the call center agents who were perceived (by customers) to deliver low rates of FCR and who also tended to have larger than average gaps between brand and call center agent perception.

 

 

2.    If your post-call survey captures verbal or written feedback from your customers, commit to educating your organization on the business process or rule that causes your customers the most pain, and the impact it has on the perception of your brand. 

Step 1:  Begin by conducting a key word search on customer comments and “tagging” each survey that makes mention of a key issue or process.  If you are able to link your survey records to your internal systems, repeat the same exercise, this time searching your internal system for an indicator that the customer encountered this key issue or process, once again “tagging” those surveys.

Step 2:  Assuming you have a sufficient number of tagged surveys, (minimum of 100; ideally 400 surveys or more) compare the key performance metrics on “tagged” vs. “un-tagged” surveys.  If your survey includes a question about the customer’s likelihood to recommend or likelihood to repurchase, append lifetime value or revenue per sale figures to monetize your argument.

In the example below, our business partner was concerned that their new return policy was unduly burdensome to customers.  Key word search of 3,728 surveys revealed 230 post-call surveys in which customers made reference to a product return.  The comparison of return-related vs. all other post-call surveys can be seen below.

The data indicates that the return policy had two distinct effects on customers.  Initially, their likelihood to recommend the company’s products to friends and/or family diminished.  Secondly, a majority of customers (70%) perceived a need to contact the organization more than once in order to process their return.  The percentage of customers contacting the organization more than once for all other needs, was only 31.22%.  Assuming a cost of $5.00 per call at a call center handling 30,000 calls per month, the (new) return policy will cost this organization an estimated $102,646.79 annually, simply due to the need to handle repeat call (FCR failures).  That doesn’t even begin to account for the loss of future revenues from customers who will never purchase the company’s products again.

3.    After completing either process 1 or 2 above (or both), thank your customers for their feedback and tell them about some of the changes you’ve made.  Whether through your IVR messaging, your company web-site, monthly or quarterly newsletters to your customers or even a corporate Facebook page or Twitter account, you’d be surprised at the impact a short note or message like ‘Launching a new rebate process in XX days thanks to invaluable feedback from our customers.  Thank-you for sharing your opinions with us!”

One Response to Hey, here’s how you use my survey feedback to prevent social media warfare

  • Since we began collecting cSAT data we made it very clear to our agents that the process was not intended to be a whip i.e. do this or else. Instead we framed it as an opportunity to be coached in a constructive manner in order to improve, “You can’t improve what you don’t measure.”

    This approach has served us well. So well that the bar has been raised to a very high level by most of the agents, 95% or higher satisfaction with the agent. Using standard deviation to construct our scale of success we’ve identified sevral agents as low opportunities for improvement. By placing low performing agents on improvement plans we wre able to raise our group effort to a new all time high.

    Using data collected we were able to provide laser focused feedback as to where the agent needed to improve. In order to exceed our 2010 performance its imperiative that we find a way to focus the low performaers or cut our losses and move on.

    All of this has been possible having an institutionalized cSAT measurement process in place.

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