How Liantis turns customer feedback into fixes it can prove
The Belgian HR services provider runs feedback like a quality system. Every questionnaire has an owner, every detractor becomes a ticket, and no problem is closed until a new measurement shows it's solved.
Liantis helps employers and self-employed people in Belgium with the HR and admin that come with running a business: payroll, prevention and well-being at work, training, and the paperwork of starting out on your own. Its people work from the office, over the phone and on site, at customers' offices and factories.
Customer feedback sits with Benedict Decoster, Service Excellence Manager. His team looks after what helps the rest of the business do its job well: quality, learning, knowledge, data and complaints. Complaints run through Zendesk. Customer feedback runs through Hello Customer, from new customers and company visits to trainings and short-term checks on specific parts of the journey.
We follow the market, and we haven't found a tool for this type of feedback with the usability and the insights we have with Hello Customer.
Good intentions create their own problems
Liantis has many teams and many services, and most of them would like to know what customers think. Three things made that harder than it sounds.
Product managers, solution managers and business units all have questions. Left alone, that turns into survey after survey, and customers are less willing to answer than they used to be.
Since Liantis became ISO compliant, every problem needs a root cause, a fix and a new measurement that shows the fix worked. A problem is only closed when it's gone, or so small that the risk is accepted.
Experienced colleagues know every process and every timing by heart. That is exactly why they sometimes forget to tell the customer what happens next.
Measure, fix, measure again
When someone suspects a problem somewhere in the customer journey, Liantis doesn't debate it. It measures it.
A product or solution manager flags a possible problem. The central team sets up a short measure point to test it.
The open answers show what the problem really is, and why it bothers customers.
The measure point pauses while the team puts the fix in place.
The same touchpoint runs again. The problem is closed when it's solved, or small enough to accept.
The starter file for new self-employed
When someone starts out as self-employed, Liantis opens their file and requests their company number from the government. Right after, the customer gets one question: would they recommend Liantis?
Two things came back. Sometimes it took too long. And customers didn't know what to expect: when would they hear back, and did they still need to do something?
Liantis had done its job. The number usually arrives the next day. But colleagues knew the process so well that they didn't think to explain it, so the conversation ended and the customer was left wondering.
The insight went back to the colleagues who handle starter files. They now close every conversation by telling the customer what happens next, and when.
The score showed something was off. The open answers showed what.
Some customers found the process too slow.
Customers didn't know what would happen next, or when.
The file was handled correctly.
You can only close a problem when you see that the problem isn't a problem anymore.Benedict DecosterService Excellence Manager, Liantis
The house rules that keep feedback useful
Liantis runs more than 15 measure points and keeps them lean on purpose. A central team in Service Excellence manages them with a handful of firm rules.
Anyone who wants to ask customers something talks to a central admin first. What do you really want to know? Is it a CSAT or an NPS question? When do you need the answer?
A customer gets at most one survey every six months. When several touchpoints qualify, the platform decides which one goes out.
Every measure point follows the same naming structure, starting with the part of the business it belongs to, so anyone can see at a glance whose it is.
Each measure point has an owner in the business with access to its dashboard, who shares the results with the right stakeholders.
Owners get automatic emails on how their measure point is doing: where it goes well, and where it doesn't.
Management and the board see customer feedback in presentations built from dashboard screenshots.
On key measure points, every detractor creates a ticket in Zendesk automatically, so it's handled like any other complaint.
After a few months, the central team asks each owner two questions. Do you still need this? Which actions did you take? If there's no answer to the second, the measure point stops.
Feedback is also for celebrating
Some Liantis colleagues visit customers on site, at large companies and factories without a real reception desk. For someone who works in an office all day, that can feel uncomfortable. Is this the right door? Can I just walk in?
So Liantis keeps a measure point on those visits running, even though the scores hardly change. It's there to show the team how much customers value the visits, and to keep them going.
Look at the reaction of the customer. They're excited that we do that for them. So it's really necessary that we keep doing it.
Results
Liantis asks fewer, better questions, and each one leads somewhere: to a fix, a ticket or a compliment for the team. Its ISO quality loop runs on customer evidence, so a fix is closed when the next measurement confirms it, not when someone feels it's done.
More from Benedict
Every questionnaire has an owner in the business. We ask them which actions they took. If they can't tell us, we stop the measure point.
When there's a detractor, there's an automatic signal to Zendesk, because we accept that as a complaint.
Some customers got too many questionnaires from us, which we don't want. We use the system to block it.
When there are enough responses, it's very intuitive and the insight is very good.
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