MANAGE AND RESOLVE CONFLICT SITUATIONS

1. Unit Code: D1.HRS.CL1.09 D1.HOT.CL1.11 D2.TCC.CL1.06 MANAGE AND RESOLVE CONFLICT SITUATIONS

2. Manage & resolve conflict situations This unit comprises three Elements: • Respond to complaints • Identify & manage conflict situations • Resolve conflict situations.

3. Assessment Assessment for this unit may include: • Oral questions • Written questions • Work projects • Workplace observation of practical skills • Practical exercises • Formal report from employer or supervisor.

4. Respond to complaints Performance Criteria for this Element are: • Handle complaints sensitively, courteously and discreetly • Take responsibility for resolving conflict • Handle complaints in accordance with enterprise procedures.

5. Handle complaints A complaint is made by a customer or guest because they are dissatisfied – causes may be: • The business failing to keep a promise • Service and or products • Actions of others in the business.

6. Handle complaints The list of possible causes for complaints is large. Following is a representative list of common causes of customer complaint: • Levels of service • Product standards (Continued)

7. Handle complaints • Processes • Information given • Charges and fees (Continued)

8. Handle complaints • Marketing materials • Failing to keep promises • Condition of the premises (Continued)

9. Handle complaints • The environment • Issues relating to other patrons.

10. Handle complaints When dealing with a complaint the objective is to: • Convert a bad customer experience into a positive one.

11. Handle complaints It is important to deal with complaints in a friendly, efficient and thorough manner characterised by: • Sensitivity • Courtesy • Discretion.

12. Handle complaints Being sensitive when handling conflict: • Take a few seconds to assess the situation before acting • Factor in all relevant issues • Make requests and give suggestions • Avoid issuing ultimatums (Continued)

13. Handle complaints • Take into account how the person feels about the situation • See things from the other person’s point-of-view • Understand their disappointment, annoyance and frustration • Acknowledge the legitimacy of their complaint.

14. Handle complaints Handling complaints with courtesy involves: • Never shout at them • Never interrupt them • Never touch them • Never threaten them (Continued)

15. Handle complaints • Never using or responding with bad language or behaviour • Always demonstrate respect • Use ‘please’ and ‘thank you’ • Use the customer name.

16. Handle complaints Handling complaints discretely involves: • Talking in a soft voice • Not discussing previous events • Asking person to move to a private area.

17. Handle complaints Always maintain a positive and cooperative approach: • Adopt the ‘right attitude’ • Let them talk (‘vent’) • Demonstrate willingness to resolve the problem • Create a friendly atmosphere • Maintain positive customer relations.

18. Take responsibility for resolving complaints Most common ways of identifying a complaint exists: • Being informed by a customer • Monitoring the business environment.

19. Take responsibility for resolving complaints ‘Warning signs’ that there may be a complaint: • Raised voices • Facial expressions and or body language indicators • Certain actions undertaken by guests at table (Continued)

20. Take responsibility for resolving complaints • ‘Unacceptable actions’ • Overheard conversations.

21. Take responsibility for resolving complaints Always apologise whenever a complaint is made: • Give the apology freely • Give it regardless of the nature of the complaint • Even if you believe no legitimate grounds for complaint exists.

22. Take responsibility for resolving complaints Providing an apology: • Creates a positive environment • Indicates a willingness to respond • Demonstrates your involvement in the process • Is very customer-focussed.

23. Take responsibility for resolving complaints Taking responsibility for finding a solution: • Must occur immediately after the apology • Enables the resolution process to begin – never ignore a complaint • Is necessary because this is usually what the customer wants.

24. Take responsibility for resolving complaints Ways to take responsibility for resolving complaints include: • Introducing yourself • Making an offer of assistance • Investigating the complaint: • Asking questions • Listening • Suggesting or offering possible solutions.

25. Take responsibility for resolving complaints Personal characteristics useful in resolving complaints and or conflicts: • Being assertive – but not aggressive • Being constructive • Being well-informed (Continued)

26. Take responsibility for resolving complaints • Exercising patience • Showing tolerance • Understanding the total picture (Continued)

27. Take responsibility for resolving complaints • Being prepared to compromise • Being consistent.

28. Handle complaints in accordance with enterprise procedures All complaints must be dealt with in accordance with enterprise procedures: • Individual ‘scope of authority’ (permission to take action without special permission from management) must be observed: • Ability to act on behalf of the business • Authority to act or respond in certain situations.

