In other words, work needs to be done to straighten things out. A high Customer Effort Score means other departments or units of a company have to make quite a lot of effort to get things done from the department under scrutiny. Effective customer service is all about removing friction, making the experience as smooth as possible. From an internal customer’s viewpoint, the Customer Effort Score identifies the level of friction that exists between departments or teams within a company. The idea is that organizations create loyal (internal) customers primarily by reducing the amount of effort said customer has to make when trying to solve a problem. The organization made it easy for me to handle my issue. To what extent do you agree or disagree with the following statement: The Customer Effort Score was originally created to measure external customer loyalty but it can just as easily be applied to internal customers.
→ Learn more about the Net Promoter Score Some companies even use the Net Promoter Score to base decisions on bonuses and incentives – for instance, the department with the highest score wins a team trip. Overtime these results can be used to compare, benchmark, measure and spot long term trends, which in turn enables fact-based decision making. Promoters, Detractors and Passives will offer valuable insights into how a certain part of your company is performing – or, to be more precise, how its performance is perceived by internal customers. The Net Promoter Score, a metric used for quantifying overall customer satisfaction, can also be used to measure internal customer satisfaction. How likely are you to recommend to another colleague/department/team? The same rules apply and the same questions can be asked. Which questions to ask?Īs departments are regarded as customers of other departments, the internal customer satisfaction survey is more or less identical to the external customer satisfaction survey. These are the concerns which are keeping your departments from working together better and employees from growing. Whether or not these impressions are based on facts isn’t actually relevant. Internal customer satisfaction surveys measure perceptions and impressions of internal service, be it communication, productivity and/or responsiveness. For example, raw materials are purchased by one department, products are manufactured by another and marketed by a third department. Why survey your own staff?Įvery department has its own customers, i.e. However, not all employees are keen on openly criticizing their manager, employer or coworker. So how do you do that? How do you identify inefficiencies and turn them around? Regular all-staff or inter-departmental meetings are a good start. (Mind, these so-called “weak links” aren’t necessarily individual people – in most cases underachieving teams or units have multiple problem areas.) Identifying weak links should be a major concern for any company. Departments depend on each other in terms of productivity and efficiency – if one is underperforming, the entire chain is stretched. “A company is only as strong as its weakest link.” Cliché as this may sound, the statement is very close to the truth.
Why measure internal customer satisfaction? Measuring internal customer satisfaction can be done in a couple of ways but surveys prove to be the most effective. Improving internal customer satisfaction will eventually result in a more efficient production process, better service and ultimately lead to more satisfied external customers. Regarding your employees, distributors, vendors or departments as internal customers adds a whole new perspective to business management.