Medallia_Playbook_and_SOP_v12025.txt

Medallia Playbook and SOP - 2025

(Hyperlinks to bring you directly to a specific section within this playbook)

Survey Types

Promoter Scores (9s and 10s)

Neutral Scores (7s and 8s)

Detractor Scores (6s or less)

GM Escalation for Detractors

Assigning Alerts

Adding Notes

Closing the Loop 

Detractor Visibility Reporting

Support and Resources

Medallia Overview	Medallia Overview

What is Medallia? 










How do we talk to clients about Medallia? 









Increased Medallia Engagement - What’s in it for you?	Medallia is our client survey platform that TheKey uses to garner feedback from our clients directly about how care is going, if they would recommend TheKey to other people in their life, and how their individual caregivers are performing on the job. This is a critical part of the client satisfaction journey and it is important that we respond to client feedback promptly, and take appropriate action when necessary. How we respond to client feedback defines how valuable that feedback truly is to us. If we elicit feedback from our clients and then fail to follow up, it appears performative and lessens the value in the client’s eyes. Failure to follow up on poor feedback may also lower our user engagement overall. 

It’s important to remember that Medallia is considered to be a supplemental avenue to collect client feedback and connect with clients - it is not intended to replace any form of regular communication between Client Success Managers and clients. Client Success Managers who have regular communication with their clients, perform regular QA visits, and encourage regular feedback about caregivers, tend to see fewer unexpected low scores. Having good communication with key stakeholders in your client’s care allows you to generally be more prepared for low scores when they come in.  


When: At Start of Care CG intro
What to discuss: What Medallia is, what kind of surveys they should expect to receive and how often. This is a good opportunity to let clients know that we value their input on our surveys, but to also encourage them to reach out to the CSM with any questions or concerns they have and not wait for surveys to provide that information. 
Who should receive our surveys: One main point of contact should be identified for each client to receive our Medallia surveys. At the start of care, the CSM should explain what Medallia is, and talk with the family about who the best single person is to receive those surveys. This is ideally the person who has the most direct oversight with care - someone who is regularly at the home, interacting with the caregivers, and can offer the most reliable feedback on what is and isn’t working. Ideally, this person would also be the payor for services, but not always - sometimes payors are third parties or individuals who are not directly involved with the day to day care. Surveys will be sent to whoever is marked as they Primary Contact in Wellsky under Client Contacts


By increasing survey engagement and timely follow-up from our local offices, clients will feel more comfortable sharing concerns early, rather than waiting until issues escalate. A more consistent cadence of follow-up and communication should drive higher client satisfaction, reduce long-term intention decline, and lower overall client churn. Local teams should also feel empowered to proactively seek feedback, rather than avoiding it for fear of receiving negative responses. This approach will foster stronger, trust-based relationships with our clients and demonstrate an ongoing commitment to meaningful improvements. Over time, we should see a decline in detractor scores as CSMs are able to surface and address concerns earlier in the client journey, enabling proactive solutions instead of reactive fixes.

Medallia Surveys	Medallia Surveys

What kind of surveys do we send in Medallia?	Currently, we send four (4) types of surveys to clients at various points in their journey with us. They are as follows: 

Client Start of Care 1 (sent to primary contact + payor), Day 4, SOC Survey 1
Please rate your agreement with the following statement: TheKey is meeting my expectations (0 do not agree at all to 10 completely agree) (required)
Please tell us the reason for your score (optional)
Thank you for your feedback. Would you like to provide feedback on any of your caregivers Y/N (optional) if yes, taken to optional fillable field, if no survey ends.
if yes, there is a list of their caregivers and they can rate 0 (not at all satisfied) to 10 (extremely satisfied)

Client Start of Care 2 (sent to primary contact + payor), day 12, SOC Survey 2
Please rate your agreement with the following statement: TheKey is meeting my expectations  (0 do not agree at all to 10 completely agree) (required)
Please tell us the reason for your score (optional)
How satisfied are you with your caregivers overall ( 0 (not at all satisfied) to 10 (extremely satisfied) required
How satisfied are you with your caregivers overall ( 0 (not at all satisfied) to 10 (extremely satisfied) required
Please tell us the reason(s) for your score (optional) 
Thank you for your feedback. Would you like to provide feedback on any of your caregivers Y/N (optional) if yes, taken to optional fillable field, if no survey ends.
if yes, there is a list of their caregivers and they can rate 0 (not at all satisfied) to 10 (extremely satisfied)

