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Effective Use of Employee Survey Research
Some Lessons for Organizations
By Dr. Michael Bewley
ESS
What steps should you take to see your employee research
information actually get used and provide value to the
organization? Here are three lessons:
1. Never confuse statistical significance with practical
importance. If you do, you will reach the wrong conclusions and
make bad recommendations. Worse, you will build cynicism and
distrust in the organization.
2. Breakdown analysis to a level where the information is
relevant to managers. Different people with different roles in the
organization all have different information needs. The information
delivered must be right for them.
3. Give managers the responsibility for their data. Breakdown
analysis should never be presented as a “done deal” with
conclusions already developed for the manager. Managers must be
given their data, taught how to interpret that data, and then given
the responsibility to draw their own conclusions.
Kano’s Value/Quality Characteristic Model
By Michael Bewley
ESS
A model used to measure how well a product of service meets
customer requirements; named for its inventor, Dr. Noriaki Kano.
"Kano analysis" is usually expressed visually via a "Kano diagram"
(See below), which plots three forms of quality ("must-be quality,
“one-dimensional quality," and "attractive quality") across a
relation diagram.
Kano analysis is based on four core principles: 1) Understanding
"unspoken" customer expectations is as important to performance
as understanding those that are expressed; 2) with regard to
some customer requirements, better product performance leads to
greater customer satisfaction (i.e., "one-dimensional quality"); 3)
with regard to some customer requirements, customer satisfaction
does not increase with better performance, but it does decrease if
the customer notices defects in performance (i.e., "must-be
quality"), while with other requirements, because the additional
performance is not expected, customer satisfaction does not
decrease with its absence, but does increase with its presence (i.
e., "attractive quality"); and 4) a properly designed survey (i.e., a
"Kano method survey") of customers will identify customer
expectations with regard to each form of quality, allowing
business to ensure performance that meets those expectations.
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May 29, 2009
Membership retention starts way before renewal
letters
Blog Posts
Posted By: Michael Casey
Without getting long winded on this issue, membership
retention communications starts with truly understanding
their opinion on a regular basis rather than when renewals
go out. I may be biased toward the survey model, but I have
seen this as very effective if resources are dedicated to
watching for those answering neutral or negative on
questions relating to future action such as rejoining,
recommending, or overall value of the association.
This can be done on your typical annual assessment, but it
isn’t timely. Short, 5 question surveys delivered after
transactions, events, or any experience can uncover their
feeling about the association at that moment. Why not
address a membership need 6 months before renewal or
right after a horrible experience so you can make it right
immediately? Response time on issues is what helps
retention, plus understanding what the expectations are and
delivering on them.
Associations that understand membership needs and then
hone their offerings to fit like a glove have the highest
retention rates. Not rocket science, but just throwing stuff
out there without assessing the value is a mistake.
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