Effective Complaint Handling Part 9

• Information from the complaints handling process and the trending data can be used to drive continuous improvement
• Plan-Do-Check-Act cycle:
• Plan  --- Planning the improvement activity
• Do  --- Implementing the plan
• Check --- Measuring the outcome against what has been projected in the plan
• Act --- this will mean either continuing with the planned activity or changing the plan to improve the results
• Complaints need to be tracked to ensure
• Completion
• Attention
• Feedback
• Action
• Some trends to watch out for:
• Most complaints per product
• Most complaints per salesperson /sales area
• Most complaints per customer
• Seasonality
• Functionality
• Increase in complaint numbers
• Decrease in complaint numbers
• Failure of the complaint handling process can have a major impact on an organization due to:
• Loss of revenue when customers move away
• Competitors use the source of the complaint to attract customers to their products
• Increased sales and marketing expenditure to attract new customers
• Decreased revenue and profitability

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Effective Complaint Handling Part 8

• The Complaints Handling Process is a business critical component and as such needs to be validated through testing   This can be achieved through:
• Dummy complaints being followed through the process
• Mystery complainers who will have their experience documented and provide feedback
• Examining the level of knowledge of the process within the organization
• The process testing will be made more effective by:
• Process mapping the stages involved
• Identifying the critical points within the process
• Checking that they are functional under a range of conditions - both internal and external
• Making recommendations for improvement and implementing them in the process. This can be achieved through the PDCA cycle
• Auditing the Process:  check your process for
• Ownership / Responsibility are clearly defined
• Adherence to standards
• Completion of activity
• Implementation of findings
• Communication - both internally and externally
• The complaints handling process should be audited  This would allow:
• Problems to be highlighted
• Best practices to be praised
• Improvements to be suggested
• External validation of the process
• To audit the process you can:
• Question staff re: their knowledge of the procedure for handling complaints
• Review past complaints
• Document review
• Customer feedback
• The audit may be carried out by:
• Internal auditors who work in the organization
• Customers who wish to see how the process has been working
• Third party auditors who are auditing to check performance in terms of compliance with a recognized quality standard such as ISO9001

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Team Decision-Making Part 3

Team Decision-Making Model 

 

 

Model Benefits

• Good for important team decisions, especially during team meetings
• Provides structure to keep the group on track and to plan implementation and evaluation steps
• Eliminates inappropriate “speeding”
• Good framework for involving key stake holders in decisions which affect them

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Mentoring in the Workplace Part 2

Piloting a Mentoring Program

Component 1 - Design

• Determine strategic purpose
• Obtain a champion from senior management
• Select an appropriate task force
• Create learning objectives
• Select mentoring model
• Determine application, selection, and matching criteria
• Establish guidelines for all activities
• Review of pilot results and modification

Component 2 – Implementation

• Market the program to stakeholders within the organization
• Recruit, interview and match the participants
• Meet with the managers of the mentorees

Until next time...
 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/