Customer Satisfaction Survey Grading

What grades do you use in customer satisfaction surveys? How are grades influenced by the culture of the country? What to do if you perform surveys in different countries with different background?

I have been discussing customer satisfaction here a few times. Related to that, let me share a brief anecdote with you:

We implemented a new Service Desk SW on a customer's site. They are a managed services company providing support all over the world, 24x7. After the resolution of every ticket, contact person on a ticket receives a mail notification with a link to a short web-based survey.

There were just a few questions regarding speed of resolution, communication, competence of support people and overall satisfaction with the ticket resolution.

Grades were 1-5, with the above explanation that 1=poor and 5=excellent.

We received quite a bunch of survey results at the beginning, which was the intention. Here and there, a low score was received, but we were not alarmed, you can't please everyone. Service Manager was in charge to treat all grades below 3 as a customer complaint and to follow up with customers to raise their satisfaction.

Then one day we received two very bad results, averaging below 2. Both from the same market. Alert! We are doing something wrong.

So Service Manager sent apologetic mail with a inquiry what went wrong and how can we improve, blah...
The answer came quickly, from both customers, saying they are sorry, but they thought 1 is better and 5 is poor.

Was something wrong with the survey code? Customers sent us their screenshots, everything is fine, the explanation at the form header clearly stated "1=poor and 5=excellent". Both customers were from Germany. On a request to explain how they misunderstood this clear instruction, they said: "German school grading system is 1 to 5, a one being the best grade (Sehr gut), and five the worst - insufficient (Nicht genügend)". So they didn't bother looking at explanations, they automatically presumed that this survey from another country complies to their long-term grading experience in German scholar system. Can't blame them.

Therefore we looked arround, what are grading standards in school systems around the world?

USA and influenced states use ABCDEF grades. Europe differs very much depending on history, somewhere 1 is bad, under the German skirt it is excellent (Chezh republic and Slovakia also).
Eastern European countries, Asia and Oceania use either Russian 1-5 system or percentage system 0-100%.

Interesting details:

• Venezuela uses rather exotic 0-20 grading system
• Ecuador and Serbia (opposite hemispheres) use similar 5-10 grading systems where 5=fail and 10=excellent.
• A lot of countries use different grading systems for primary, high school and university grades.

So what approach to take in grading customer satisfaction in order to make it intuitive regardless of their local education background?

 

We had only two solutions:

• Go to using 1, 2, 3, 4 grades, where customers won't be able to relate to their finer graded school system. 1-4 is also good because it eliminates the indifferent middle grade, and it forces a customer to decide for better or worse 2 or 3.
• Take the -2, -1, 0, 1, 2 grading approach. Good: it is self-explanatory, negative numbers can't be good. Bad: it leads the customer to a mediocre "0" grade, suggesting that it is OK.

For now, we are using the second proposed grading system, accepting the downside that some customers see nothing bad in selecting a "0", which is a neutral grade.

An additional tweak would be to change grades to -1, 0, 1, 2, which would "push" a customer towards positive grades some more.

What metod do you think is most apropriate for you?


Related articles:

Customer Satisfaction 
How bad do we need it in IT Service Management? Where is it mentioned and where is it dealt with in ITIL V3? How do we manage it in real life?

Customer Satisfaction Survey: What Methods To Use?
How to gather customer satisfaction data? What methods are there? What ITIL says? What methods will work for you?

ISO/IEC 20000 - A Brief History

From DISC PD 005 over BSI 15000 to ISO/IEC 20000. Specifications, requirements, Code of practice.

History is a myth that men agree to believe.
Napoleon

ISO/IEC 20000 Timeline

I have been looking around for some brief document with ISO/IEC 20000 history, and I could not find anything useful.

Here are a few major points I have collected from various sources in ISO/IEC 20000 history.

1995: British Standard Institution (BSI) published the first version of DISC PD 0005:1995 - Code of Practice for IT Service Management. It described only four basic ITSM processes.

1998: BSI publishes a revised version of DISC PD 0005:1998 and it already described all five process areas and 13 processes as we know it today.

