Macpherson Kelley is a large, award-winning law firm and a part of the Multi-Law international legal network. They want to make client experience and client service their point of differentiation in the market. However, they lacked data on the experience felt by their clients. To improve, they felt they needed to know better where they excelled and needed improvement. Ideally, they wanted a platform that went further than simply collecting client insights but one that inspired real change in day-to-day operations.
Client Culture implemented a client experience program that has seen a significant increase in Macpherson Kelley's client experience scores – moving the firm from 'Good' to 'Excellent' to 'Outstanding' levels based on NPS results. What's driven this improvement –chiefly a strong commitment from both leadership and staff who have embraced a high cadence and transparent 'All-in' listening culture.
All-in, high cadence approach
The Program delivers an unfiltered view of the firm’s service and relationships directly to professionals in real-time. This monthly program includes all clients who receive an invoice in a month, ensuring unbiased, independent, and trusted data. No single client receives a survey too often, as the platform filters out recently surveyed clients.
Open and transparent
Feedback is accessible to all legal teams throughout the firm in each of their four offices, to understand the client experience, workshop improvements, and importantly, celebrate success. The solution has helped Macpherson Kelley address concerns of less happy clients, optimise the experience of other clients to improve loyalty, and deeply understand the key drivers of their clients' loyalty. The platform also identifies clients with the potential for expanded services and willingness to refer. Over 200 staff regularly access the platform, review feedback, and gain insights to continually improve service.
Celebration focus
A steady supply of uplifting staff shout-outs from delighted clients are circulated among teams ensuring lots of recognition for outstanding staff efforts. As well, a Client Service Awards program was developed which uses real client data to reward staff for excelling at the key drivers of client loyalty for Macpherson Kelley – what the data says their clients' truly value.
I think it is a great and user-friendly way to receive and track client feedback and improve as a firm.
Belinda Sigismundi, Principal Lawyer
Clients:
Clients love to be heard about such an important service and benefit from improved client experience and services. Clients have given over 3,500 pieces of overwhelmingly positive feedback and over 1,600 testimonials. Significant improvements in experience scores across the board delight clients who respond with increased loyalty.
Leadership:
The executive has established a base metric of client experience to track improvements over time. Leaders know where they excel and can improve, as a firm, an office, a division, and at a team level. The firm has launched a Client Service Awards based on the Program data.
Principals:
Senior lawyers have Gained confidence in each other and confidently cross-sold.
Staff:
Learned what matters most to clients and the people or soft skills needed to improve the client experience. They have benefited from increased recognition and engagement. The launch of a Staff Experience Program continues the staff benefits.
Marketing:
Gained brand clarity, a point of difference, and social proof of service excellence through LinkedIn tools and a block chain based digital credential trustmarks for outstanding lawyers and the firm as a whole.
Human Resources:
Increased access to positive feedback about individual lawyers to use in recognition programs. Launched an employee net promoter experience program to complement the Client Experience Program.
