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How to Let Employees Know About a Bad NPS Score
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How to Let Employees Know About a Bad NPS Score

You did your due diligence and sent out your Net Promoter Score (NPS) survey to your customers. You got results back and looked at the data.

It isn’t what you expected.

Your survey came back with a negative NPS score. In this article, we look at how to let employees know about a bad NPS score so you can move forward as a team.

Communicate with Your Staff

The first thing to do is talk with your team. Share the results and go over how they were tabulated.

You don’t want to hide survey results from your employees because the results are embarrassing. And you don’t want to sugarcoat the results either, because your team is accountable for the results.

Communicate that you all have things to work on, and then get to work on a plan to change things.

Brainstorm Solutions

Now that your employees have the facts, it’s time to brainstorm some solutions and create a plan to turn your detractors into attractors.

Consider creating small teams to work on the various areas you are going to focus on. Let them come back to the larger group with an array of ideas.


Then, you can start to narrow your focus and come up with at least three things to work on.

Set Goals

Now that you have a plan for turning things around, set some goals and decide how and when you’ll measure them.

Make sure that your entire team buys into these goals, or you’ll have a hard time meeting them.

Evaluate

Work on your plan continually once you’ve established your goals.

By evaluating it, you can see if you need to make any adjustments to the plan.

After a specified time, conduct another NPS survey to see if your results go up.

To Conclude

You want to work on your NPS score on an ongoing basis. Train your team better, engage them with customer service training, and create a positive employee culture. (tweet this)

By working together with leadership and your team, you can put your plan into action and reach your goals of increasing your NPS score.

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