Client Relationship 1 and 2 (sent to primary contact + payor), day 45 and every 90 days after that, Client Relationship Survey 1 and Client Relationship Survey 2
How likely are you to recommend TheKey to a family member or friend? (0 not at all likely to 10 extremely likely) --> NPS item, required
Please tell us the reason for your score (optional)
How satisfied are you with TheKey? (0 [not all satisfied] to 10 [extremely satisfied[) or n/a (required)
How satisfied are you with the following areas (required): Your Caregivers, Your office team, the billing office (all rated (0 [not all satisfied] to 10 [extremely satisfied[) or n/a (required)
Please rate your agreement with the following statement: TheKey is meeting my expectations 0 (do not agree at all) 10 (completely agree) required
Please rate your satisfaction with each caregiver. Please select N/A if you do not remember or do not want to rate the caregiver (they see a list of caregivers with 0 not at all satisfied to 10 completely satisfied) required (optional, the list is pulled from caregivers who completed a shift in the last 30 days)
Please provide any feedback you have on [name of caregiver] fillable field (optional and they see a fillable field for every caregiver they rated)

Client End of Service (sent to primary contact + payor), day after service is ended, not sent to clients who pass away. 
How likely are you to recommend TheKey to a family member or friend? (0 not at all likely to 10 extremely likely) --> NPS item, required
Why did you end service? fillable field, optional

Back to the Top

Promoter Scores (9s and 10s)	Promoter scores are defined as 9s and 10s. These are the scores we hope to receive from all of our clients, and indicate to us that the client feels we are doing an excellent job of meeting their needs, expectations, and goals. These scores should be shared and celebrated with your local office team. It may be an opportunity to highlight what is working well internally and use those insights to solve for other challenges. While not as time sensitive as detractors, it is still important to follow up with clients who leave promoter scores and use them as an opportunity to gather more feedback about what we are doing right.

Back to the Top

Responding to Promoter Scores	The CSM managing the corresponding client should be the person following up with and responding to the promoter. 
Thank them for their feedback and their positive score: thanking clients for their feedback again shows that we truly value their input. It also reinforces how important positive feedback is to our company, and hopefully encourages them to continue providing it. 
Ask open ended questions about what it is we are doing right: don’t be shy about asking clients why they gave us such a high score! Remind them that we want every client to feel as confident and secure with our care as they do, and identifying what works so well for them helps us replicate their experience with others. If they provide any feedback about specific caregivers, ask them if it would be okay to share with the caregivers and thank them for a job well done. 
Ask if there is anything we could be doing better: don’t assume that just because a client gave us a 9 or a 10, that there aren't other areas that have room for improvement. Don’t be afraid to ask for constructive feedback, and ensure that clients know that any areas we identify will only be used to make their experience that much better. 
Close out by asking for a Google review: promoters are some of the best people to ask for Google reviews - they are clearly comfortable leaving comments and feedback, and we are likely to get a 5 star review from someone who leaves us a 9 or 10. Offer to send the link to your local office’s direct Google page to make it as easy as possible for the client to leave a review.

Back to the Top

Neutral Scores (7s and 8s)	Neutral scores are defined as 7s and 8s. These scores often indicate to us that clients are somewhat satisfied with care - typically with their actual care providers - but have issues with other facets of the organization. These could look like billing or LTC errors or confusion, communication challenges, or scheduling issues. It’s critical to follow up with clients reporting neutral scores, as the issues can typically be easily resolved through action and improve the client experience significantly. However, in just the same way, failure to follow up with and close the loop on neutral scores can quickly turn into detractors.  

Back to the Top

Responding to Neutral Scores	The CSM managing the corresponding client should be the person following up with and responding:
Thank them for their feedback and their positive score: thanking clients for their feedback again shows that we truly value their input. 
Follow up on any positives the client may have mentioned: oftentimes with neutral scores, clients mention what is working right first. Ask open ended questions about what it is that is working well on the positive parts of their care, and see if there is anything we can replicate or reinforce to improve the client’s overall experience. 
Ask about what we can be doing better: Ask specific questions about what isn’t working, or places the client would like to see improvement. Based on their feedback, provide specific action items or outline a plan that should improve their experience. Make sure that this action plan is realistic and actionable. Be sure to update any appropriate other departments on any action items that relate to them (billing team, staffing, etc), and be sure to follow up on action items as necessary. 
Set a follow up date and time with action items: Use your Google calendar to set a realistic follow up date and time, and commit to closing the loop with the client.  

