Posts

Michael Soulé

The Art of Handling Complaints: LeadTogether Highlight #14 1-20-15

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Dear Friends,

Last week our school completed work on a new grievance policy. In our discussions we explored what constitutes a grievance, what is the difference between a grievance and a complaint, and what principles should guide us in dealing with them.

We came to a simple definition that a grievance is a formal complaint usually lodged by an employee, related to an action that was taken (or not taken) that affects the rights of the employee. Something is perceived to have happened that violates the law or the policy of the organization. So a grievance is a specialized complaint. How one responds to a grievance is important because it generally has legal consequences for the organization.

Complaints, on the other hand, are types of feedback provided by anyone in the community who thinks or feels that something isn’t right. Complaints might include “too much homework,” “tuition is too high,” “meetings go too long,” “the place is messy,” “communication is sloppy,” etc. A complaint generally includes two wisdoms – it tells us something about the person complaining (what they are aware of and what they would like to see improved) and something about the organization. While sometimes a complaint is entirely the personal opinion of an individual (“I don’t like the color of the walls”), usually a complaint contains some bit of helpful reflection to be attended to. And it provides an opportunity to strengthen relationships by being responsive, timely and direct.

There are a few core principles for dealing with complaints in general and for dealing with complaints in a collaborative community.

  • Understand that all complaints contain some insight, either about the organization or about the person complaining or both.
  • Have clarity as to what types of complaints should be addressed to different leaders.
  • Provide every complainant with the opportunity to share what he or she wants to see done.
  • Create an environment that embraces and accepts complaints without resistance.
  • Assure there is a clear visible process for dealing with complaints that provides
    • immediate acknowledgement
    • quick response
    • timely follow-through
    • clear communications and
    • thorough documentation.
  • Develop a process so that everyone clearly knows what to do with complaints.
  • Analyze complaints to look for themes and bigger-picture problems.

Here is a checklist developed by One World Trust for NGO’s to assess the strength of your organization’s complaint process. (LINK)

Every complaint is both an opportunity for the organization to grow and for the relationship of the complainant to the organization to develop. This requires active, open and non-judgmental listening and honest reflecting. It is an area where we have a lot to learn in our communities.

Keep in touch,

Michael

 

 

 

 

 

Michael Soulé

Complaints: LeadTogether Highlight #14, 1-13-15

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Dear Friends,

Last week our school completed work on a new grievance policy. In our discussions we explored what constitutes a grievance, what is the difference between a grievance and a complaint, and what principles are Through this I discovered a few core principles for dealing with complaints in general and there are ones specific to dealing with complaints in a collaborative community.
Understand that all complaints contain some insight
Everyone should clearly know who to complaint to about what
Every complainant should be given the opportunity to share what he or she wants to see done
There is an environment that embraces and accepts complaints without resistance
There is a clear visible process for dealing with complaints that provides
immediate acknowledgement
quick response
timely follow through
clear communications and
thorough documentation.
Everyone should clearly know what to do with complaints
Complaints should be bundled and analyzed for themes
Here is a checklist developed by One World Trust for NGO’s to assess the strength of your organization’s complaint process. OWT Checklist
Every complaint is both an opportunity for the organization to grow and for the relationship of the complainant to the organization to develop. This requires active, open and non-judgmental listening and honest reflecting and is an area where we have a lot to learn in our communities.

Keep in touch,

Michael

Michael Soulé

Complaint Assessment Checklist from One World Trust

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Complaint and response procedures

A self-assessment questionnaire for your organization

Variations on the checklist below have been used by different organizations in the process of setting up a complaint and response procedure. It has been adapted from relevant work undertaken by the One World Trust and the Charity Commission. The questionnaire is meant to be used as a starting point for discussion within your team on: areas where the organization is performing well and not so well (if yes and partly); changes needed to improve current practice (if no); and areas where there is a need for better information sharing within the organization (if don’t know).

Not all statements will apply to all types or sizes of NGOs. For example, an NGO that is simply involved in grant provision may need a less detailed procedure than one that provides direct services to vulnerable users.

1 The basics

1.1 Does your organization have a clear definition of a valid complaint?
1.2 Does your organization make a commitment to respond to all valid
complaints?
1.3 Do you have a clearly defined policy and procedure for managing
complaints?
1.4 Does your procedure have set timelines?
1.5 Are potential complainants fully aware of the procedure?
1.6 Have you considered the needs (format, language, etc.) of your
potential complainants?
1.7 Do you try to deal with complaints locally, i.e. where and when they
are first received?
1.8 Does your procedure involve at least two stages?
1.9 Does it include input from an independent person or organization in at least one stage?
1.10 Does your procedure ensure that complaints are managed in a fair
and impartial manner?
1.11 Does it respect confidentiality of the complainant?

2 Governance, management and resources

2.1 Is a named member of staff (independent of potential complainants)
responsible for receiving and handling complaints?
2.2 Does your procedure make clear who is ultimately accountable for
managing complaints?
2.3 Is a leadership staff responsible for oversight
of in this area?
2.4 Are adequate resources assigned for the implementation of the
policy, which cover staff and operational costs?
2.5 Is everyone who may be involved in managing a complaint, at any
stage, fully aware of their role in the process?
2.6 Is your complaints procedure explained as part of the induction process for volunteers, including trustees, and staff?
2.7 Does everyone who may be involved in managing a complaint have
access to training in complaints management?
2.8 Do you have a system for recording the number of complaints you
receive and what they are about (investigation timelines and findings, redress details, etc.)?
2.9 Is your complaints management system integrated with other
systems within the organization, such as your annual report, annual general meeting, staff training, quality assurance, or duty of care?
2.10 Do you review your procedure regularly, taking into account any
issues that have arisen since the last review as well as any changes to best practice in complaints management?

3 Outcomes of a complaint: for the complainant and for your
organization

3.1 Do you analyze and publish information about the number, nature
and outcome of the complaints you have received?
3.2 Do you use this information to review and improve the services you
offer/ activities you undertake / processes you have in place, etc.?
3.3 Are any learning points from complaints communicated throughout
your organization?
3.4 Is your organization clear about the type of responses it offers to
different complaints?
3.5 Do successful complainants receive suitable and proportionate redress?
3.6 Do you seek feedback from complainants about their experience of
your complaints procedure and use this to improve the way you manage complaints?
3.7 Would you be able to offer any support or advice to another organization in setting up a complaints management system and/or managing complaints?

4 Managing expectations

4.1 Do you ask the complainant, at the earliest possible stage, what
they want as an outcome of their complaint?
4.2 Are you confident that your complaints management system will
operate consistently at different times and/or in different situations?
4.3 Does your procedure include information about how to stop a
complaint if it has become unhelpful to the complainant and the organization?
4.4 Do you offer practical or emotional support to complainants?
4.5 Do you offer support to people who are complained about?