Opportunities to Improve Complaints Management Samantha Sheen, Senior Manager, Ernst & Young 16...
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Opportunities to Improve Complaints Management Samantha Sheen, Senior Manager, Ernst & Young 16 August 2006 Risk Advisory Services e
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Transcript of Opportunities to Improve Complaints Management Samantha Sheen, Senior Manager, Ernst & Young 16...
Opportunities to Improve Complaints ManagementSamantha Sheen, Senior Manager, Ernst & Young 16 August 2006
Risk Advisory Services
e
ee 22
Overview of today’s presentation
•Introduction
•Changing landscape of complaints management
•Essential components of complaints management
•Opportunities for improvement - systems
•Opportunities for improvement - organisational culture
•Some case studies
•Concluding thoughts
•Introduction
•Changing landscape of complaints management
•Essential components of complaints management
•Opportunities for improvement - systems
•Opportunities for improvement - organisational culture
•Some case studies
•Concluding thoughts
ee 33
Complaints: A changing landscape
“Expression of dissatisfaction made to an organisation, related to its products, or the complaints-handling
process itself, where a response or resolution is
explicitly or implicitly expected”
ISO 10002ISO 10002AS 4269AS 4269
“Any expression of dissatisfaction with a
product or service offered or provided”
13 key elements13 key elements 5 key areas; planning, designing, operating, maintaining and improving
Explicit requirements with example templatesFocuses on the concept of
ensuring that the customer is more than merely heard
Suggests that the initial complaint include the desired remedy
Promotes continuous improvement and the concept of root cause analysis and audit
Replaced in March 2006
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Transparent Process
Transparent Process
Essential components of complaints management
GovernanceGovernance Internal definition of
a complaint Complaint policy
Internal definition of a complaint
Complaint policy
Process for logging complaints Staff training
Process for logging complaints Staff training
Defined complaint process Transparency and accessibility to customers
Defined complaint process Transparency and accessibility to customers
Individual complaint resolution Analysis of complaint causes
Individual complaint resolution Analysis of complaint causes
Timely response to complainant Follow up action
Timely response to complainant Follow up action
Appropriate escalation MI to management
Appropriate escalation MI to management
De-briefing and close out Continuous improvement
De-briefing and close out Continuous improvement
RecordingRecording
InvestigationInvestigation
Response / resolution
Response / resolution
Escalation / reporting
Escalation / reporting
Risk reviewRisk review
Action planning &
tracking
Process improvement
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Complaint Satisfaction
Interactions
Outcomes
Processes
Apology
Compensation
Resolution
EfficiencyConvenience
Flexibility
SpeedDuration
Follow UpAccepting Responsibility
FriendlinessHonesty
Attitude, Unbiased
ListeningTaken
Seriously
Clarity of Communication
Customer satisfaction with complaints handling
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Role of Systems and Culture
Organisational Culture Staff empowerment and self
efficacy “Walking the Talk” Tone at the Top Encourage sharing of “bad
news” Help to foster long term
behavioural changes Cultivate voluntary
accountability Enhance and support CM
systems
CM Systems Facilitate process
improvements Reduce risk of inconsistent
treatment Increased customer loyalty Improved brand and service Act as early warning signal
regarding fulfilment of compliance obligations
Enhance and strengthen organisational culture.
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Case Study – Culture & Systems compromise process
Issue: Super Switch
Issue: Super Switch
Complaint:Service Quality
Complaint:Service Quality
RESULT:
Customer complains via customer hotline
Customer frustration levels escalated
Customer complains to others about service
Customer complains to ASIC Regulatory action taken against
company
RESULT:
Customer complains via customer hotline
Customer frustration levels escalated
Customer complains to others about service
Customer complains to ASIC Regulatory action taken against
company
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Case Study – Culture & Systems compromise CM process
Issue: Insurance Claim
Issue: Insurance Claim
Complaint:Claim
Process
Complaint:Claim
Process
RESULT: Customer complains to claims officer Officer provides uncooperative
response due to lack of authority to resolve complaint
Customer not advised of available DR process
Customer contacts senior claims manager
Customer complains to Insurance Ombudsman
Claim resolved 48 hours later **** Missed originating source of
complaint*****
RESULT: Customer complains to claims officer Officer provides uncooperative
response due to lack of authority to resolve complaint
Customer not advised of available DR process
Customer contacts senior claims manager
Customer complains to Insurance Ombudsman
Claim resolved 48 hours later **** Missed originating source of
complaint*****
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Case Study – Culture compromises CM process
Issue: Financial Advice
Issue: Financial Advice
Complaint:Wrong Advice
Complaint:Wrong Advice
RESULT: Customer complains directly to FA Board frowns upon complaints FA speaks with customer; provides
reassurance FA perceives matter is resolved = NOT
A COMPLAINT Customer desists from further activity
with FA, company or product provider Company celebrates its “low” number
of complaints
RESULT: Customer complains directly to FA Board frowns upon complaints FA speaks with customer; provides
reassurance FA perceives matter is resolved = NOT
A COMPLAINT Customer desists from further activity
with FA, company or product provider Company celebrates its “low” number
of complaints
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Concluding Thoughts – “It’s about your people”
• All levels of management “walk the talk”
• Open communication (Want to hear the bad news)
• Focus on positive benefits of complaints for the company and employees
• Monitor for “compensating feedback” and risks of cultural misalignment
• Training on policy & procedures vs behaviours and conflict management
• Senior management seen as (and are) receptive to escalation of complaints as much as other business priorities (Tone from the top)
• All levels of management “walk the talk”
• Open communication (Want to hear the bad news)
• Focus on positive benefits of complaints for the company and employees
• Monitor for “compensating feedback” and risks of cultural misalignment
• Training on policy & procedures vs behaviours and conflict management
• Senior management seen as (and are) receptive to escalation of complaints as much as other business priorities (Tone from the top)
ee 1111
Conclusion
Samantha Sheen, Senior ManagerRisk Advisory ServicesCompliance Advisory TeamE-mail: [email protected]
Any Questions?Any Questions?
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