Back to the Top

Detractor Alerts (6 or Lower)	Detractors are defined as any scores below an 6. These indicate to us that clients would be less likely to recommend our service to others, and likely have areas of opportunity for us to provide greater value. Proactively responding to these surveys shows clients that we value their feedback, and are committed to putting actionable plans in place to improve their experience. It is possible that you are already aware of any situations that could be impacting a detractor from a client. Whether you are already aware or not, it is important that you still follow up with the client and gather more insight or feedback about the reason(s) for their scores. 

Back to the Top

Responding to Detractor Alerts	The following considerations can be followed by both CSMs and GMs when responding to Detractor Alerts:
Thank them for their feedback: First and foremost, it is important that we thank clients for utilizing the Medallia survey. We want to encourage our clients to respond to and engage with our survey content, and thanking them for their feedback whether its good or bad shows that we don’t shy away from areas to improve.
Open the conversation up for feedback: You can say something like “I see that you gave us a 6 on your overall experience feedback - can I ask what might be impacting your score?” Use your best judgement when asking leading questions - for example, if you have been in contact with a client that has been having service issues, you can ask if their low score is related to that particular situation. If not, or if you’ve been in contact about “minor” issues such as scheduling updates or care plan updates, you may not want to ask leading questions to give the client the opportunity to be fully honest or transparent about where we can improve. 
Use the feedback to suggest actionable improvement steps:  first and foremost, we should view every detractor as a way to improve a client’s experience. As they are providing their feedback, take notes about what is impacting their experience the most and use those data points to suggest actionable improvements that can be immediately implemented. For example, if a client gives us a 6 overall, and their primary concern is the quality of the caregivers they are receiving, suggest an in-person QA visit to revisit the care plan or supervise the caregivers while they are working. If the primary complaint is the quality of caregiver notes in the family room app, ask about the top 2-3 most important pieces of information the client hopes to see, and provide that information to the caregivers for them to highlight in their daily recaps. 
Ensure that all key players are looped into service issues: if a client is having issues with the billing team, the long-term care department, or any other departments outside of the local office, be sure to communicate with them and step in as a facilitator as needed. For example, if a client is frustrated that their LTC reimbursement is taking a long time, offer to serve as a go between for them and our LTC department. This allows you to have candid conversations with other departments and curate your responses to the client. If a client that lives in a senior living community leaves a bad score, be sure to alert the HCL that owns the account, so they can take any pro-active steps needed to communicate with the community, as well as make sure they aren’t blind-sided the next time they touch base. 
Set a date and time to check in with the client about an improvement plan: select a timeframe that is realistic when considering your action plan; for example, 24 hours may not be a realistic time frame to see noticeable improvements in caregiver engagement, but it should be enough time to see improvements in caregiver tardiness or attendance. Setting the right timeframe expectations for improvement and follow up set you and your team up for success. Once a follow up date and time is selected - stick to it. Put a reminder on your google calendar so you don’t forget, and make sure that any other key stakeholders know the action plan and timeline as well. 
Discuss on-going follow ups to ensure improvements continue: while you may have solved for the immediate issue, it’s important to consider any on-going adjustments that need to be made in order to ensure continued client satisfaction. This may look like more in person QA visits, or supervisory caregiver visits. It might also look like an increased communication cadence - perhaps a weekly email or monthly care conference with key stakeholders to make sure everyone is aligned. Ask clients what their preference is and adjust your response accordingly. 

