The recruitment job can be broken down into 3 distinct areas: Business Development (gaining the job order/client), Customer Service (delivery of service i.e. how the job is done) and Recruitment (the actual finding and matching of candidate to job spec). I am always surprised when companies do not take the time to measure how clients perceive their service delivery. We know that different clients look for different qualities from their service providers. We also know that excellence is subjective and based on perception, so although you may think your service is outstanding, what counts is what your clients, temps and candidates think. If you do not ask them, you will never really know. The first you may know is when they have gone elsewhere and you do not know why. It is often difficult to get a client back once they go elsewhere if they find what. A better approach is to know what your clients think about your service and about your temps & candidates.It is best to have a process for measuring client satisfaction e.g. every time a placement is made, an evaluation form is sent out with a replied paid self addressed envelope. You want to make it easy for your client to respond. It is also important for the response to be directed to the Manager, General Manager or Director etc as often the client may ‘like’ the consultant and will not express their dissatisfaction to them. There needs to be a separation of the person providing the service and the people with the power to change a process for the betterment of the overall service. Email feedback forms can be used but they are more likely to be overlooked in a busy inbox. Feedback forms can also be filled out with the client face-to-face but again needs to be done by a manager, not the consultant.Feedback forms need to be in two distinct parts: One is around the consultant’s service delivery and the other around the quality of the temp or perm placement.Areas that need to be addressed are:

1. Response time to initial call; was it satisfactory and clearly communicated?
2. Delivery time from job order to fulfillment of order
3. Understanding of job description and person specification; did they get what they wanted?
4. Clarity around terms and conditions; were they explained clearly?
5. Courtesy of consultant
6. Quality of candidates for perm positions
7. Were the candidates well briefed on job vacancy?
8. Quality of temps; were they quick to grasp what was required. Did they do the job in the expected timeframe? Were the skill sets appropriate to do an outstanding job?
9. Were the temps well briefed on their assignment g. tasks, duration, culture, dress requirements, pay, what to do if sick or need time off?
10. Courtesy of temps
11. Reliability of temps
12. Service level from consultants e. did they keep regularly in touch with the client during the assignment?
13. Would they nominate this temp for “Temp of the Month”?
14. Would they use the company’s services again?
15. Would they use the same temp again?

The last two questions are equivalent to asking whether an employer would rehire someone. They are critical questions that need to be asked.Once you get the feedback ensure that any shortcomings are acted upon. Otherwise the clients will not continue to give you feedback if they perceive that you are not listening.For companies keen to build their temp desks, which is highly advisable in any economic climate to build a valuable and saleable business, these feedback forms can also be used to reward top temps via “Temp of the Month” and be given to the temps as references for their portfolios. Again it is very useful to know which temps are highly regarded by your clients. This also makes temp marketing easier to both existing clients as well as new clients.If you are not currently measuring client satisfaction, you are slowing your quality control and thereby your business growth down!