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CSS - Customer Satisfaction Survey

An Internal Customer Satisfaction Survey simply measures how satisfied internal customers or staff is within a department or team. In particular this survey measures perceptions and impressions of internal service, productivity, communication and responsiveness. An internal customer satisfaction survey is similar to an employee satisfaction survey but must be treated differently. The survey should be presented using the same survey methods you would use for an external customer survey, except that with an internal survey, all the customers and service providers are part of the same organization. External and internal customer satisfaction surveys focus more on direct product or service satisfaction, not overall job satisfaction like with an employee satisfaction surveys.

The internal feedback survey is used by HR / Management / Customer Service / Marketing / to draw out feedback from internal customers in order to benchmark internal customer satisfaction, to solicit suggestions for improvement, and try to identify trends related to performance.

Key benefits of CSS implementation:

  • Determine actual performance level
  • Determine the level of satisfaction required within the organization
  • Measure satisfaction level of internal customer with respect to needs and expectations
  • Identify improvement opportunities in work process
  • Develop action plans for better service.

Phases of the process:

  • Agreeing the themes to be assessed
  • Agreeing the survey content
  • Implementing a pilot survey
  • Refining the questionnaire (if necessary)
  • Deploying the final questionnaire via e-mail
  • Collecting data
  • Generating reports
  • Creating an assessment report with our recommendations
  • Developing action plans in line with your company's business objectives

Main themes to be assessed:

  • Quality of Communication
  • Quality of Service Excellence
  • Quality of Added Value Services
  • Effectiveness
  • Flexibility
  • Customer Focus etc.

Assessment Scale (We recommend a 5 point assessment scale)
1 – Almost never
2 – Sometimes
3 – Generally
4 – Almost Always
5 – Always

True GAP Analysis
This unique feature of CCi System offers the possibility for each respondent to answer to each question from the “current performance” point of view form the “expected performance” point of view. Therefore, the department assessed will be able to compare the current situation of it’s performance and what is expected from it, in that specific matter. The GAP between current and expected can be easily transformed into a development action plan.

Open ended questions
An unlimited number of open opened questions can be added, in order to gather qualitative opinions from the respondents

Sample of open ended questions:
What should this department START doing in order to become more efficient?
What should this department CONTINUE doing in order to become more efficient?
What should this department STOP doing in order to become more efficient?
What other suggestions can you offer in order for this department to improve the quality of it’s services? Etc.

Testimonials
Lory Kanceva, BASS
From our point of view, we can say that HART expertise in this area is a factor of recommendation, by the professionalism and seriousness in evaluating candidates. Regarding the organization of AC, the HART’s focus is to train the assessors, this factor representing one of the main ingredients in having a quality AC. In an AC every detail is important and we consider that HART’s
Alina Sincan, Danfoss District Heating
I would like to recommend Mrs. Rodica Obancea, with whom I have worked during last year, first as my personal coach and in the last 2 months as coach for my management team. We have started our cooperation 3 months before taking my new managerial position and at the final of our session, I succeeded to reach all the objectives agreed. The transition to my new position was smoothly and my
Mihaela Flamaropol, Raiffeisen Bank
In our company we use assessment Hogan instruments almost a year now, and we used it for both our colleagues proposed for promotion as well as external candidates for managerial positions. It has been established a correlation between the bank and the competence scales of HPI and HDS assessment tools, the profile of the person assessed has been observed and thus it were identified the areas for
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