Customer Feedback System Implementation and usage We have system (s) in place to react to our customers’ feedback and fully measure our success as organization. Because of this entities have reacted for customer care, innovation, process optimization and showcasing impact. Furthermore, we have set Organizational Goals for 2015 around Quality
System Pilot We continued, finalised, evaluated and closed the on-going pilot which intended to determine whether the implementation of a Global IT system for NPS was relevant or not. Reports were sent to every entity participating, institutional relations with CG were strengthened and a final decision for implementation was made. We learned the importance of replying to our customers and we got deep insights in the value proposition of our programmes and the processes behind them. For example, 63% of our GCDP promoters marked “Cross-cultural understanding & awareness” and “Personal Development” as their major while 57% of our GCDP detractors were unsatisfied with “Support by home entity during the experience” and “Opportunity to create positive societal impact” In the AI office, besides reading and reaching conclusions, we include NPS data as a key input for the development of our “EP Experience delivery model” as well as a different insight for Programme Managers regarding the goal achievement in their specific areas. We also see a huge pool of people and stories to be showcased and we know who to contact to share perspectives for Programme innovation.
Yes we want the system! Now what? After that decision, AI to make the implementation with the needed care, so we decided to add 33 new MCs instead of the entire network, also as a way to test further changes in the system. The negotiations with Customer Gauge were focused on having a clear overview on how the full implementation would look like instead of just looking the next phase. These negotiations delayed the overall timeline but were crucial. An agreement was reached and the next phase will be running for November. But system is one side only. Big questions face us: What is the best structure to support NPS locally/nationally/globally? How to do goal setting around NPS? How do we want NPS to shape our culture? What areas we need to shape based on this (Incentives, Awards, LC/MC JDs)? For example, AIESEC in India clustered their LCs based on their NPS results and had clear areas of focus for each cluster to improve the experience delivery.
What’s coming?
EPs before being interviewed about their experiences by the top leaders of AIESEC at IC 2012. COOKIES!
Next steps include the implementation of the first phase, while education and support to the network is provided. Also, further research on Goal Setting and data usage is in place. Relevant links: • NPS Pilot Report: http://www.myaiesec.net/content/viewfile.do?contentid=10232360 • NPS Data Analysis:
http://www.myaiesec.net/content/viewfile.do?contentid=10232358
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