By Maureen Smith, ex-CACHE director and now a consultant
1. Customers are always right. Actually, customers are not always right, but staff must recognise that they are the ones who pay for or have a right to your service. If they are dissatisfied with the service for whatever reason, whether fair or unfair, their dissatisfaction must be recognised. Try to see the problem from the customer's point of view and gauge how serious it is for them. Don't simply blame others, and always try to find a solution to the problem. Ensure all staff know how to handle customer complaints and organise training to give frontline staff the skills to diffuse situations. Don't allow a culture of excuse and avoidance to develop. Remind staff that handling complaints successfully usually produces loyal customers.
2. Accept that there will always be some complaints, no matter how well your organisation is run, and always take complaints seriously. That should apply even to complaints by serial complainers. Such people can damage the reputation of a service, so it's always worth spending time trying to see the 'problem' from their point of view. And don't dismiss such complaints too readily. Always make sure you fully appreciate the consequences that may flow from a given problem.
3. Seek customer opinions. Some settings try to pinpoint possible areas of complaint before they arise by providing anonymous customer suggestion boxes. These can be a good way of finding out where problems may lie. You must be seen to act on suggestions, or else customers will view the activity as a waste of time. Alternatively, ask your customers outright if they are satisfied with your service, and show concern for their responses. However, be aware that some customers are reluctant to complain for fear that their complaints will impact on their child's care. This must never happen. Note also that people from some cultures rarely complain even when they have every right, whereas others are more used to complaining.
4. If you discover problem areas, deal with them. It's unlikely that problems will just disappear - in fact, the situation, if left, may deteriorate. Be sensitive, especially where staff are under criticism. Set out the problems in staff meetings and encourage staff to provide the solutions.
5 .Value your customers. When customers complain, some will be angry and hostile, others tearful and upset. Every customer is different and all should be listened to with respect, even where they are serial complainers. Some companies use the CLEAR technique, an acronym for: C: calm your feelings
L: listen actively
E: empathise with the customer
A: apologise or acknowledge the situation the customer is experiencing
R: react to the complaint, that is, provide a solution.
Role-play this technique in staff training sessions.
6. Have a simple and accessible complaints procedure. Tell all customers about the complaints procedure the moment they enquire about your provision. Inform them about your quality standards and any legal obligations so they know what is reasonable to expect. Set out how you deal with verbal and written complaints and with serious complaints, which may mean involving people from outside the setting. If you never get complaints, it could mean that your complaints procedure is unclear - not that your provision is perfect.
7. Investigate all complaints. Don't investigate some and ignore others, even if they come from serial complainers. Set out in your complaints procedure how you will ensure all complaints are investigated impartially.
8. Aim for a win/win solution, where both setting and customer win. Customers are more satisfied if they see the setting has acted and are willing to take responsibility for their mistakes. Settings may also be able to thank the customer for drawing attention to situations where difficulties could arise.
9. Apologise where necessary. A public recognition that they have been wronged in some way is often all that a customer wants. However, don't apologise for something that is clearly not the setting's fault, as it can appear false and unhelpful. What the setting can almost always do is acknowledge the customer's feelings - 'I understand that you feel upset' 'I am sorry you feel so angry' -and offer an explanation of the situation.
10. Learn from your experience. When complaints are received and handled well, settings can almost always learn from the experience and provide a more effective service. Use case studies of complaints in staff training and as part of appraisal and performance target-setting.
