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EK > 2.Client Care > Flashcards

2.Client Care Flashcards

1
Q

What are the risks of going beyond your contracted scope?

A

You are not covered by your PI Insurance

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2
Q

If a client called you up at 5pm on a Friday asking for a feasibility estimate what would you do?

A

You would not complete the work until you have a contract in place for the works as you will not be covered under PI Insurance.

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3
Q

What are the dangers of an unclear scope of works?

A

Cost overruns, delays, an inaccurate estimates or price for the works and inadequate resource scheduling

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4
Q

What should be included in the appointment documents?

A
  1. Scope of service,
  2. terms and conditions,
  3. fees schedule of rates or breakdown,
  4. signatures of approval,
  5. complaint handling procedure and name of complaint handler.
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5
Q

How do you calculate fees when pricing work?

A

By assessing the amount and level of resources required over suitable time to carry out the service requested. They should be clear and detailed enough to show the Client what resources and rates have been allowed for so they can make a valued judgement when comparing competitive fee bids.

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6
Q

What do you need for a fee agreement?

A

Scope of service, terms and conditions, fees schedule of rates or breakdown, signatures of approval, fee draw down or expenditure cashflow.

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7
Q

Would you lower your fees to get a job?

A

No the fee shouldn’t be lowered as this is the cost or providing the resources required to carry out the requested service. Also tell client it was a fair fee for works. Could reduce the services offered to lower fee. Fee cutting is unethical and damaging to the industry.

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8
Q

How could this be overcome in a competitive market?

A

I could make and adjustment to profit margin percentage in competitive times, however this would be a commercial decision by senior management and would not have any effect on the fees and resources required to do the job.

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9
Q

What would you do if a client offered to pay you in advance for work yet to be done?

A

I could accept if there was a permissible reason to do so, however this money would be held in a client’s account, and any interest accrued would be payable to the Client.

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10
Q

What is RICS complaints procedure?

A

Complaints handling procedure must be included within Terms of engagement or appointment letter.

Firm must have a designated senior manager or complaint handler to respond to claims.

Notify PI insurers if complaint may give rise to a claim.

If a complaint cannot be resolved, it should be referred to an independent third party with the authority to award redress.

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11
Q

What are key performance indicators?

A

A key performance indicator is a business metric used to evaluate factors that are crucial to the success of an organization.

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12
Q

Can you give me some examples of Key Performance Indicators?

A

Monitor costs and profitbility. Track progress. Assess client satisfaction. Compare performance across and between projects. Assess specific areas of a project such as sustainability, safety, waste management etc.

Cost vs. budget. The budgeted cost of work that has actually been performed in carrying out a scheduled task during a specific time period.

Number of incidents/accidents.

The number of defects.

No CE to defer completion date.

BMS system handover.

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13
Q

How do you ensure your client is kept informed?

A

A process would be agreed from construction outset to agree the communication strategy. This could include; -Monthly progress reports. -Cost reports. -Meetings. -Correspondence. -New initiative methods - online dashboard etc

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14
Q

How could you manage stakeholders in a construction project?

A

stakeholder map.

The likely impact of the development on the stakeholder.

-The issues that they will have an interest in. -

  • Their likely position. -
  • Their ability to influence the development. -
  • Their potential impact on the project. -

Potential mitigating actions. -

  • involve early on to allow them to influence key stages such as brief development.
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15
Q

Why is it important to manage stakeholders?

A

-They can give an indication of how planning may react to the proposals. -They have an interest or investment in the project.

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16
Q

What do you understand by Client Care?

A

Process or concept of understanding clients requirements, suggestions, complaints etc Analysing it to find a suitable solution and to enhance our own business

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17
Q

How could you identify who the clients?

A

Specific software packages - contacts database

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18
Q

How will you identify and utilise the systems and processes for managing Client care?

A

Customer complaint procedures

Quality Assurance procedures

Client feedback meetings

Lessons learned workshops

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19
Q

Concept of identifying Clients?

A

Client care for existing data base is vital and requires active management Business Management strategies cover how to attract new clients to the business

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20
Q

Explain the requirement to collect data, analyse and define the needs of clients

A

The importance of the briefing process and defining a clear scope of works for the team so that the expectations of both parties are aligned.

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21
Q

How do you deal with a customer complaint?

A

familiar with customer complaints procedure in our company. Often that procedure will have specific timescales to respond within, and specific actions against individuals.

