Step 1: Build your Optimal Measurement House
A good measurement house starts with clarity on what you want to know and why. Focus on:
- Customer journey and employee journey moments: Think of onboarding, service contact, departure moment.
- Different perspectives: Combine quantitative (NPS, eNPS, CSAT) with qualitative feedback from customer or employee stories.
- Rhythm and relevance: Measure frequently enough to recognize patterns, but ensure it fits with work practices.
🎯 Tip: Think in terms of “action-oriented feedback”: Which insights help teams act differently tomorrow?
Step 2: Activate Teams – from Feedback to Action
Ensure that feedback is not just something for headquarters, but that every team understands: this is about us, and we can do something with it.
- Translate insights into the team’s context: Use concrete customer and employee quotes in team meetings.
- Give teams ownership: Let them choose and monitor improvement actions themselves. Consider securing action plans through short feedback stand-ups, for example.
- Train team leaders in conversation techniques: Making feedback discussable requires skills – invest in them.
🧩 Tip: Use storytelling – have colleagues share what they’ve changed based on feedback.
Step 3: Make Feedback Part of your “Way of Working”
Feedback should not be a project, but part of the daily rhythm:
- Integrate into meeting structures: Consider a fixed feedback moment in the weekly meeting, discussing the latest customer stories.
- Link feedback to goals/KPIs: For example, customer impact as a fixed agenda item in quarterly reviews.
- Celebrate successes: Show how feedback leads to improvement – this motivates and strengthens the feedback culture.
🌟 Organizations that do this well notice: more engaged employees, more satisfied customers, and faster adjustments in operations.
Finally
Do you want to truly build a customer-oriented organization? Then start with the people who make the difference: your employees. Put their insights at the center, give them the tools and space to act, and build a culture where feedback is the engine of continuous improvement.
