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HB 2292006
Handbook
HB 2292006
This Australian Handbook was prepared by Committee OB-009, Complaints Handling. It was approved on behalf of the Council of Standards Australia on 1 May 2006. This Handbook was published on 26 June 2006.
The following are represented on Committee OB-009: Australian Chamber of Commerce and Industry Australian Competition and Consumer Commission Australian Law Reform Commission Australian Securities and Investments Commission Banking and Financial Services Ombudsman Consumers' Federation of Australia Independent Chairman Insurance Brokers Disputes Insurance Council of Australia
Standards Australia wishes to acknowledge the participation of the expert individuals that contributed to the development of this Handbook through their representation on the Committee and through public comment period.
HB 2292006
Handbook
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COPYRIGHT Standards Australia All rights are reserved. No part of this work may be reproduced or copied in any form or by any means, electronic or mechanical, including photocopying, without the written permission of the publisher. Published by Standards Australia, GPO Box 476, Sydney, NSW 2001, Australia ISBN 0 7337 7425 3
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Preface
AS ISO 10002, Customer satisfactionGuidelines for complaints handling in organizations, AS 4608, Dispute management systems and the Good practice guide for effective complaint handling, published by the Commonwealth Ombudsmans Office, give detailed guidance on the development, operation and maintenance of complaints-handling and dispute management systems. This guide is intended to assist those involved in complaints-handling, by giving explanations of the Standards and practical suggestions on their application. Who should read this guide?
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This guide is intended for all of those involved with complaintshandling management. This includes all companies, particularly those involved in such dispute schemes as exist for banking, insurance, financial services, telecommunications, private health insurance, and utilities. The guide is also intended for government agencies at the federal, state and local level, particularly those with a large public interface, as well as non-government organizations. About the author Bill Dee is the Director of Compliance and Complaints Advisory Services Pty Ltd. His practice covers compliance, dispute management and consumer affairs. Prior to this he worked for 20 years with the Trade Practices Commission (now the ACCC) and was Head of Compliance. His achievements in the area of complaints handling and dispute management include: Chair of the Standards Australia committees that drafted AS 4269, Complaints handling (superseded by AS ISO 10002) and AS 4608, Dispute management systems. Convenor of the Working Group that drafted ISO 10002 Customer satisfactionGuidelines for complaints handling in organizations, which has been adopted as AS ISO 100022006. Principal drafter of the publication Round Table on Dispute Avoidance and Resolution Benchmarks for Small/Large Business Disputes. Involvement with the establishment of Oilcode, a dispute prevention and resolution scheme for the oil industry and facilitated the Film Exhibitors and Distributors code, a dispute prevention and resolution code for the film industry.
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HB 2292006
Contents
Page 1 2 Why have a complaints-handling system ................................ 1 Setting up your complaints-handling systemOrganizational infrastructure 2.1
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Commitment from the top.............................................. 3 Planning and design...................................................... 4 Resources and skills ..................................................... 8 Complaints-handling procedures................................... 9 Being on the front foot: Setting in place dispute prevention mechanisms .............................................. 10
Management responsibility and authority .................... 10 Visibility ....................................................................... 11 Accessibility ................................................................ 12 Responsiveness.......................................................... 13
The day-to-day running of the system 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 Communication ........................................................... 14 Complaint receipt ........................................................ 14 Complaint tracking ...................................................... 15 Complaint acknowledgement ...................................... 15 Initial complaint assessment ....................................... 15 Investigation of complaints .......................................... 15 Response to complaints .............................................. 17 Communicating the decision ....................................... 17 Closing the complaint.................................................. 17
3.10 Data collection ............................................................ 18 4 Maintaining the system in good working order 4.1 4.2 Information collection .................................................. 19 Analysis, evaluation and rectification of root causes of complaints................................................................... 20 4.3 4.4 4.5 Satisfaction with the complaints-handling process ...... 21 Monitoring of the complaints-handling process ........... 21 Auditing of the complaints-handling process ............... 22
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4.6
Process oral complaints .............................................. 26 Investigation practice .................................................. 27 Complaints-handling process ...................................... 29 Bibliography ................................................................ 30
D E
HB 2292006
In the American Express-SOCAP Study of Consumer Complaint Behaviour in Australia the Summary of Major Findings included a finding that effective complaints-handling practices had a positive impact on brand loyalty and that upgraded complaints-handling practices can significantly improve brand loyalty. This finding has been supported by recent surveys. The study also found dissatisfied complainants told nearly twice as many people about their negative experiences than satisfied complainants told about their positive experiences. In a competitive environment if a firm does not have a system to deal with legitimate customer complaints and get feedback on how their goods and services are performing in the marketplace, they will be at a competitive disadvantage. Effective handling of compliance-related complaints is also an essential part of an effective compliance program. The complaints system should include a robust method of segregating compliancerelated complaints from other complaints and require the former to be separately handled in ways that meet with compliance program requirements. In addition, further to commercial reasons, some companies are required to have an effective Internal Dispute Resolution Scheme (IDRS). Industry-based external dispute resolution schemes exist in the banking, insurance, financial services, mortgages, telecommunication, private health insurance, and utilities sectors and are likely to appear in other industries. There are also reasons why government agencies should set in place effective complaints-handling systems. These include: Giving agencies the opportunity to be the first port of call for complaints. Reduce or avoid bad publicity that can arise when complaints are not dealt with or are dealt with ineffectively. Serve as an early warning of trouble spots. Complaints data can give an indication of where an agency is not meeting its customers expectations. Complaints feedback can assist in quality control.
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