Take following actions, •

  1. Allocate the complaint to appropriate person as per company procedure •
  2. Respond in the identified timescale to the client •
  3. Investigate the complaint using defined procedures •
  4. Identify the outcome and course of action to rectify or close out the complaint. •
  5. Communicate the outcomes and course of action to the client. • Formally record using appropriate process •
  6. Opportunity for third party if •
  7. Communicate the lessons learned internally •
  8. Review at a pre-determined date in the future.
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22
Q

What constitutes a complaint?

A

Any expression of dissatisfaction

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23
Q

How do you handle a complaint?

A

Rule 7 of the RICS Rules of Conduct for Firms requires firms to operate a Complaints Handling Procedure (CHP), which includes a redress mechanism approved by the Regulatory Board, and maintain a complaints log

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24
Q

What does the RICS guidance note on complaints?

A

Complaints handling July 2016

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25
Q

When do complaints usually arise?

A

When expectations have not been met, might relate to the quality, scope, timeliness or understanding of the service or advice being provided

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26
Q

Where are a custmomers reasonable expectations set out?

A

Terms of Engagement

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27
Q

Whats included in the Terms of Engagement

A
    • Purpose of Engagment
  2. Scope
  3. Scope of liability
  4. Dispute resultion - Firms CHP
  5. Termination of Services
  6. Fee and biling arrangements
    7.
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28
Q

What is a requirement for RICS reguated Firms in terms of complaints?

A

Rule 7:

A Firm shall operate a complaints-handling procedure and maintain a complaints log.

CHP must include (ADR) mechanism that is approved by the Regulatory Board

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29
Q

Whats an effective CHP include?

A
    • Fit for purpose reflect the size and sturcture
  • Be reviewed/understood by all staff
  • Be agreed with PII provided - it should reflect processes taht do not compromise PII cover
  • Provide details to independent redress if the firm cannot resolve the complaint
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30
Q

Why do Clients complain?

A

Expression of disatisfaction

Need to communicate and find the motivation behind the complaint

Establish the root cause

May be able to provide resolution and prevent a more challenging dispute resolution

If the basis of the complaint is udnerstood, deciding on a course of action to reach a good outcome is easier to achieve

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31
Q

Why is important to address a complaint straight away?

A

Communicating and understanding a complaints motivation is a crucial part of resolution

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32
Q

Whats the two phases of complaint

A
  1. Consideration of the complaint by a senior member of the firm or the firm’s designated complaints handler and corrective action
  2. If the complaint cannot be resolved, referral to an independent third party with authority to award redress
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33
Q

What is a complaint

A

A statement that something is unsatisfactory or unacceptable, usually occurs when expectations have not been met

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34
Q

When should you bring a CHP to a client’s attention

A

It should be included in the Terms of Engagement

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35
Q

When would the RICS be involved in a complaint?

A

If the firm fails to respond to a complaint, or prevent the Client from gaining access to an independent redress mechanism

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36
Q

How do you calculate fees

A
  1. By assessing the amount and level of resources required over suitable time to carry out the service requested.
  2. They should be clear and detailed enough to show the Client what resources and rates have been allowed for so they can make a valued judgement when comparing competitive fee bids.
37
Q

What is the risk of going beyond your contracted scope?

A

Not covered by PI Insurance

38
Q

Why is it so important to manage stakeholders?

A
  • They can give an indication of how planning may react to the proposals.
  • They have an interest or investment in the project.
39
Q

What are key performance indicators?

A

A key performance indicator is a business metric used to evaluate factors that are crucial to the success of an organization.

40
Q

would you lower fees to get a job?

A

Price fixing should be avoided

No should bee fair and reflective sum of the resources required to complete the service.

Also tell client it was a fair fee for works.

Could reduce the services offered to lower fee.

Fee cutting is unethical and damaging to the industry.

41
Q

How do you keep the Client informed?

A

A process would be agreed from construction outset to agree the communication strategy. This could include;

  • Monthly progress reports.
  • Cost reports.
  • Meetings.
  • Correspondence.
  • New initiative methods - online dashboard etc
42
Q

What would you do if a client offered to pay you in advance for work yet to be done?

A

I could accept if there was a permissible reason to do so, however this money would be held in a client’s account, and any interest accrued would be payable to the Client.

43
Q

What is a letter of engagement?

