Proactive Complaints Management (PCM) is an independent proprietary limited company providing assistance to businesses, government departments and agencies in the management of complaints.
• Do your staff ignore customer complaints?
• Are your staff at all levels of your organisation aware of their obligations in handling customer complaints?
• Are you concerned about the cost to your organisation in time, money and reputation if you don’t handle complaints effectively?
PCM has experienced facilitators and trainers who will assist your organisation to respond well to customer complaints and to avoid potentially costly and protracted negotiations with your customers.
PCM will assist your organisation in preventing disputes / complaints from escalating and poisoning your relationship with your customers and therefore having an impact on your bottom line.
What you can expect from PCM:
Early intervention once a complaint is identified and requires immediate management and actioning for resolution.
We will work collaboratively with your organisation in the complaints resolution process that meets your legislative obligations and yours and your valuable customers’ needs and expectations.
How PCM can assist your organisation:
1. Complaints response training for management and staff
• Assessing when senior management become involved in the resolution of complaints;
• Training on legislative responsibilities for responding to complaints;
Floor staff training:
• How to identify a complaint;
• Whose responsibility is to respond to a complaint?
• How to respond to a complaint;
• Asking appropriate questions in order to understand what a complainant expectations are for resolution of their complaint;
2. Facilitate negotiations between your organisation and your customers
• This step in the process would only be used for those complaints that have not been able to be resolved by floor staff;
• The aim of this step in the process would be to show the complainant that their concerns are being taken seriously;
• PCM will utilise an open, transparent and fair process for both your organisation and your customer to resolve complaints / issues.
3. Coaching in timely and sensitive responses to complaints by management and staff
• The aim of this process is to support the initial training of staff with follow-up input both face-to-face and phone and email contact with staff.
4. Case Management
• PCM will assist your organisation to manage those ongoing difficult customers that take up precious staff time and continually complain no matter what you offer to resolve their complaints.
5. Confidential hotline (whistleblower)
• This strategy facilitates free flow of confidential feedback to companies about the performance of their service and products. This strategy also offers confidence to employees that their input will be effective without having to go to external sources if they have concerns with their own organisation/company and do not wish to raise these directly with management.
• Review of compliance with local and national legislation relevant to the product and industry sector you operate in.
7. Organisational review of internal complaints process
• Stage 1 – Assessment of complaint;
• Stage 2 – Actioning of complaint for resolution;
• Stage 3 – Follow up complaint with complaints re satisfaction of outcome achieved;
• Stage 4 – Monitoring of complaint and outcome.
All PCM’s complaints training and follow up services are follow the Principles and Guidelines as set out within the - Australian Standard for Complaints Handling AS 4269 – 1995 and ISO 10002 Quality management – Customer satisfaction – Guidelines for complaints handling in organisations.
If you would like further information about any of these items we would be more than happy to meet with you.
Pocket Guide To Complaints Handling
Here at Proactive Complaints Management (PCM), we are asked whether we have a quick guide to complaints handling.
Here you will find a Pocket Guide to Complaints Handling for ease of use.
The guide focuses on:
- Negotiating a workable solution;
- Suggestions for managing an angry complainant; and
- Questions to ask a complainant;
To download guide click Pocket Guide to Handling Complaints (2)
Charter of Care Recipients Rights
Care Recipients in residential aged care have legislated rights under the Aged Care Act Principles - Charter of Care Recipients Rights.
These rights can be found in Schedule 1 of the Aged Care Act 1997.
To download the Charter of Care Recipients Rights click charter_of_care_recipients_rights_responsibilities_-_residential_care
New Australian and New Zealand Complaints Handling Standard
In this issue we look at the NEW -
New Australia/New Zealand Standard
Guidelines for complaint management in organisations
For those organisations seeking to undertake a review of your existing Complaints Policy this document is a must have.
