Introduction to the Feedback Loop Note: this presentation is based on the MicroSave publication: The Feedback Loop – A process for Enhancing responsiveness to Clients (by Michael J. McCord, 2002) It may serve as a basis for further adaptation and customization by a Rural Bank interested in establishing a structured way of collecting, analysing and integrating customer feedback. Developed through the assistance of

2 of 9 The Feedback Loop Decision-Making Reporting Information Collection Information Consolidation Communication Analysis Delegation Implementation (Pilot testing)

3 of 9 Information Collection Gathering of data Formally: surveys, studies, info requests, staff meetings Informally: staff & management interaction with clients, non-clients, local officials and others Points to consider: Who wants what data and why? This guides what to ask Be careful where and how you ask questions So that you do not lead the interviewee Informal data can be a gold mine Recommendations: Maintain checklist of common customer issues Teach agents how and when to talk to customers Monthly customer satisfaction question

4 of 9 Information Consolidation Transform raw data into information Basis for any use of the data collected Tabulate the data effectively so it can be used Points to consider: Focal point / department needed for coordination So someone is responsible for making the feedback loop work Vertical staff & management meetings To help information move faster for the field to the boss Clients & staff have to be listened to Otherwise they will lose motivation and you get no information Recommendations: Maintain customers issue inventory list Review during monthly management meeting Get consolidated issues to people who can change things

5 of 9 Data Analysis Assess information re client & institution Determine if something should be done Is the problem significant enough to invest in the solution? Identify effective solutions to recommend, considering implementation issues Points to consider: Any expected financial impact requires financial analysis Recommendations: Work out filters for analysis: what is significant? Train staff & management on how to provide feedback Assess impact of decisions

6 of 9 Reporting Synthesis and analysis for decision making Formalizes information Supports clarity in management decisions Present it in an easy way that others will understand Points to consider: Establish standard format for reporting issues and suggestions Recommendations: All recommendations must include: Statement of the issue The recommended action Comments on the expected impact of the recommendation Suggest an implementation plan

7 of 9 Decision Making Points to consider: How much data and analysis is enough? Neither rush into decisions nor sit on analyzed reports More research or prototype development and testing? Recommendations: Assess decision making abilities and authorities Document decisions in minutes Review results of implementation

8 of 9 Delegation & Communication Inform and guide staff how to implement For both, positive and negative decisions Points to consider: Delegation is critical to ensure implementation Dissemination strategy on all levels Clear and comprehensible communication Recommendations: Provide detailed written procedures Update manuals and process guidance Train involved staff

9 of 9 Implementation Points to consider: Clients need thoughtful and considered feedback on their suggestions If you want your client to give input, then you will have to communicate back to him/her A suggestion box needs to a way to show all clients the responses to the suggestions, for example Recommendations: Pilot test implementations Maintain notice boards Assess costs & benefits of responding to feedback This material was developed by Michael J. McCord and Roland Steinmann of the MicroInsurance Centre for the USAID supported RBAP-MABS Program under contract no. EEM-I