Using Net Promoter Score Surveys to Improve Online Student Services

The importance of developing a culture of service and institutional improvement is critical to the spirit of every Higher Education institution. Listening to and learning from key institutional stakeholders is essential to developing strategies that address constituent concerns. The Net Promoters Score (NPS) concept has been used by many businesses to understand and improve stakeholder loyalty. While satisfaction surveys are often used to gauge areas of strength and challenge, the NPS approach focuses on building loyalty through identifying stakeholders (students, faculty, staff, alumni, etc.) as promoters, passives, or detractors. Building on the work of Richard Owen and Laura Brooks, NPS asks the question, "Would you recommend [the institution] to a friend or colleague?" Based on the scaled and open-end responses to this question and when combined with analysis and conversation among faculty and staff members, help to determine root causes in relation to key issues and helps direct the strategies for developing action plans that lead to improved services and greater constituent loyalty. NPS can be used as one method in an institution's assessment toolkit. However, the NPS survey score alone does not replace than the data-driven conversation among faculty, administrators and staff regarding issues that are important to stakeholders. The conversation leads to specific action plans and, perhaps more importantly, to a changed culture that is more sensitive to the various needs identified by constituents. Although used extensively in business, the NPS approach is just beginning to be used in higher education. NPS aligns well with higher education's institutional effectiveness model of continuous quality improvement. The constituent-focused model positions the institution to address what matters most to stakeholders. Process improvements are prioritized through a careful analysis of constituent feedback. Developing action plans creates a culture of accountability centered on improving service excellence. In sum, a Net Promoter Score survey strategy is a powerful tool and process for identifying strengths and challenges, improving a culture of service excellence, and responding to stakeholder concerns with actions that demonstrate commitment to improvement. The NPS program was first implemented in May 2008 with students being surveyed twice per year and other constituencies such as faculty, staff and alumni being surveyed only once per year. Overall response rates from all groups and all surveys administered ranged from 15 to 42 percent. To initiate participation amongst all groups, an email invitation was sent to all stakeholder groups inviting them to participate in the NPS Survey online. The following issues will be addressed by the workshop: •Improving services provided to all constituencies •Improving institutional assessment, effectiveness and continuous quality improvement; •Developing and improving a culture of service excellence •Listening to and learning from constituencies served by the institution; •Deepening the institutional commitment and capacity to engage with and respond to the concerns of its constituencies; and •Determining the loyalty to and value placed on the services provided by the institution. The survey asks, "How likely are you to recommend the school to a friend or colleague?" Answers ranged from 0 (Not at all likely) to 10 (Extremely likely). An open-ended follow-up question asks, "What is the most important reason why you gave this score? In addition, another follow-up question asks, "Which of the following best describes the primary reason for your answer in the first question {Choose one}?" Answer options included: Admissions, Financial Aid, Student Advising, Registrar, Student Accounts, Academics, Classroom Experience, Faculty, Technology, Career Services, and Other. Since the survey is confidential, students were asked an additional question that addressed disclosure: "Would you like to be contacted regarding your responses on this survey?" If yes, students had the opportunity to provide contact information. As a result of the faculty and staff survey, several initiatives were developed to improve the employees' relationship with the University. For the student responses, University staff contacted each individual who requested follow-up. This process created a fruitful dialogue regarding the various issues raised by the students. From these conversations, and an analysis of the survey data, action plans were developed and have been implemented to "close the loop" on the process until the next round of surveys. Another outcome of the process is to communicate back to respondents the actions that have been taken as a result of their participation and comments. It is critical that a broad base of faculty and staff understand the importance of the project and commit to the goal of providing better services to all stakeholders, internal and external. The NPS initiative, as a part of ongoing institutional effectiveness efforts, enhances and reinforces the cycle of continuous improvement.