Interview with Mikkel Secher Marcussen, Director of HR at Storm Lawyers


Why do Storm Lawyers use eNPS?

It is incredibly important for the company and myself to know how our employees feel . We want to know if there is anything we can do differently and if they are generally content and happy. We use eNPS to be able to follow the state of things internally without having to send out an extensive questionnaire.

We only ask our employees a single question using eNPS: “Would you recommend us to others?” This single question, potentially with further comments, makes it easier for me to initiate actions which will make our employees love their workplace even more. This will make them more likely to recommend us. In this way, eNPS is used to both improve how our employees feel about us as their workplace as well as to implement new initiatives for recruiting new employees.


eNPS Works with NPS

We look at the satisfaction of both our customers and our employees. The connection between the two scores is where it becomes interesting.

My organisation and my customers have merged into one in this particular area. Doing something for an employee is pointless if it doesn’t influence the customer and vice versa. Our organisation is just as important as our customers. They are equal and they are closely connected to our employees.

You can’t reach a high level of customer satisfaction if you don’t have a high level of employee satisfaction, and vice versa. We got rid of the silo mentality. eNPS works with NPS and gives us the answers to how we develop both externally and internally.


eNPS Became an Eye-opener

When we started using eNPS we assumed that everyone in our organisation was happy and content, but our recent survey showed us a different reality. 18% of our employees would not recommend us. This came as a big surprise to us. With eNPS, we gained a renewed insight into our company. If we merely glance at our NPS score it looks absolutely fine, but our overall eNPS score decreases by half when I look at our employees’ scores. This tells me that I need to focus more on my employees than my customers because our internal score is quite low.


We Have Put the Classical Silo Mentality Aside

We have chosen to make some organisational changes by October this year in which the CFO, the Director of Sales and our Director of HR will all have a more defined role. The three of them will be meeting with our two departments once every two weeks to look at the company’s key figures and consider which steps will need to be taken within HR or sales. After the meeting, they will agree with our new organisation’s two Heads of Department regarding which actions will need to be taken. We all depend on each other. There is no use starting new sales campaigns and taking on more new cases if I can see from our eNPS that our employees feel stressed and wouldn’t recommend our company. Sales and internal development are deniably closely connected.

The more we can merge together and see ourselves as an organisation that focuses on both employees and customers, the better our interaction will be, and this energises the company.