A
  1. Always specific to the individual client
  2. vital tool for communicating info to your client at the outset of an engagement.
  3. define the terms and limitations of the engagement and get the client’s agreement to these.
  4. In the event of a dispute or complaint regarding insufficient information or an inadequate level of service, a letter of engagement can offer significant protection to you against legal claims.
44
Q

What are the terms/conditions of buiness

A
45
Q

Example of client Feedback obtained

A
46
Q

Example of Client Feedback

A
  1. imperial end of Staged milestone
  2. Questionnaire and interview
  3. Open Candid honest
  4. Useful perspective - what went well
  5. Progress - site/actual
  6. Improvement - handover transition
  7. Questionnaire cross check across firm similar projects
  8. Best pratice determined and rolled out
  9. Results fedback to the Client on areas improvement
47
Q

Example of Excellent Client Care

A

Whilst on MMP I received an informal complaint in regards to the level of detail and content provided in a Specialist MEMO.

To demonstrate i took their concerns seriously I swiftly actioned a face-to-face meeting the next day, to understand their motivation and to determine if the complaint is justified.

  • adequate, appropriate

To understand the motivation of the complaint, I organised a sit down with the receipent. the client was disatsisfied that motion mass modeling had not been completed for a conflict area of the design.

Prior to this, earlier on in the Stage our Specialist Team had illustrated a problematic area through providing dynamic modelling. The Client, had then expected the same assessment for this area.

  • complaint justified
  • refer back to the Team
  • not contracted in our scope of works
  • Team had previously ‘over scoped’ which allievated expectations
  • Referred Client to Contract - agreed to additional works under instruction - complete that following week
  • Separate conversation with the in-house team, on how we could have prevented the situation from occuring. Improve communication in-house

hanged in procedures or work practices following this incident? Reflect

48
Q
A
49
Q

Name some client care initiatives

A
  • Design and implementation of a client feedback process
  • Design and implementation of process for handling client complaints
  • Active involvement in a Customer Relationship Management system
  • Development of the client identification and client care elements of a business / marketing plan for part of the candidate’s organisatio
50
Q

What is the concept for identifying Clients?

A

consider both existing and potential new clients. It is important to address that client care for an existing client base is vital and requires active management. The process of identifying new potential clients in a particular market sector and how to attract them to your business

51
Q

How did you establish the Client Brief at the inception of Remedial works package?

A

This is fundamental at the early stage of any project.

My aim was to understand my client’s needs and objectives, so I could scope the project and identify the key success criteria.

This was particularly important as the client had little experience of such projects or understanding of the construction sector, so helping them develop their ideas and vision into an agreed document for the service was extremely useful: it helped them understand the project, and helped me to realise their aspirations.

In discussing the client’s needs and objectives with them, I focused on their vision, their preferences in terms of functionality and design, their budget and the likely programme.

These were developed into the client brief, which also took account of other aspects such as constraints; I discovered, for instance, that the house was listed and the client was unaware of the need for planning permission, listed building consent or Building Regulations compliance as these affected their programme. I confirmed the brief with the client, and it proved useful in guiding them through the process of designing and constructing their extension.

52
Q

How did you communicate with the client and ensure routes of communication were kept open?

A

I met with my client on a regular basis at least once a week to provide an update on progress. Face to face meetings were effective in building a good relationship and providing my client with progress , issues that arose and how these have been dealt with gave my client confidence in me.

I also communicated formally through monthly reports, weekly highlight reports, meeting minutes, emails and phone calls

53
Q

How did you adapt / improve your service to meet your clients needs?

A

I have had different clients on projects – those who like to be very engaged –weekly and more frequently meetings and want full visibility of what is happening.

I have also had clients who want monthly reports and more reporting by exception

I have adapted my style of management / reporting to both these different styles and forged good relationships with both clientsI took on the role of stakeholder management on one of my projects even though it was part of my clients role. I understood he had constraints on his time and offered to assist with this role and put in a fee proposal to cover this additional .5 day per week.

54
Q

How do you ensure you understand your clients objectives:

A

I ensure I understand my clients objectives by taking a full brief at the start of the project and then incorporating this information into the PEP and keeping this as live document throughout the project and ensure any changes in my clients objectives are captured.

55
Q

What is a client feedback form / use of this?