Back to the Top

GM Escalation Path for Detractors	General Managers should use their best judgment when deciding if they should take primary lead on following up with detractors. Particularly low scores (1-4) should be considered high-risk for cancellation, and may be best addressed by the GM as opposed to the CSM or CGM for the client. In addition, GMs should regularly review all survey responses daily and be on the lookout for particularly concerning responses that may require GM intervention.
Additional Red flag responses:
No regular communication with CSM or local office, and/or inability to reach someone when needed (ex: They say they will call back but NEVER do)*
Mentions of cost being higher than value (ex: For the money that is charged the people that are provided are not proactive, do not cook for my dad)*
Perception that caregivers are untrained or incapable of providing adequate care (ex: They often don’t have a suitable caregiver for my dad)*
For CSMs: when you are making calls to follow up on Survey responses, the following responses (or lack thereof) should be considered for additional escalation to your GM, as they may be indicators that someone is considering cancellation:
Reluctance or unwillingness to discuss the poor review - many times clients have already made up their mind about cancellation if they are unwilling to have a conversation about a service recovery path. 
Call dodging - clients are avoiding your calls, texts or emails when attempting to reach out. 
Unwillingness to accept or discuss a service recovery plan - clients who are unwilling to agree to an actionable plan in place for service recovery are oftentimes already exploring other options for care. 
Disinterest in action steps - if clients appear indifferent, not confident or even negative about your approach to service recovery, it's likely that trust has been broken and they may not have faith in our ability to make improvements. Phrases like “I guess you can try that” or “I’m not sure that will make a difference” should flag that additional service interventions or escalations are needed. 
*Excerpts from real detractor scores 

Back to the Top

Medallia Documentation	Medallia Documentation

Assigning Medallia Detractor Alerts	General Managers have the ability to assign Detractor Alerts to various staff members in Medallia. Detractor Alerts for scores less than 6 are the only Medallia reviews that can be assigned for follow up, denoted by the yellow bell on the upper left hand corner of the alert. These alerts should be reviewed daily and assigned to the appropriate individual for follow up using the “Assign Alert” function: 

When assigning the alert, the General Manager has the option to add a note, which will alert the receiving assignee:

The Assignee will receive a notification to their email. Clicking the link will take them directly to the survey response in Medallia for documentation:


Back to the Top

Documenting Follow Up in Medallia	All Medallia surveys, regardless of score, have the ability to have notes added. The appropriate person following up on the detractor score should use the “Add Note” function to document any follow up, action plan or additional context or information received from the follow up conversations with clients. As many notes as necessary can be added to the survey response for 

The “Add Note” function will look slightly different on detractors versus all other surveys.

Detractors (6 or less):

All Other Surveys (7 or greater):

The pop-up window for adding a note will look the same for all survey response types:


Back to the Top

Once the detractor has been resolved, General Managers have the ability to close the open detractor in Medallia using the “Close Alert” function. General Managers will need to follow up with the appropriate individual corresponding with the client to make sure that appropriate action items are completed and the issue with the client has been resolved. Using the “close alert’ button will populate a new field to add any additional details the General Manager feels is appropriate. It is important to close the loop as timely as possible, as this will help us understand how efficiently we are following up with our detractor alerts. 

Close Alert Button:

Additional optional note:


Back to the Top

Detractor Visibility Reporting	Detractor Visibility Reporting

How to view detractor alert status	General Managers and Regional Directors now have the ability to view the status of detractor alerts in Medallia. This report will show detractors during a defined period of time, for all offices or offices set by your parameters, as well as the status of the alert. 

The new report lives on the main Medallia Dashboard when you login. At the top you will see a new tab titled “Closed Loop”:



On this page, you can set your own date parameters and associated offices to view your detractors and their current status:



There are several pre-created date ranges available, but you can also create your own date range at the bottom of the "Time Period" drop down; select "custom time periods":



From here, you can now view all of the detractor alerts within your defined parameters, and their current status (new [no action taken], in process [assigned and notes added], or closed [closed by GM]):



Continuing to scroll down on this page will also show you the details of each alert shown on this report. Clicking the "View Full Response" will take you directly to the response page where you and your operations teams can take action on these alerts.



Back to the Top

Support Teams & Resources	Support Teams & Resources

Medallia Support	For Support with the Medallia Platform, new user addition or reporting issues, please reach out to the Medallia Team at medallia-support@thekey.com

Program Administrators:
Megan Edusada, Quality Associate - megan.edusada@thekey.com
Bridgett Scherer (Bee), Director of Client Experience - bscherer@thekey.com
Dr. Shadi Gholizadeh, SVP of Clinical Excellence and Quality - shadi@thekey.com

Back to the Top

Helpful Links	Medallia SLA 
FAQs and Talking Points
Client-Facing Medallia Flyer