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Avoid Disputes, Not Complaints Check List for a Good Internal Complaints Process

Avoid Disputes, Not Complaints Check List for a Good Internal Complaints Process. Presented by: Stuart Ayres and Derek Pullen. Stuart Ayres, Scheme Manager Derek Pullen, Scheme Adjudicator. Commitment.

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Avoid Disputes, Not Complaints Check List for a Good Internal Complaints Process

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  1. Avoid Disputes, Not ComplaintsCheck List for a Good Internal Complaints Process Presented by: Stuart Ayres and Derek Pullen Stuart Ayres, Scheme Manager Derek Pullen, Scheme Adjudicator

  2. Commitment • “Customers can not only talk back, they can look into the very workings of your business and decide if you conduct yourself in a way they approve of. • In this world, your reputation will be the sum total of all your conduct and interactions, which will now be so much more measurable by outsiders” • Tom Friedman, “The World is Flat” 2007

  3. Commitment • Does your organisation depend on repeat customers? • Do you have written procedures to handle complaints? • Are staff well aware of the importance and procedures of an internal complaints process (ICP)? • Are top management committed to and directly oversee ICP? • Are there incentives to reinforce staff commitment to customer satisfaction?

  4. Accessibility and empowerment • Is your ICP easily accessible to customers? Do you publicise your ICP and FDR, your external dispute resolution scheme? How? • Is your ICP system organised so that front line employees receive adequate training and have clear responsibilities to resolve complaints? • Do the ICP staff feel they have equal importance with other professionals in the organisation? • Are serious complaints referred to senior management?

  5. Monitoring and review • Do you conduct periodic ICP customer satisfaction surveys? • Do you encourage feedback? • Is the ICP system regularly reviewed and do you make necessary improvements? • Do you use the ICP for quality control and problem prevention as well as settling complaints?

  6. Root Cause Analysis • Does the ICP system swiftly generate systemic information about causes and trends? • Does data meet management needs? • Are there periodic reports from complaint data records to top management, with suggestions for action?

  7. Outside stakeholders • Can you identify where the ICP is having an effect? Positive or negative? • Do you co-ordinate the ICP with others stakeholders? e. g. intermediaries-lawyers, accountants, valuers? Do you have a direct line of communication with them? • Do you have an adequate understanding of how these organisations are affecting your relationship with your customers? • Do you work co-operatively with consumer agencies? e.g. Citizens Advice Bureau; Community Law Centres; Budget Advisory; Age Concern; Grey Power; church & cultural groups

  8. FDR and DRSL can help • Experts in complaint handling and disputes resolution • New Zealand’s largest dispute resolution service • Government owned, independent, national coverage • Great reputation • Proven systems, people, technology • Multi industry experience; ACC, health, insurance, finance, social services, telecommunications, real estate, environment • Competitive pricing • Partners

  9. FDR and DRSL can help • Setting up and maintaining your internal complaints process • Avoid disputes, not complaints. Customers as advocates • Turning complaints into gifts • Learn how to handle complaints • Consultancy, training, implementation, software, management • Workshops, presentations, one on one with top management to front line personnel • Compliance reviews, monitoring effectiveness • External dispute resolution scheme

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