A

It is a questionnaire that is given to client after projects for them to answer questions on our service. Whether we delivered what we said we would, identifies areas which were good and areas where improvement was required

Includes:
Ability to assimiliate and understand client’s needs and identification of my client’s brief: anything we didn’t understand, did we listen?Understanding of the global requirements of the project: sensitive to other influences, understand the bigger picture
Delivery of what was promised : was proj undertaken as expected, consistently deliver?
Overall willingness to help, provide a prompt service and problem solve: prompt responses to calls , extra mile
Presentation of documentation: professional, format suitable, easily understandable?
Accuracy of information provided: inaccuracies, any changes required Demonstration of knowledge and capability: right skills mix, up-to-date on market issues?

Overall Professionalism: confidence in our ability to deliver, approach work in logical and assured way?
Our team work and proactivity within and outside the project: overall impression of the team, work well with other team members
Value for money?
Overall Satisfaction
Use us again
Additional comments
These are scored from 1-5 Unfufilled at 1 and Beyond expectations at 5

56
Q
A
57
Q

How do you etablish Client brief?

A
  1. Establish Statement of needs
  2. Strategic Brief
58
Q

How do establish the Statement of Needs?

A
  • Mission statement / background on the client / establish the economical, political situation / market position
  • Understanding of their rewards ie what they want out of the project – min / max return on the investment
  • Constraints, risks, key interfaces, stakeholders interests, specialist requirements, impact on business as usual.
  • Way forwad
  • Signed off by the client’s business and this would feed into the outline business plan.
59
Q

Whats in the Strategic brief

A

Strategic brief:

  • Check mission statement in statement of needs is the same, look at their recent history, carry out an options appraisal.
  • Establish time/cost/quality objectives, id stakeholders, function, scope, scale, constraints, risks, interfaces, statutory consents, corporate standards and KPIs!!! SIGN OFF
  • Out of the strategic brief I would then expect a preferred option to be identified to move into Stage C.
60
Q

How would you identify stakeholders?

A

Client
Project team
Designer especially
Look at other building users
Agent if for sale
Funder

61
Q

What do you check on Fee bids?

A

Scope of services
Appropriate resource base Risk to business
Make sure no conflict of interest

62
Q

What should Bids contain?

A
  • Executive summary
  • Clients main requirements: industry and specific
  • Key project issues to address
  • Key benefits
  • Terms and Conditions of business: Each will have standard terms of business (this will provide all the information to be entered into the Appointment Docs ie what collateral warranties we will want, what our CAP will be, terms of payment etc) Letter of Engagement
  • Schedule of services
  • Limitation on liabilities
  • Can also include:
  • CVs key personnel
  • Methodology of delivery
  • Commerical offer
63
Q

“If a Client asks you to reduce your fee to £x to win the job…. What do you say?”

A

I would look at what services we are currently offering, the team put forward for delivery and see if I can still meet the client requirements thorugh reducing the services, reducing number of personnel to reduce fee. I would then present this to my client.

64
Q

“What makes up a fee proposal?

A

A fee proposal is made up of:

Executive summary,

summary of clients requirements,

benefits brought by the approach I am suggesting, scope of services,

terms of engagement,

business t&cs,

limitations on liabilities.

Then if required I would also include CVs, methodology for delivery, programme

65
Q

“How did you manage fees on your project?

A

On the project I am working on at the minute we propsed a lump sum fee for carrying out the works based on a scope of services, T&Cs and terms of engagement. I am responsible for managing the lump sum fee. Each month I get the hours spent on the project by the different team members check what we are invoicing for and how this compares with the lump sum. I have put together a fee forecast based on thecurrent programme going forward. If it looks like we are overspending on the job- I look at why we are spending additional time on the project – working outside our scope of services, changes to client scope and then look to speak with client and submit and EWN / CE if required.

66
Q

What do you do if you present a fee proposal to a client and you are asked to reduce it?

A

I would re-iterate with my client their main requirements and check and check our scope of services. Can any of those be dealt with interally at Client’s org therefore allowing us to reduce fee bid. Or can we look at the personnel on the job ie someone more jnr capable of delivering to reduce fee.

67
Q

“What is pain – gain?”

A

Pain /gain is used on a target contract where a target for the suppliers costs is set. If the supplier then delivers their service for under the target cost then the client and the contractor share a pre-agreed percentage of monies saved. If the supplier delivers their service for above the target amount then the client and supplier share a pre-agreed percentage of the additional cost.

68
Q

What is the payment term?”

A

The payment term is how and when a supplier is to be paid

69
Q

conflict of interest example?

A

Chinese Wall

Another example of conflict of interest that I encountered was on a project where the design team had been novated over to the contractor however my client kept the same designers in the supervision role as well. I ensured that the person acting as the supervisor was from another part of the business from the design team and was acting with impartiality when inspecting the works.

