1 / 12

Opportunities to Improve Complaints Management Samantha Sheen, Senior Manager, Ernst & Young 16 August 2006

Opportunities to Improve Complaints Management Samantha Sheen, Senior Manager, Ernst & Young 16 August 2006. Risk Advisory Services. e. Overview of today’s presentation . Introduction Changing landscape of complaints management Essential components of complaints management

bevis
Download Presentation

Opportunities to Improve Complaints Management Samantha Sheen, Senior Manager, Ernst & Young 16 August 2006

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Opportunities to Improve Complaints ManagementSamantha Sheen, Senior Manager, Ernst & Young 16 August 2006 Risk Advisory Services e

  2. 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

  3. Complaints: A changing landscape AS 4269 ISO 10002 “Any expression of dissatisfaction with a product or service offered or provided” “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” Replaced in March 2006 13 key elements • 5 key areas; planning, designing, operating, maintaining and improving • Explicit requirements with example templates Focuses 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

  4. Essential components of complaints management • Internal definition of a complaint • Complaint policy Governance Transparent Process • Defined complaint process • Transparency and accessibility to customers Recording • Process for logging complaints • Staff training Investigation • Individual complaint resolution • Analysis of complaint causes Response / resolution Action planning & tracking Process improvement • Timely response to complainant • Follow up action Escalation / reporting • Appropriate escalation • MI to management • De-briefing and close out • Continuous improvement Risk review

  5. Outcomes Complaint Satisfaction Interactions Processes Customer satisfaction with complaints handling Compensation Resolution Apology Systems Listening Taken Seriously Culture SpeedDuration EfficiencyConvenienceFlexibility FriendlinessHonestyAttitude, Unbiased Follow UpAccepting Responsibility Clarity of Communication

  6. Role of Systems and Culture 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. 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

  7. Case Study – Culture & Systems compromise process 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 Issue: Super Switch Complaint:Service Quality

  8. Case Study – Culture & Systems compromise CM 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***** Issue: Insurance Claim Complaint:Claim Process

  9. Case Study – Culture compromises CM process 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 Issue: Financial Advice Complaint:Wrong Advice

  10. 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)

  11. Conclusion Any Questions? Samantha Sheen, Senior ManagerRisk Advisory Services Compliance Advisory Team E-mail: samantha.sheen@au.ey.com

  12. e

More Related