Slide Slide No Trainer Notes Trainer stresses to trainees importance of taking responsibility for resolving complaints they are dealing with highlighting: This should be done immediately after the apology – it is vital this action is taken straight-away There is little point acknowledging a problem and then ignoring it – this will only make a bad situation worse This is usually what the customer wants – for someone to fix the problem. Slide Slide No Trainer Trainer states to trainees they can demonstrate intention to resolve the complaint by using one or more of the following: Introducing yourself by name and position – so the customer who they are talking to Making an appropriate statement of assistance: “How can I help?” “Let’s see what we can do to fix this” Finding out the complaint – through: Asking questions – more on this topic is presented on later slides Listening to responses – more on this is presented on later slides Suggesting, developing or offering possible solutions – see section ‘Handle complaints in accordance with enterprise procedures’. Class Activity – Demonstration Trainer conducts a demonstration showing how to: Handle an initial complaint with sensitivity, courtesy and discretion Offer an apology Take responsibility for resolving the matter. Slide
Answer This could be said to be the crux of the whole process People usually want their complaint or problem resolved and this is where it happens: it is where an answer to their problem, complaint or issue is developed Any answers (also known as ‘solutions’) decided on will greatly depend on the guidelines set out in workplace policies and procedures. Class Activity – Demonstration or Role Play Trainer provides an example relevant to the labour industry profile of the trainees to demonstrate implementation of the AQUA approach to complaint resolution. Slide Slide No Trainer Notes Trainer indicates to trainees will sometimes be a need to refer a complaints, explaining this can occur where: The person demands to see the manager – or insists on speaking to the manager or whoever is in charge The complaint can be regarded as an ‘escalated complaint’ – see next two slides It is beyond your expertise to remedy the situation – you have but with no success A resolution is outside scope of authority to implement – and a ‘higher authority’ needs to handle the resolution demanded by the customer. Slide Slide No Trainer Notes Trainer explains to trainees an escalated complaint may be seen as one where one or more of the following applies: The organisational policies specifically call for the complaint to be handled by management – or some other nominated person Every genuine effort to resolve the issue has been unsuccessful – the customer remains unhappy despite ‘best efforts’ A situation where the customer is becoming agitated – and there is concern the situation could further deteriorate into a physical confrontation.
Class Activity – Discussion Trainer asks trainees to identify and describe possible ‘house rules’. Possible answers include: Dress Language Behaviour Identification of dangerous situations and situations requiring staff to take action Description of the action to be taken Authority and responsibility for taking action Barring of customers – including details and direction as to: Who may bar them Reasons for barring Duration of barring Communication of barring to other staff. Slide Slide No Trainer Notes Trainer advises trainees when there is a need to organise assistance to address threats to safety points to consider include: Common sense must always be applied when dealing with threatening situations – it is important to ‘act’ as opposed to simply ‘reacting’ Always consider the consequences of actions before they are taken – most actions will generate or involve some sort of response or reaction from those who are involved in the conflict. This means it may be best not to contact Security ‘immediately’ but wait for 20 seconds until it can be done without the offender seeing the call being made. Slide Slide No Trainer Notes Trainer instructs trainees about who they may contact when there is a threat to safety: Contact the supervisor or duty manager – for them to come and handle the situation Contact in-house security – so they can deal with those involved
Slide No Trainer Notes Trainer presents a series of anger management techniques to trainees which they may be able to use when managing conflict: Managing personal own emotions – handling conflict can release adrenalin and cause physical shaking leading to ‘reacting’ rather than ‘responding’. Realise the possible impact of adrenalin and practice deep breathing, working in stressful situations and focusing on intelligent action as opposed to innate reactions Demonstrating empathy with the other person – by showing you understand their situation and how they fee. A central aspect here is to show sympathy for their situation and the feelings inherent in it Being assertive – and making statements such as: “Sir, I need you to sit down, please” “I want you to stop using that language immediately” “I’m sorry gentlemen but I have to ask you to leave immediately”. Class Activity – Demonstration Trainer provides demonstration of application of anger management techniques as described on the slide. Slide Slide No Trainer Notes Trainer continues presenting anger management techniques to trainees suitable for use when managing conflict: Taking control – this can include: Introducing self by name and position Stating you will be dealing with the situation and have the necessary authority to do so Telling others in the immediate area (staff and customers) to move away – to demonstrate ability/authority Talking confidently – not loudly but with self-assuredness Looking for a win-win outcome – the end result of resolving any conflict should be (ideally) everyone wins. Obviously this is difficult to achieve and sometimes is not possible but it should nonetheless be an aim at the Try to achieve an outcome where the business achieves what it wants and the other person (at least to some extent) gets what they want Showing a willingness to resolve the issue – ensure the other party knows you are genuinely intent of finding a solution to the situation. Keys are to: Make an appropriate statement – “Sir I want to work with you to fix this” – or ask a question “What will it take for me to fix this for you?” Ensure non-verbal indicates openness to resolving the situation – use open body language (no crossed arms; no clenched fists or jaws; stand front on to the person).