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The rollout of a client feedback program has led to a cultural shift at a mid-tier firm, pushing it to act on previously unheard client criticisms.
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Mid-tier champions ‘raw, confronting’ client feedback program
12 March 2020
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9 minute read
HLB Mann Judd Australasian Association chairman Tony Fittler said the introduction of a formal net promoter score (NPS) program at the firm has driven tangible improvements in its service delivery by giving partners insights into specific client concerns.
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NPS is a metric that gauges the loyalty of a customer by tracking their feedback as being promoter, neutral or detractor, with the latter signalling to the partner that specific client concerns should be addressed.
The metric has given HLB Mann Judd insight into how clients are increasingly expecting more proactive engagement with their firm as well as communication relating to events and seminars.
“This tool allows for raw, honest and occasionally confronting feedback that can be difficult to hear but, ultimately, can only serve to benefit the quality of the service offering,” Mr Fittler said.
“NPS has been a very useful program, particularly around the importance of being proactive and not just waiting for clients to contact you.
“Often it’s hard for people, especially those who are technically highly skilled and competent, to take on board feedback that relates to soft skills such as communication and responsiveness.”
Greg Tilse, director of Melbourne-based consultancy Client Culture, who has been running the NPS program at HLB Mann Judd for the last three years, believes the methodology assists with not only managing the client relationship, but also helping inform the value and trust perception held by the client.
“For professional service firms, it’s the trust aspect that will determine whether the client will recommend the firm — and that’s the barometer for the effectiveness and efficiency of client service,” Mr Tilse said.
“The challenge for all professional service firms is being able to provide service consistency across the entire firm, through every division and even within divisions.
“This does make the business case for investing in your people pretty clear.
“Partners who have the empathy and insight and people skills can create the right environment for staff, so any client feedback is valuable for partners who are receptive to actioning feedback. When it’s about raw numbers, it leads to a mindset shift and a cultural shift.”
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