Chapter 8 Flashcards

Keeping records & managing workloads

1
Q

Why is keeping records of communications important?

A
  • So that anyone who was not part of the conversation can know what took place, understand what information was exchanged and what actions were agreed.

When kept accurate, the customer receives excellent customer service through:
* a seamless/ efficient process as staff are kept up to date
* their needs being met as all information is being accurately recorded

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2
Q

What constitutes a record?

A
  • Emails, letters or faxes
  • A recorded phone call
  • A file note following a conversation that was face to face or over the phone (this can be paper or on the computer)
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3
Q

How should emails/ letters/ faxes be filed?

A

Copies should be kept on file as provides a true reflection of the exchange of written communication. When this is done electronically, this should be linked to the relevant file.

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4
Q

How should conversations either face to face or by phone be filed?

A

A note should be added to the file detailing accuratley the conversation that took place. Whilst calls are recorded, they should only be listened to to understand exactly what was said and therefore notes should be used first to prevent any delays for the customer.

In some cases, an internal process may not require a detailed note to accompany the task as it is basic and may only require a comment instead - e.g. creating a quote.

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5
Q

What are the challanges of making notes of phone calls/ face to face communications?

A

Time or operational pressures may not allow for a detailed note to be created and it can be difficult for two peoples version of a conversation to be consistent.

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6
Q

How are formal meetings filed?

A

The level of recording for the content of meetings will vary depending on the systems and processes of the organisation. This could be minutes or a standardised form completed in the meeting.

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7
Q

What details should be captured in a record of a conversation?

A
  • Date
  • Organisations reference - such as policy or claim number
  • Customer’s reference
  • Name of the other party
  • Policy holder name
  • Summary of key points - reason for call, action taken, information obtained, agreed outcome and next steps
  • Signed and dated
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8
Q

What are some examples of when a set template is used to record a conversation?

A
  • Demands and needs statements
  • Proposal forms
  • Claim forms
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9
Q

What are the benefits are keeping accurate records?

The presence or absence of an accurate record will have an impact on what?

6

A
  • Customer service
  • Positive customer outcomes
  • Efficiency of the organisation
  • Fulfilment of legal and regulatory obligations
  • Organisations finanical position
  • Resolution of complaints
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10
Q

How is customer service improved by keeping accurate records?

A
  • Seamless orcess from the customers perspective
  • Staff take ownership and accountability as their steps are traced
  • An orgnaisations obligations to keep audit trails are met and;
  • must ensure customer needs are analysed and detailed
  • provide customers with clear information and keep them appropriatley informed
  • make sure where advice is provided that it is suitable and accounts for the customer’s circumstances
  • Complaints handeling is improved as is easier to determine the timeline of events from clear notes.
    -FCA requires that all correspondence and file notes relating to a complaint must be kept for a minimum of 3 years
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11
Q

How long does the FCA say that files in relation to a complaint must be ketp for?

A

3 years

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12
Q

What are the concequences of not keeping accurate records?

A
  • Impaired processes it will take longer for the customer consultant to assimilate the information and the quality of information may be low quality or incorrect.
  • Complaints as a result of:
    -incorrect products being sold as not all of the customers needs were recorded
    -breaches in good faith where information supplied by a customer is not recorded and so is not passed on to the underwriters
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13
Q

What are 3 concequences that an organisation may face is customers information is not kept confidential?

A
  • Disciplinary action and fines due to breaches of law and regulations
  • Damage to reputation
  • Reduced new business and customer loyalty
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14
Q

What does the data protection legislation give individuals regarding their information?

A

Protection under the law if an organisation loses, discloses without authorisation or retains inaccurate information about them.
i.e the organisation must protect the confidentiality of the information they have about any individual.

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15
Q

What are the concequences of not maintaining client confidentiality?

A

Financial
-time taken to investigate the initial loss and the staffs time in doing so
-time and legal costs of dealing with prosecution
-costs of business lost or not gained as a result of a case

Brand and repuation
-prosectutions may be widely reported in the press and customers lose trust in an organisation, tarnishing the brand

New business and customer retention
-damage to a brand will affect its ability to attract new customers and retain the ones it has as customers will have less confidence in the products and services offered, meaning they will take their business elsehwere.

