Internal client satisfaction index
Surveys of satisfaction at work and employee satisfaction are studies embracing the entire organisation and all employees. Beyond satisfaction and commitment, it is generally used to judge processes and subsystems, in addition to exploring vertical relationships, i.e. that of managers and subordinates.
Feedback is mostly bottom-up, examining the quality of hierarchical relations, the general atmosphere and acceptance of systems. The lessons to be learnt from it may help the management make decisions affecting the whole organisation.
Surveys of satisfaction at work chiefly show how satisfied employees are with:
- their working environment
- the system of incentives
- the career management system
At the same time, satisfaction surveys, as opposed to Internal Client-Orientedness Surveys, hardly address horizontal relationships, i.e. the quality of cooperation with partner departments.
We actually know that there are departments and partner organisations within organisations whose cooperation is of strategic importance. The relationship between two such departments is crucial not only for the working climate but, primarily, because their cooperation or lack of cooperation also affects market success. Such classically cooperating organisational units are the Marketing and Sales teams, the Field Sales and Key Account teams, Marketing and Development, Front Office, Back Office, Sales and Logistics, etc.
Certainly, organisations are also aware of it, and formally lay down the necessity of cooperation and the rules of information flow, but almost never examine them. Rules and reality, however, may be pretty far apart.
Sometimes, no formal direct contact exists between certain departments, and they communicate observing the hierarchy. In reality, however, the co-workers involved cut the “chain of command”, and contact each other directly. In certain cases, it works out, in others, less so.
Exploring and, if necessary, developing the quality of these relationships help more efficient running of an organisation.
This is what a Survey of Internal Client-Orientedness helps with, exploring cooperation within two or more organisation units, using the following criteria.
Internal client-orientedness, flexibility
Quality and style of communication
Quantity and availability of information
Quality of assistance
Effect of business output on others
Acceptance and professional credibility of partner organisation
The most and the least client-oriented co-workers
Assessment of processes between departments
The Survey of Internal Client-Orientedness examines horizontal relations among strategically important coordinated partner organisations and teams forced to cooperate for market success (e.g. cooperation between field sales and key accounts, or development and marketing). It may be used to reveal processes between partner departments, opportunities for formal and informal cooperation, in addition to the quality of communication and cooperation, as well as areas of development. Exploitation of these areas of development improves cooperation between two or more partner departments, which contributes to the efficiency of the organisation
DEVELOR STAFF
Zsolt Pozvai
CEO, Trainer When I was a child I wanted to be many different things. There were times when I wanted to become a surgeon, or an archeologist, and yet again there were times when I was considering becoming an astronomer, or an astronaut. However, I never dreamed of becoming the CEO of a training company. Today I have no regrets whatsoever that it happened this way! To be here, at Develor!
Ralitsa Mihaylova
Training Specialist "Give a man a fish and you feed him for a day. Teach him how to fish and you feed him for a lifetime." What I really love in my job is that I just have to find a lot of fishing rods – it is not easy, but it is possible…