My 3 best advice, if you want to act on you measurement with NPS
1. Reflection on results
It is my experience that there is far too little concrete action and reflection on the results the companies achieve. And the action is removed from the employees. Whether we have made a 3, an 8, or a 10 experience, it is important that we find out what the reason for the customer’s assessment is. The employees must know where they hit and where they do not hit. (It doesn’t have to be every time. It can be random samples).
- We need to talk about the 3’s experiences so that we can adjust and prevent them from happening again.
- We must talk about the 8’s experiences, so we ensure that they happen often.
- And we must talk about the 10’s experiences so that the employees can motivate and inspire each other so that they happen again.
It is crucial that the employees are involved in the process so that they understand what to do and what to avoid. The work with NPS must be present and current. The employees ARE the company. Management must ensure that employees are assigned responsibilities so that they can take ownership.
2. Voting of the experiene
The customer evaluates the experience. So does the employee. But it is far from always that the two assessments are the same. Therefore, the company can add the P-Gap (Perception Gap) to its NPS metrics. So it is both the customer and the employee who evaluate the experience. The results are compared, and this means that management and employees can become more aware of where they are doing well and where they are not doing so well in relation to the customer experience.
If you want to know more about P-GAP you can read the book ”Herregud! Det er jo bare kundeservice” by Anders Rønnebech Jensen
3. Celebrating success – 10’s experiences
The company should celebrate its success. When the employees have created a “10’s experience” it must be celebrated. The celebration can be a pat on the back, cake, or fun. The most important thing is that the 10’s experience (and thereby the employee or team) is recognized for the performance. In connection with the recognition, it is important that the action is multiplied. What was it that the employee or the team did that created the good experience. Which action was decisive.
It is my experience that there is too little focus on celebrating when the individual employee or the individual team does well. Often it is about how well the company performs overall. There must be more presence. It is important that we all know where we are doing well. Where we make a difference.
When we cultivate the 10’s experience, we create higher customer satisfaction, we create greater employee well-being, and the company gets a more sustainable business. Win-win-win.
Cultivating the 10’s experiences, however, requires that the company has a relatively high bottom line.If you want to know more about the work with 10’s experiences, you can read ”Tag ansvar for kundeoplevelsen” by Ian Wisler-Poulsen
I can give 4 examples that I not only think are fantastic. They have been shown on LinkedIn hundreds of thousands of times. One is about strong teamwork, and the rest is about an employee with surplus and overview. What all 4 had in common was that they created 10s experiences. They are in Danish.
En oplevelse fra lufthavnen (team) – 180.000 visninger
En oplevelse fra Netto – 255.000 visninger
En oplevelse fra en café – 421.000 visninger
En oplevelse hos Royal Copenhagen – 466.000 visninger