Fair treatment of customers
-FCA (ICOBS rule of the customers best interest): ‘ a firm must act honestly, fairly and professionally in accordance with the best interests of its customer’

Business confidentiality
-when dealing with customers (particularly commercial ones) you may learn information about their business that you would otherwise not know, this infomration should be treated the same way as data about an individual

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16
Q

How could the management of workload and personal time of a consultant impact customer outcomes?

A

If the workload is more than they can (or feel they can) work with then it will be harder to deliver excellent customer service because they physically have less time or because stress and anxiety levels are increased which leads to errors.

17
Q

What factors may vary between the different types of orgnaisations?

Which may alter personal workload and time availability

A
  • The employee portfolio (number of employees and age range)
  • Management structures (flat or hierarchical)
  • The client portfolio (size and geographical spread, local or international)
  • How it delivers its services (i.e phone based or face to face)
  • The culture (beliefs and values)
18
Q

What challanges may personal workload and availability face with differing places of work?

E.g working from home

A
  • Managing child care at the same time
  • More than one person may work from home which places pressure on space and internet use
  • Quality of internet connection
  • Availability of suitable work spaces and equipment
  • Lack of opportunity for team working and companionship
  • Fewer opportunitues to share knowledge in an informal way
19
Q

What are some advantages of working from home?

A
  • Flexibility of working hours to fit around other commitments
  • More free time due to no commute
  • Cost savings from no commute or food and drink
  • Improved productivity due to reduced interruptions
20
Q

What day to day factors may have an impact on the personal workload of staff?

10

A
  • Telephone calls
    Timing and frequency of incoling calls cannot be controlled and can therefore interrupt and add to workloads.
  • Emails
    Whilst these can be quick, simple, flexible and reach large variations of audiences, there is a sense of urgency to reply. The cc and reply all facilities are often misused and cause unnecessary traffics of work. They can also be misinterpreted and therefore cause duplicated work as it is later corrected.
  • Information technology (it) systems
    1) Do the systems in place make work easier or more complicated? - when merging legacy systems, multiple systems may be used at once which do not work together making the task longer to complete with some duplicates.
    2) Does the system perform efficiently? if not then IT issues take time to resolve or issues may be incorrectly flagged.

An IT system failure can also have impacts as a system not working can reduce the quality of a call, cause lost opportunities as customers may go elsehwere while waiting for your call back or cause call lengths to be longer and create frustration

  • Nature of the work
    High complexity low quantity such as £1million claims or low complexity high quanitity like taking out travel insurance quotes
  • Seaonal variations
    Some businesses may have certain quarters that are busier, natural disasters can impact claims too.
  • Colleague absences
    When on annual leave, sick, training, in meetings or unfilled vacancies, whether it is a planned absence or not, workloads increase for those remaining and these tasks may take longer to complete if they are not familiar with them.
  • General distractions
    Such as noise levels from phone calls, background noise from printers or tea/coffee runs with general chit chat
  • Personal issues
    Such as bereavement, moving house or a heavy social life
  • Workforce engagement
    Organisations use different models to calculate the number of staff needed if hthey are to delivery the service levels linked to their strategy, however, unplanned absences may not be accommodated for in these.
  • Workflow management
    Systems may dictate which member of staff recieves the next piece of work and restricts the amount of flexibility that the member has in respect to their own time
21
Q

What are some techniques for managing work load and time?

A
  • Time management
    -Procrastination
    -Prioritisation
    -Self control and discipline
  • Dealing with challanges
    -Phone calls
    -Emails
    -IT systems
    -Training and development
    -Seasonal variations
    -General distractions
  • Effective personal management
    -The 7 habits
22
Q

How can you review and manage your time managment/ personal effectiveness?

A

Create a time log to see how we currently spend our time and categorise certain types of activities to sum the time spent on them.
We can then look for ways of improving the management of our time by:

  • Social interaction and housekeeping
  • Checking emails (at set times rather than picking up immediatley as causes interruptions)
23
Q

How can procrastination affect our time management?

A

Wastes time and is psycologically draining. A delay can result in a complaint or when an urgent answer is needed we are then caught unprepared.

24
Q

What are the benefits of making in list when prioritising our time management?

