Client Care Flashcards
What is client care?
- Looking after the clients’ best interests and providing an appropriate level of service that satisfies the client’s needs and achieves value for money.
Client care can be achieved through the following: - Professionalism
- Competence
- Punctuality
- Trust
- Reliability
- Presentation
- Regular communication
- Review of services provided and standard
- KPIs to monitor client satisfaction
- Client performance feedback
Can you give an example of when you delivered good client care?
- When preparing cost plans for projects I always ensure to follow the new rules for measurement (NRM1) as it is good practice by competent and conscientious practitioners in the industry.
- When attending meetings I endeavour to arrive on time so as to not interrupt others upon my late arrival.
- I keep regular communication to reassure the client their query has been acknowledged and is been looked into as well as being able to respond in a timely manner.
- If a client is unsure of a report or other document I have issued to them, I do not hesitate to contact them directly either by phone to discuss or arrange a meeting in-person to go through it with them.
- If I am unable to fulfil a client’s request due to the nature of the works falling outside of my area of competence, I inform the client at the earliest opportunity so as to not misguide them.
Why is client care important for surveying firms?
- Majority of work is developed through repeat business from existing clients.
- This not only helps the client to achieve their requirements but also for the company to encourage repeat business where possible.
- If a clients’ satisfaction is maintained/achieved, positive testimonials can be achieved which can subsequently lead to recommendations via word of mouth
- On the other hand, dissatisfied clients can be very damaging for a firms reputation as both negative feedback and experience can spread quickly.
- Excellent client care can also reduce the chances of claims of negligence to arise.
How would you identify the needs of a client?
Each client & project is different & their needs must be assessed on their own merit. There are a number of ways this can be done such as:
- Holding a client account planning session
- Holding discussions around key deliverables & scope of services required
- Review any past client feedback and identify areas for improvement
- Hold a lessons learnt workshop to go over any complaints and/or mistakes
- Identify best practice methods of working
What is a client brief?
- It is a document which provides a firm foundation for the initiation of the project.
- It sets the objectives and functional and operational requirements of the finished project/asset.
- It should be detailed enough for the project team to interpret the Client’s needs and execute their vision.
- It is also serves as a key reference for the project team should they need to refer back to the brief at key milestones to ensure they’re on track.
What is included in a client brief?
- Project definition.
- Time.
- Cost.
- Quality.
- Statement defining what the end product needs to achieve.
- Criteria in the form of Key Performance Indicators (KPI’s).
- Strategic brief identifying the client’s goals and objectives of the project.
Can you explain to me your firm’s Complaints Handling Procedure (CHP)?
Alban LLP CHP process:
- Approach key client contact within company and notify them.
- If complaint initially received orally, then, this should be followed with a written complaint to the key contact (complaints handler) of the firm.
- Written complaint acknowledged within 2 days.
- Remedy the complaint within 5 days through corrective action.
- Contact key client contact to refer the matter to one of the Directors of the firm who will aim to review/conclude within 28 days.
- Resolve promptly through negotiations or agree to enter into mediation through CEDR (Centre for Dispute Resolution) or mediation process operated by RICS.
- If still not resolved then refer to the Surveyors and Valuers Arbitration Scheme operated by the CIArb.
How did you go about establishing reporting regimes with the Client on Ashman Bank and why was this important?
- I contacted the Client’s accounts team and discussed matters regarding payments and when these are conducted each month.
- I passed this information onto the Contractor so progress meetings and valuations could be conducted before this period.
- Following issue of the valuation paperwork, I would subsequently issue my monthly cost report to inform the client of matters in the reporting period.
- The purpose of this was to ensure the Contractor was remunerated on time and thereby not compromising their cashflow and ability to pay-off their suppliers and sub-contractors.
On GMV 401 & 403, what query did the Client have on the tender report you issued and how did you address this?
The Client queried why hadn’t I prepared a separate tender report following the re-tender of the project and what I had changed.
Whilst discussing with the Client I requested they load the tender report alongside whilst I was on the phone to them.
I then mentioned, as we did not re-tender the project and we only issued a further post-tender addendum, there was no need to prepare a separate tender report as I saw this as a continuation of the same tender.
How did you interpret the Client’s objectives on 91-113 Powis Street?
Through the Architect’s viability study there was a study to provide options for the potential development of the site. These included:
- Better use of residential above the ground floor retail
- Maximise potential of one bedroom dwellings
- Restore the street scene (facade retention)
- More effective use of space
- More flexible retail space for leasing options
As a result, three options were proposed for the development of the site:
- Refurbishment of existing (low intervention)
- Part refurbishment and part new build (medium intervention)
- Facade retention with extensive newbuild (High intervention)
Please provide an example of client care & empathy skills?
- Prioritise each client’s needs accordingly.
- Make the client feel as though their project is the only commission that I am working on.
- Through organisation and communication, I endeavour to meet client deliverables in advance of agreed deadlines to the highest standard.
When should you decline an instruction for new work from a client?
- If there is a conflict of interest.
- If the appointment is not in the best interest of the client.
- The firm not being able to resource the project/job adequately.
- If the project is beyond my competence.
- If the work is unlawful.
Who are the following:
- Current RICS President
- Current President Elect
- Current Senior Vice President
- Chair of the Management Board?
- Current RICS President - Tina Paillet
- Current President Elect - Justin Sullivan
- Current Senior Vice President - Nicholas Maclean
- Current Chair of the Management Board - Martin Samworth
What do you need to consider when preparing a fee bid?
- Finding out the client’s requirements and identifying if the firm is able to deliver this service.
- Identify if it is suitable for the business to consider despite the risks involved.
- Depending on the business it may involve sign-offs prior to submitting to the client.
What makes up a fee bid proposal?
- Executive summary including reference to scope and solution.
- Identify client’s needs & key deliverables.
- Identify and analyse project issues.
- Communication of key benefits for the client.
- References to relevant experience.
- Conditions of engagement.
- Methodology.
- Organogram.
- Proposed fees.
- Supporting CVs.
- Project programme.
- Identification of sub-consultants.
- List of QA procedures.