70
Q
A
71
Q

In-house Complaints procedure?

A
  • Discuss with Project Direction
  • Confirm in writing
  • PD speak to the insurers/Group Legal if required

Pro-active and timely manner to bring about resolution

72
Q

When does the RICS note you must advise on the CHP to the Client?

A

Terms of Engagement

73
Q

What mut a complaint handling procedure for the RICS include?

A

Must contain a redress mechanism that is approved by the Regulator Board (New Rule for Firms)

74
Q

What happens if a Client is not happy with the Complaint outcome and it is escalted to the RICS?

A
  • Step 1: formal investigation by the RICS Head of Regulation
  • Step 2: Head of Regulation asks his officers to undertake the required investigations
  • Step 3: Head of Regulation then decides whether disciplinary action is required
  • Step 4: Serve fixed penalty notice on member – like a fine / Make a Consent Order – written document which specifies action which firms must take / or desist from taking within a certain time period and can also include a fine /additional training for the member / Action by the Disciplinary panel – for more serious breaches - a hearing in front of the panel.
75
Q

What is a Key Performance Indicator?

A
  • A measure of performance - if these are met the Client is successful in meeting the Client’s objectives
  • Define and evaluate the success of a project
  • Identified in the brief and devloped as project contines
  • Used as part of the aufiting stage to assess the success of the project.
76
Q

What were the KPI’s on your project?

A

No CEs for delay and completion of the June milestone Stge 4 date.

Refurbished space met the functional requirements of the Scientists.

BMS Testing and commissioning complete and handed over in 4 weeks.

77
Q

Stakeholder Involvement:

IDENTIFIED IN THE BRIEF / MANAGEMENT / SIGN OFF requirements

A
  • On a project I worked on there were dutyholders for the various client’s departments and their sign off was required at each gateway during the project.
  • Management of stakeholders improved on the first phase of works I managed I emailed information back and no response by 2 weeks = acceptance. At the end of the project I had a number of issues with things they were not happy with
  • On second Phase I held regular meetings – got queries / issues voiced and then responded. Sign off process ran smoothly at the end of the project.
78
Q

What constitutes a complaint

A

Any expression of dissatisfaction

79
Q

How should you deal with a complaint?

A

Rule 7 of the RICS Rules of Conduct for Firms requires firms to operate a Complaints Handling Procedure (CHP), which includes a redress mechanism approved by the Regulatory Board, and maintain a complaints log

80
Q

What does the RICS recommend firms include in a CHP?

A

Ensure the CHP has at least two stages

Timescales for responding

Ensure complaints are recorded in a complaints log

81
Q

What should be involved in the two stages of a CHP?

A
  • Consideration of the complaint by a senior member of the firm or the firm’s designated complaints handler
  • If the complaint cannot be resolved, referral to an independent third party with authority to award redres
82
Q

How quickly should a complaint be answered

A

Acknowledgement of the complaint within 7 days and a full response within 28 days

83
Q

Where should you record a complaint?

A

In a complaints log

84
Q

What should be involved in the two stages of a CHP?

A
  1. Consideration of the complaint by a senior member of the firm or the firm’s designated complaints handler
  2. If the complaint cannot be resolved, referral to an independent third party with authority to award redress
85
Q

How would your client know what your complaints handling procedure is?

A

The CHP should be brought to the client’s attention when the terms of engagment are being agreed (otherwise it should made available when a complaint is received)

86
Q

When should you tell your PI insurers about a complaint?

A

PI insurers must be informed as soon as possible of any complaint made through the CHP in order to ensure compliance with the terms of the policy

87
Q

Do the RICS need to get involved in complaints?

A

The RICS will only become involved if the firm fails to respond to a complaint or prevents the client from gaining access to an independent redress mechanism

88
Q

A client phones you up and says he is dissatisfied with your cost report. He is very unhappy about it and refuses to accept it. What action would you take?

A
  1. Communicate to understand the reason for the complaint
  2. Attempt to resolve the issue through negotiation
  3. Refer client to firm’s CHP if no resolution can be found
  4. Respond to the complaint in a timely manner
  5. Keep a log of the complaint
89
Q

What does the RICS recommend firms include in a CHP?

A
  • Ensure the CHP has at least two stages
  • Timescales for responding
  • Ensure complaints are recorded in a complaints log

EK (10 decks)

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