Generally speaking, client satisfaction measurement is the process of obtaining qualitative and quantitative information which indicates the extent to which client expectations are being met. Such information can be obtained in a variety of ways, both formally and informally. Within ESS, this information is typically retrieved through: surveys, feedback forms, evaluative studies, focus groups, advisory panels, meetings, conferences and other interactions which occur in the normal course of business. In addition to these primary sources of information, secondary sources such as complaint records and logs of client visits can also prove valuable in assessing client satisfaction.

Key Indicators of Client Satisfaction

Many different indicators can be used to measure client satisfaction. Some of the more common indicators include: accessibility, reliability, competence, timeliness, responsiveness, fairness, courtesy, usefulness and value. In addition to these specific dimensions, overall ratings of product and service quality serve as useful summary indicators.

It is important to view CSM in relative rather than absolute terms. For example, a 90% satisfaction rating for "response time" may appear to be quite high but, in fact, may be low if indeed there is a benchmark measure for equivalent service elsewhere that is 99%. It is also important to distinguish between actual and perceived measures of client satisfaction. Often, what is being measured are client perceptions of a product or service. For example, perhaps client views have been affected by something negative they have read or heard. Where perceptions regarding a product or service differ from reality, the road to improving client satisfaction may lie with better communication to help manage expectations rather than with a change in the product or service.

Furthermore, since client expectations and priorities tend to change over time, satisfaction levels must be monitored regularly to ensure that product and service quality initiatives are in tune with client preferences.

Indirect Indicators

Measures of satisfaction can be either direct (obtained from clients directly) or indirect (based on secondary sources). Examples of indirect measures include revenue generated, the number of new or repeat clients, and the number of complaints. Care must be taken when using indirect measures. For example, revenues may be rising, not because client satisfaction levels with a product or service have increased, but because fees have increased and clients have no available alternatives. Similarly, many factors can account for a rise in demand for a product or service; thus, an increase in customer patronage should not necessarily be seen as a sign of rising approval. Accurately assessing client satisfaction often requires multiple lines of evidence; thus, the interpretation of indirect indicators should be confirmed with direct measures whenever possible.

CSM, Polling, and Marketing

CSM activity has similarities to polling and marketing activity but also some important differences. For example, opinion polls are surveys that usually revolve around issues of interest to the general public. In contrast, the primary focus of CSM is on recipients of a product or service, and in particular, their expectations, priorities and level of satisfaction regarding the product or service. Of course, recipients may include members of the general public either as direct clients or indirectly as constituents, beneficiaries and stakeholders.

Measures of client satisfaction often centre on some form of transaction (either explicit or implied) which defines the relationship between the provider and the recipient. The experience of having participated in the transaction allows for obtaining factual (objective) information (e.g. how long it took to serve the client?) rather than relying solely on subjective opinion (e.g. should the government be investing more, less, or about the same amount of money on research?).

Similarly, CSM activity should not be confused with day-to-day operating activities or with product development, pricing, promotion, distribution and other marketing related activities. While valuable client feedback is often obtained in the normal course of business, such feedback is difficult to assess without a specific measurement framework for analysis. For example, asking clients their opinions on a proposed new product does not constitute CSM nor does attending a trade show to promote a product or service. While these activities involve client (or stakeholder) interaction, unless efforts were focused specifically on key indicators of client satisfaction, they would not qualify as CSM activities.

CSM, Quality Service, and ISO 9000

Client satisfaction measurement has much in common with quality service initiatives because both focus on customers as the primary reason for the organization's existence. Quality - as defined by the customer - has also had a strong influence on programs generally. The ISO 9000 model with its focus on audited compliance with documented quality systems and consistent production processes increasingly reflects elements of CSM because quality standards for both product and services are now often influenced or even specified by customers. This is particularly true of the newer ISO specifications (such as ISO 9004) dealing specifically with service aspects. For more information on the ISO process within ESS contact the Mapping Services Branch.