Educational Procurement Journal - September 2007 - (Page 6) HEARD O N T H E ST R E E T S READ Your Client’s Mind by Cory Harms Iowa State University M ost of us would love to be able to read other people’s minds; to know what people are thinking in a negotiation; to know when your buddy is bluffing in poker; and for me, as a husband, to understand all those things my wife thinks I should already know but am too clueless to get. And then there are times when we wouldn’t want to know; after we cut someone off in traffic; when we run into someone we know, not quite looking our best; or when we have had to enforce some purchasing policy or, heaven forbid, state law. As troubling as it may be to know what our campus thinks of us as a Purchasing department, it really is important for us to know those thoughts, both good and bad. It is also critical that we know what Purchasing-related matters are important from their perspective. One way to do this is through a survey. Client surveys can be used to gather data anonymously from campus users. Typical surveys begin with gathering data about the client (e.g., faculty or staff, how often they interact with Purchasing and the primary mission of their department), the importance of different factors of Purchasing (e.g., how important is it that staff respond quickly, assist in problem resolution and create cost savings), followed by a rating of the same factors on a satisfaction scale. The last part of the survey can be left for openended comments. Typical questions here include asking how Purchasing can improve as a resource, how we can communicate more effectively with them as a client and at what point Purchasing should be involved with their projects to provide better service. There are some online survey tools that cost as little as $20. They can help you automate your survey, increase response rate and do some data analysis. Another tool that can be used is a Procurement follow-up card. This is similar to a comment card from a business or restaurant. Agents send cards to departments at the conclusion of a bid process, contract negotiation or complicated procurement. These follow-up cards are brief – typically three or four questions – and ask how satisfied the client was with the transaction, if their needs were met, how can we improve the process, etc. These cards give agents a ground-level view of transactional satisfaction compared to the broader view that the client survey gives. Focus groups can also be used to gauge client satisfaction. Groups can talk about system changes you are planning, Web site updates or additions that they would like to see, or to discuss requisitioning and Purchasing Card systems. Focus groups generally spark great discussion and bring to light many ideas that can enhance processes, and that can provide badly needed information. What we learn when we communicate with our campus can be exciting and enlightening. Although it can be scary at times to hear what people are saying (and there are some people who will tell you exactly what they think), it is generally helpful and sometimes quite a bit more positive than we imagine. Good luck, and don’t be afraid to read your clients’ minds. Cory Harms is the associate director of purchasing at Iowa State University. He is first vice president of the MINK (Missouri, Iowa, Nebraska and Kansas) region and serves on the NAEP Editorial Board. He has presented at both regional and national NAEP meetings and has spoken for the Missouri Association of Public Purchasing (MAPP). e-Mail: clharms@iastate.edu 6 EDUCATIONAL PROCUREMENT JOURNAL September 2007
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