To read further click the following page Issue 10 29 October 2015
Proactive Complaints Management - 6 Guiding Principles for Complaints Handling
The following slides explain the 6 guiding principles for complaints handling that we use here at Proactive Complaints Management for managing complaints PCM 6 Guiding Principles
For further information please email firstname.lastname@example.org or call +61 418313303
STOP - THINK - DO
There are times during any interactions that we either feel slighted, angry or confronted by an angry customer.
It during this time that we can either win the customer over or lose their trust in a way that may have huge consequences for us personally and our business.
The majority of customers (and staff) do not want to sour a relationship and therefore looking at the issue from the customers perspective becomes vitally important.
These easy to follow steps will enable both our customers and ourselves to maintain positive relationships.
If you have any questions please feel free to contact email@example.com
Complaints Handlers Checklist
As an individual who is tasked with handling customer complaints you are required to have the ability to constantly think on your feet. The checklist below will provide you with a guide for suggested prompts that have helped our staff focus their minds and the customers mind on their concerns.
If you have have questions please feel free to contact firstname.lastname@example.org or call +61 418 313 303
Consult, Consult, Consult
Complaints relating to care recipients care have two common themes:
- Family involvement in the delivery of care and services; and
- A change in the care recipient’s care needs.
Most organisations struggle with the issue of family involvement in the delivery of care and services for various reasons.
Some organisations have policies in place which state that all care will be delivered by the staff employed by the organisation.
What is important to keep in mind is that many of the families that want to be involved in the delivery of care to their loved ones are also the same individuals who may have cared for their family members prior to entering the facility.
If you have any questions please feel free to contact email@example.com or call Steve +61 418 313 303
Responding to unreasonable complainant conduct
When confronted with an unreasonable complainant we may feel threatened, angry, aggrieved and in most instances we just want nothing to do with them, this is a natural human response.
No one goes to work expecting to be threatened or demeaned nor should they therefore what strategies can we employ to deal with such an event?
The following strategies may provide some assistance if there comes a time (we hope there won’t!), that you may need to deal with an unreasonable complainant.
Pocket Guide to Complaints Handling
Objective of a Complaints Management System
The main objectives of a complaints handling system for any organisation should be to:
• Provide a complainant with access to an open and responsive complaints handling process;
• Enhance the ability of the organisation to resolve complaints in a consistent, systematic and responsive manner to the satisfaction of the complainant and the organisation;
• Enable an organisation to identify trends and attempt to eliminate causes of complaints and improve the organisation’s operations;
• Assist an organisation to create a customer focused approach to resolving complaints; and
• Provide a basis for continual review and analysis of the complaints handling process and the resolution of complaints;
Assertive individuals maintain their values, needs and rights and are very rarely dominated by others nor do they dominate or violate other individual’s needs.
While freely expressing their own ideas and opinions to others, they also listen intently and reflect on other individuals ideas and opinions.
For further information please read the following article
Proactive Complaints Management Common Complaint Themes
- Expectations are not being met
- Collaboration in delivery of care and services versus duty of care
- How are you going to handle my complaint i.e. fairly, without bias etc.?
- How would a “reasonable person” view the current situation?
The basics of complaints handling
The main objectives of a complaints handling system for any organisation should be to:
- Provide a complainant with access to an open and responsive complaints handling process;
- Enhance the ability of the organisation to resolve complaints in a consistent, systematic and responsive manner to the satisfaction of the complainant and the organisation;
- Enable an organisation to identify trends and eliminate causes of complaints and improve the organisations operations;
- Basics of complaints handling
Key Success Factors for Complaints Handling
- Widely accessible information on the complaints process;
- Accurate and complete documentation;
- Listening, asking questions and responding;
- Building trust and establishing positive interpersonal relationships;
- Clarifying expectations:
- What outcomes the complainant is hoping to achieve;
- What outcomes the home can provide?
- Acting on the complaint;
Stage 2 of Complaints Handling
In this newsletter we look at how to win back our customers and ensure that we build trust and maintain realistic expectations