Or listing top 5 to dos

A
  • Clears your mind and allows you to focus on what needs to be done
  • Breaks the day down into manageable chunks
  • Helps you focus on what you need to achieve by the end of the day
  • Helps prioritise and identify opportunities to save time by grouping similar tasks together as could be done at the same time
  • Feel a sense of achievement when something is crossed off
  • Allows you to manage tasks to fit around your time and energy levels
  • Ensures importants tasks arent forgotten
25
Q

How could telephone calls be managed when challanging our time management?

A

Outgoing calls can be made at a time that suits us best time and energy wise as we can control when they are done.

Incoming calls (in an environment where calls are not the main workload) can be sent to voicemail if done so appropriatley e.g for one hour while prioritising a certain task. This is not avoiding the customer but rather preparing to help them when it is best to.

26
Q

How could emails be managed when challanging our time management?

A

Set certain times to review inbox such as in the morning, after lunch and for an hour before going home. Time between can be interrupting so turn the alert tone off to avoid temptation of checking.

27
Q

How could IT systems be managed when challanging our time management?

A

Whilst staff have little control over the system and its efficiency, internal escalation processes can be used to highlight specific issues and provide feedback for ongoing development and past here, there is no control so energy should be directed onto how best to use the system that is in place, perhaps with additional training.

28
Q

How could training be managed when challanging our time management?

A

If someone does not have the skills or knowledge to fulfil their role or certain aspects of it, the performance will not be very effective. This should be raised with a line manager

29
Q

How could seasonal variations be managed when challanging our time management?

A

Key quarter dates can be planned for 3 months in advance before the busy period starts by considering:
* Anticipated volume of work (and the review of how much extra work is anticipated)
* Nature of the work
* Skills required
* What work could be done in advance (and to bring any other work as up to date as possible)
* Planned holidays and training (and planning ahead for these to be avoided in that time period)

30
Q

How could general distractions be managed when challanging our time management?

A
  • Things inside our control such as involvement in general conversations will require self discipline and control to change behaviours and habits
  • Things outside of our control such as noisy environment or similar should involve a conversation with the line manager to seek alternatives if reasonable to do so
31
Q

What are Stephen Covey’s 7 habits?

A

1) Be proactive
Effective people spend their time on things that they are most able to influence, are proactive and willing to take initiative rather than wastine time and energy on what they cant control

2) Start with an end in mind
Wanting a team to be self sufficient wont happen if they are being micro managed as they wont have the opportunity to learn and develop

3) Put first things first
Effective people know where they should spend their time. Covey created the Urgent/ important matrix outlined in another flash card Most time should be spent in Q2 when reaslistically too much time is spent in Q1 or Q3 which is reactive rather than proactive or non-productive.

4) Think win/win
Try to look at options which will benefit everyone, this is a frame of mind that suggests that one persons success dfoes not need to be achieved at the expense of others

5) Seek first to understand then to be understood
Avoid rushing into things and take time to fully understand the position, this helps develop more effective solutions and build more empathy for effectie relationships as people feel more understood and valued.

6) Synergise
Suggests that the value of the whole is greater than the sum of its parts. Value differences and encourage people to op-operate and share

7) Sharpen the saw
This refers to the need to persevere, renew and enhance our own abilities. Covey looks as this in terms of a balance between our physical, spiritual, mental and social/ emotional states. This brings together the previous 6 habits to ensure a more balanced work-life and overall sense of purpose.

32
Q

Outline Stephen Covey’s urgent/important matrix

How much time should we spend in each quadrant?

A

Split into 4 Quadrants:

1) Do now: 20-25%
-Pressing problems
-Demands from customers or managers
-Problem resolution
-Meetings, appointments
These tasks are priority and are ordered reletive to their urgancy

2) Plan and do: 65-80%
-Anticipation and prevention
-Planning, preparation and scheduling
These tasks are critical to success, planing and deciding directions/ aims.

3) Reject diplomatically: 10-15%
-Interruptions
-Mails and calls
-Popular activities
-Trivial requests from others
reject these tasks wherever possible and avoid these takss sensitivley

4) Cease and resist: less than 1%
-Comfort activies
-Net surfing
-Excessive coffee breaks
-Pleasant activities
These are not true tasks, are not productive and de-motivational. Minimise altogether and plan to avoid.