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Dealing with Mr Grumpy and Mr Happy
Here's a true story, told from the heart that translates easily into element 7. I am sure that you know that Registered matrix Advisers/Assessors are self-employed and that many of us do other work; the varied background of Registered matrix Practitioners is one of the strengths of the matrix Standard.
One of my 'additional roles' was to undertake reviews and investigations for a high profile Inspectorate body. Working with a colleague, our intervention was usually sought to deal with the more contentious complaints where the relationships between parties had virtually broken down or the complainant was perceived as a 'pain'. We never shirked our responsibility and handled the complaints impartially, objectively, sensitively and professionally.
However, in our experiences we were irritated by the unacceptable recurrence of issues that included:
- Lack of clarity to service users of how to complain, to whom and the timescales
- Breach of policy, practice and protocols for complaints
- Lack of understanding among staff of how to handle complaints, poor staff training and unwillingness to attempt to resolve issues at the lowest possible level
- Unwillingness to apologise/offer compensation where appropriate
- Reluctance to take ownership of a complaint
Criterion 7a of the matrix Standard makes sure that 'people are advised of who to contact with a compliment, complaint or suggestion and how these will be handled'. So, before reading further, where would your organisation score on the issues I have raised?
I recall one of my conversations with the Receptionist of an organisation I was visiting. "Imagine grumpy Johnny comes in and wants to make a compliant." Immediately she responded, "I'd get my manager straight away." "Wouldn't you want to speak to me first?" I enquired. "No, I'd get my manager." So, at my suggestion she sheepishly went to her manager and whispered, "He wants to make a complaint."
Fearing the worst, the ashen-faced Manager came to me and said, "Is there a problem?" "It's just that when I wanted to use a pencil they were all blunt," was my kindly reply. The crimson-faced Receptionist interjected, "You never said it was about pencils." "You never asked," was my retort. "But I’m not allowed to," she pleaded, "if someone mentions the word complaint I must call my manager." And like a magician wanting to demonstrate her skill she reached under the counter and handed me the complaints policy that indeed gave her no other option. My messages from this experience:
- Think through your complaints policy/practice from the complainant's perspective
- Ensure staff are effectively trained, supported and occasionally tested for their knowledge
- Periodically review the effectiveness of your procedures - they will count for nothing if my earlier points have been disregarded
Let me briefly return to the work I did for the Inspectorate. In all instances we received from all parties positive feedback on the way we had handled complainants and the enquiries; we were also invited to assist staff training. Then, suddenly, no further work materialised and I spent months of e-mails, phone calls and letters to find out why we were persona non grata. I received an acknowledgement that my 'complaint' would be investigated but this might take a few weeks because they were busy. I rang to point out:
- The letter was addressed to someone else and was obviously not intended for me!
- I was not making a complaint - I was offering to help them!
As time ticked by I felt ignored, frustrated and the victim of crazy bureaucracy. I am one who is disinclined to give up and 17 months after my first contact I received a rather formal explanation - Quality of Service had been reorganised and centralised which accounted for the delayed response. So there it is – I never was a complainant. However I was left feeling that, had I been one, I would have been let down by an uncaring, non-listening, inefficient organisation.
Yes, it's a long story that shows my personal grievance but hopefully illustrates what lies behind the thinking of criterion 7a. Complaints should be learning experiences for the individual and the organisation - handling them correctly will also take you through those other vital components of the element, the handling of compliments and suggestions. Looking at feedback in its entirety and using it wisely can do much to help your continuous improvement.