2000: Published BS 15000:2000 - Specification for IT Service Management which was used together with the code of practice DISC PD 0005.
Also in 2000, the third supplementary document entitled DISC PD 0015:2000 IT Service Management Self-Assessment Workbook was published.  It was a questionnaire that enabled anyone to make an assessment of its compliance degree with BS 15000.
Some serious revisions and rewriting followed, resulting in standard documents very similar to today's norm:

2002: BS 15000-1:2002 IT service management - Specification for Service Management;
PD 0015:2002 - Self-Assessment Workbook

2003: BS 15000-2:2003 IT service management - Code of Practice for Service Management
The same year a new PD 0005:2003 Guide to Management of IT Service Management was published with explanations of the purpose of BS 15000, and also the framework guidance on how to use the standard processes and implement them.
BSI 15000 was adopted by many service companies in UK, and countries worldwide accepted it.

2005: BS-15000 was placed on the “fast track” by the ISO. By the end of the year, with some moderate changes, it was published as ISO/IEC 20000 standard:

• ISO/IEC 20000-1:2005 Specification  is very formal, it defines processes and provides assessment/ audit criteria.
• ISO/IEC 20000-2:2005 Code of Practice that gives HOW-TOs and describes best practices for implementation of Part 1.

Standard was unchanged for four years. Adoption was a bit slower due to somewhat lower ISO maturity level of the standard. The norm requirements were very demanding, and supplemental documentation was scarce and sometimes ambiguous. There was a need for some additional documentation:

2009: ISO/IEC TR 20000-3:2009 Guidance on scope definition and applicability  was published. It provided guidance on scope , applicability and of conformance for service providers

2010:

• ISO/IEC TR 20000-4:2010 Process reference model - describes  the service management system processes implied by ISO/IEC 20000-1 at an abstract level.
• ISO/IEC TR 20000-5:2010 Exemplar implementation plan for ISO/IEC 20000 -1 - provided guidance  to implementation of ISO/IEC 20000 by example and advice.

2011. April:  ISO/IEC 20000-1:2011 - new version of specification is out.

2012. February: ISO/IEC 20000-2:2012 - new Guidance on the application of service management systems published.

If someone has an update or a correction to this, I will be very glad to update the post. Thank you.

Related posts:

ISO/IEC 20000 Essentials
A few more words on ISO/IEC 20000

ISO/IEC 20000 Rediscovered
Describing differencies and similarities of ITIL and ISO/IEC 20000

ITIL and ISO/IEC 20000 Compared
ITIL V2 - ITIL V3 - ISO20000 comparisson table

Hope this helps. Have a nice day!

About IT Service Management

IT Service Management, as a primary enabler of IT Governance objectives, deals with IT systems from a customer's view: "What and how can my IT contribute to my business?"

ITSM is a discipline for managing enterprise IT. It's task is to defocus IT practitioners from technology and put customer deliverables on a first place.

Definition: “Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services.”

IT Service Management is a discipline which deals with transforming resources into value for a customer, according to definition of a service. Main capabilities in Service Management are functions and processes for managing services through the service lifecycle.

By purchasing or using a service customers get the outcomes they want to achieve. Perceived quality of these outcomes determines the value of the service to the customer.

A process “is a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome, which, directly or indirectly, creates value for an external customer or stakeholder.”

Business wants  IT to support its existing business processes effectively and dynamically. Business managers often lack the insight on complexity and problems of supporting the business process within the realm of IT resources. IT people, on the other hand, do not exactly understand goals of business managers. Service Management principles are used to reduce this gap. Among others these principles are specialization and coordination, agency principle, encapsulation etc.

As said earlier, main Service Management capabilities are functions and processes:

Functions
Functions are “units of organizations specialized to perform certain types of work and be responsible for specific outcomes.” Functions are self-contained  units with their work methods, processes and body of knowledge. They can be viewed like, and often they are, organizational business units.

Service Desk is the oldest known ITIL function. It provides a single point of contact for Customers while dealing with restoration of normal operational service with minimal business impact on the Customer. Other functions are Application, Technical and Operations management.

To improve cross-functional coordination and evade pitfall of silo-mentality, service management needs well defined Processes.

Processes
Process has actions, dependencies, sequence, inputs and outputs. Process is measurable, it has specific results and its own customers (owners). Also, process is usually event driven.
For Example, Incident Management is a process:

• It starts by incoming call or operations control tool notification (Event)
• We can count incidents, resolved in a first call or specific types (Measurable)
• We know the results of all closed incidents (Output result)
• Every incident has a contact person, (Customer) and Service Desk is the Owner

Operations Management is not a process, it’s a day-to-day activity which interacts with processes. On the other hand, some organizations can define some functions as processes if it suits their business and organizational requirements.

ITIL Processes in Lifecycle stages