Every time a customer survey is completed, notify relevant employees about the new feedback. For example, front-line supervisors may get notified any time a survey is completed about one of their employees; and a service-recovery team is notified about customers who had a bad experience.
This technique brings immediate feedback to the people who can act upon it. When the customer survey reveals something the company needs to take action on, getting the information to the right team right away helps ensure the customer is properly taken care of. For front-line employees, each survey is a coaching opportunity to either reinforce positive behavior or discourage negative behavior.
In most companies, sending an e-mail with the survey information is perfect. E-mail doesn’t require any new technology or infrastructure, and most people are already paying attention to it.
The power of this technique is that it allows customer-facing employees to get their feedback right away, without having to wait for a summary report, and while the customer interaction is still as fresh as possible.
It can be overdone, though. If someone is getting more than a handful of notifications per day, it’s probably best to prune them down to the most important, and send the rest as a summary report. With too many notifications, people will either ignore them or become unproductive because of the interruptions.
