This interactive tutorial will help take the first essential steps to design a simple feedback system based on the Constituent Voice™ method. When you complete the tutorial you will get an instant report to use as a guide to strengthening your organization’s feedback capabilities.
To illustrate the steps we will use examples from the Center for Employment Opportunities (CEO). CEO is a leading human service organization in the USA that helps ex-offenders transition to stable jobs. CEO has agreed to share some of its experiences of setting up its own feedback system.
Over time we will add more tutorials for different perf1s of organizations, but this example will illustrate the most important principles and steps in designing a feedback system for your organization.
What type of organization do you work for? (tick all that apply)
health & welfare services education agriculture and enterprise economic development services policy and advocacy research arts and culture environmental other
First we need to decide what different which constituent groups can tell us about our performance to survey. CEO has four main groups without which it could not function: ex-offenders seeking work, employers, staff, and funders. There are other groups who are important -- parole agencies, policy makers, and peer organizations -- but these four are mission critical.
Eventually, CEO will want to engage all four groups, but it decided to start with its most important constituent, the service users, which it refers to as participants.
Next, CEO created a short list of the questions that would capture the participant experience and perceptions of those aspects of its performance that most strongly influence their job prospects. These questions fall into two categories: universal and specific.
The universal questions are relevant at each different step in the CEO model, from learning life skills to mastering appropriate on-the-job attitudes and behavior. Examples of the universal questions CEO chose include:
CEO developed a set of 20 questions that cover all aspects of its year long program. This includes universal questions that are relevant at every different step in the CEO model, from learning lifeskills to mastering appropriate on-the-job attitudes and behavior. Examples of the universal questions include:
Specific questions relate to the participant's experience at each distinct step in the CEO model and are introduced in the slides that follow.
There are four distinct phases in the CEO year-long program. The CEO Constituent Voice team thought deeply about each of these phases in its model and came up with four questions to ask at each stage.
Below and in the slides that follow we introduce one of the questions CEO asks at each stage, followed by a multiple choice question designed to explore how answers to that question could help CEO to improve its performance.
In the first week of the program participants are asked:
What actionable measure will come from answers to this question?(Check all that apply)
Effectiveness of Lifeskills teaching Level of participant engagement Progress of participant through the course Participant loyalty to CEO
Lifeskills graduates are immediately placed in part-time transitional work with private and public sector employers. This is often crew work under the direction of a CEO supervisor. Here is a question that participants are asked after every third day of transitional work:
Attitude of participant towards transitional work Quality of Supervisor support for participants Level of participant engagement Supervisor attitude toward participants
Alongside transitional work assignments, participants meet with their Job Coach once a week to hone their capabilities to find and hold a permanent job. In order to be eligible to apply for permanent jobs, a participant needs to be certified as “job start ready” by the Job Coach. Here is a question that participants are asked every Job Coach session.
What is one actionable measure that will come from answers to this question?
Participants certified as “job start ready” are assigned to a Business Account Manager (BAM), who guides them to and through permanent job applications. Here is a question that participants are asked every BAM session:
It depends. "Survey fatigue" -- low response rates -- is really a problem with organizations ignoring their constitutents. There is no survey response fatigue, only survey listening fatigue.
You can avoid this if you do two things:
In your organization:
Have you surveyed your primary constituents in the past year? Yes No
If yes, were you happy with the response rate on the survey? Yes No
If no, what is the main reason you have not surveyed your constituents?
Did you report back to your constituents on what you learned from the survey, including any corrective measures agreed upon? Yes No
Having seen some question examples from CEO, now lets try and think up some questions for your own organization.
Think of one constituent group that could tell you something important about your performance. With that group in mind, answer this question in the box below:
What would you hope to learn from them about your performance?
There are many ways to conduct surveys, from low tech approaches like interviews and paper surveys through to kiosks/mounted tablets to online to cell text messaging. Technology is making it easier and cheaper to survey people regularly.
We'd like your feedback.