29. Handle complaints in accordance with enterprise procedures Scope of authority may allow staff to: • Offer a free product • Offer a free service • Offer a discount • Implement a ‘programmed decision’.

30. Handle complaints in accordance with enterprise procedures Enterprise (‘house’) policies are developed to: • Provide guidance to staff on what can or should or must be done in certain situations • Give consistency in dealings with customers • Take pressure off staff • Provide basis for in-house training.

31. Handle complaints in accordance with enterprise procedures Enterprise complaint resolution process will address: • Who should deal with complaints • When management and or security should be notified • The approved complaint resolution model to be used • Limits of ‘scope of authority’ (Continued)

32. Handle complaints in accordance with enterprise procedures • Programmed decisions • Situations where business will not entertain complaint resolution • Documentation to be completed • Mandatory training staff must receive before being allowed to deal with a complaint.

33. Handle complaints in accordance with enterprise procedures Most complaints can be resolved in more than one way – you should strive for a solution that is: • Quick, easy and practical to implement • Satisfies the complainant • Meets enterprise limitations.

34. Handle complaints in accordance with enterprise procedures Programmed decisions: • Are developed by management • Are prepared for common complaints or situations • May be applied to all complaints • May be applied only after a legitimate complaint has been established • Give consistency to the way customers are treated • Must be applied ‘as written’.

35. Handle complaints in accordance with enterprise procedures

36. Handle complaints in accordance with enterprise procedures One useful complaint resolution model is AQUA: • A = Acknowledge • Q = Question • U = Understand • A = Answer.

37. Handle complaints in accordance with enterprise procedures There may be need to refer a complaint, where: • Customer has insisted on ‘seeing the manager’ • Complaint has ‘escalated’ • You cannot deal with the complaint • The required or requested resolution exceeds personal ‘scope of authority’.

38. Handle complaints in accordance with enterprise procedures An ‘escalated complaint’ is one where one or more of the following applies: • House policy demands it is handled by management • Other efforts to resolve the situation have failed • The customer is becoming agitated (Continued)

39. Handle complaints in accordance with enterprise procedures • Customer is engaging in unacceptable actions • Allegations of dishonesty are made • Legal action is threatened • Involvement of authorities is mentioned • Reference to media involvement is made.

40. Handle complaints in accordance with enterprise procedures When referring an escalated complaint: • Act swiftly • Explain the context • Refer to an appropriate person, or designated person.

41. Summary – Element 1 When responding to complaints: • Be alert to the wide-range of potential complaints people may make • Realise complaints are individual in nature • Apply sensitivity, courtesy and discretion when handling complaints • Maintain a positive and cooperative manner (Continued)

42. Summary – Element 1 • Try to convert a negative customer experience into a positive one • Take responsibility for resolving the complaint • Look for warning signs – monitor customers and the business environment • Apologise (Continued)

43. Summary – Element 1 • Read and understand workplace policies and procedures for handling complaints • Determine your personal scope of authority for taking action • Learn the programmed decisions which are in place and available to you • Apply an approved model to assist in resolving complaints • Refer complaints promptly where there is a need to do so.

44. Identify and manage conflict situations Performance Criteria for this Element are: • Identify potential for conflict quickly and take appropriate action to prevent escalation • Identify threats to personal safety of customers or colleagues quickly and organise appropriate assistance.

45. Identify potential for conflict quickly and take action to prevent escalation When managing conflict, prompt identification of the problem is key: • It allows a more timely response • Ignoring conflict only makes matters worse.

46. Identify potential for conflict quickly and take action to prevent escalation Conflict: • A state of opposition between persons or ideas or interests • A complaint which is not resolved can become a conflict • Does not require physical aggression • Can arise between almost anyone.

47. Identify potential for conflict quickly and take action to prevent escalation Causes of conflict with customers may not be ‘obvious’ and can include: • Lack of service or poor service • Expectations not being met • Dissatisfaction with products or services (Continued)

48. Identify potential for conflict quickly and take action to prevent escalation • Unhygienic conditions • Low comfort levels • Actions of others (Continued)

49. Identify potential for conflict quickly and take action to prevent escalation • Mistake with an account • Error with a booking • Special requests not met.

50. Identify potential for conflict quickly and take action to prevent escalation Conflict with suppliers can relate to: • Business not paying their bills on time • Business not adhering to Terms of Trade • Late placement of orders • Not signing for goods delivered (Continued)