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Alice’s APC > Client Care > Flashcards

Client Care Flashcards

1
Q

What is client care?

A

Process of identifying all clients + behaviours appropriate to establishing good relationships, along with systems + procedures for managing the client care process

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2
Q

How does client care relate to the RICS Rules of Conduct?

A

Rule 3 states that members + firms must provide good quality + diligent service

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3
Q

Why is good client care important? / Why is it important to build relationships?

A
  • To retain existing clients
  • To earn trust
  • Reduce likelihood of conflict
  • Good reputation
  • Secure repeat business + gain new clients
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4
Q

How can you provide good client care?

A
  • Communicate clearly
  • Seek feedback
  • Develop long-term business relationships
  • Ensure regular contact + update on instructions
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5
Q

What does good client care require?

A
  • A clear understanding of client’s objectives
  • Clear, concise communication
  • Complaints Handling Procedure
  • Professional Indemnity Insurance
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6
Q

Give an example of when you have provided a good standard of client care

A

I kept my client informed + issued regular email updates on maintenance works and decorations to a property

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7
Q

How do you deal with positive client feedback?

A

Share positive feedback with team

Reflect on actions + if it would work for others

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8
Q

How do you build trust with your clients?

A

Always honest + transparent with my clients

Act within my level of competence

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9
Q

Who are your clients?

A

An individual or firm to who you or your firm provide service to

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10
Q

How do you identify your clients?

A

A client is someone who I owe a duty of care

This always includes the client, my manager + my colleagues

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11
Q

Why is it important to identify and know your client?

A

Tailor service to different levels of knowledge + expertise

Cross-sell between teams/departments

New business generation

Understand their business objectives + strategies

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12
Q

How can you seek client feedback?

A

Project reviews

Satisfaction surveys

Meeting informally

Discussion groups

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13
Q

How can you act upon feedback from a client?

A

Active listening

Ask clarifying questions + ensure feedback is fully understood

Develop plan to address feedback – may involve making changes to services

Communicate changes to client + ask for further feedback to ensure they are satisfied + identify any further improvements

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14
Q

How do you onboard a client?

A

Conduct a COI check

Issue a new client form

Issue terms of business + fees

Understand their objectives + set expectations

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15
Q

Describe how you would liaise with a client

A

Establish regular + transparent communication

Issue them with regular updates on progress, any issues + next steps

Listen to them + pay close attention to their concerns + feedback

Always maintain a professional relationship + be respectful + responsive to their needs

After completing a task, would follow up to ensure that they are satisfied + to address any remaining concerns

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16
Q

How do you manage client relationships?

A

Establish regular + transparent communication

Issue them with regular updates on progress, any issues + next steps

Listen to them + pay close attention to their concerns + feedback

Always maintain a professional relationship + be respectful + responsive to their needs

After completing a task, would follow up to ensure that they are satisfied + to address any remaining concerns

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17
Q

What would you do if a discussion with a client was becoming heated?

A

Stay calm + avoid aggressive behaviour

If not getting anywhere, suggest that issue is picked up another day when have had a chance to reflect on discussion

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18
Q

How do you establish your clients’ objectives?

A

Refer to their instruction letter + confirm within terms of engagement

KPIs

Communicate with client

Pre-start meetings

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19
Q

How do you identify stakeholders?

A

Identify those who are directly + indirectly affected by a project

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20
Q

Who are stakeholders?

A

Anyone who is affected or is perceived to be affected by a project

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21
Q

How do you establish stakeholders’ status within a project?

A

Identify all stakeholders involved or affected by a project

Determine how much interest + influence each stakeholder has

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22
Q

Tell me about the different stakeholders you have come across in your role

A

Client, tenants, contractors, managers, employees

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23
Q

Tell me about how you have tailored your client care to one of these stakeholders

A

Clients – provide regular updates + meet requirements

Managers – align work with company’s goals + provide regular reports to keep informed + confident in performance

Employees – support team to create a positive + productive work environment

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24
Q

Tell me about your duty of care towards your clients

A

I have a duty of care to act within my competence + communicate effectively with my clients

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25
Q

When dealing with a typical negotiating instruction, who is your general duty of care towards?

A

Your client (unless acting as an expert witness with duty to court)

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26
Q

How would you deal with an unrealistic client deadline?

A

Advise that the deadline would potentially limit the quality of the service + would request an extension

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27
Q

How would you deal with unrealistic client expectations?

A

Review scope of services + explain my appointment is in accordance with this

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28
Q

Why is it important to you to set objectives?

A

So I can manage my workload, meet client’s requirements + stick to deadlines

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29
Q

What is a complaint?

A

An expression of dissatisfaction

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30
Q

What are some causes of a complaint?

A

Unmet expectations regarding timing, scope of work or misunderstandings

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31
Q

How can you avoid complaints?

A

Seek feedback + ensure effective communication

Have clear + well-worded terms of engagement to set expectations

Do what you say you will

Avoid misunderstandings

Act on client feedback to improve service provision

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32
Q

What is a Complaints Handling Procedure?

A

System of dealing with formal complaints against a company/person

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33
Q

What must a firm do in relation to CHP?

A
  • Operate a written CHP
  • Maintain complaints log
  • Train + make CHP available to staff
  • Have an RICS approved RICS mechanism
  • Agree CHP with Professional Indemnity Insurance (PII) provider
  • Provide CHP if a complaint is received
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34
Q

What makes an effective CHP?

A

Should be fit for purpose – reflect size + structure of business

Should be available to all staff + understood by all staff

Should be regularly reviewed at senior level

Should be agreed with PII provider

Should provide details of access to independent redress if firm cannot resolve complaint

35
Q

What should be included in your organisation’s CHP?

A

Information about person at firm appointed to deal with complaints

A request that all complaints are made in writing

Stages of CHP

Timescale for considering the complaint within the firm

36
Q

What RICS guidance is available on complaints?

A

RICS Professional Standard ‘Complaints handling’, 2016 (reissued in 2023, previously published as a guidance note)

37
Q

How does complaints handling relate to the RICS Rules of Conduct?

A

Appendix A – firms must publish a complaints-handling procedure, which includes an alternative dispute resolution provider approved by RICS, + maintain a complaints log

38
Q

Tell me about the RICS Professional Standard on Complaints Handling?

A

Firms must publish a CHP, which includes an ADR provider approved by RICS

Firms must maintain a complaints log

Firm must notify PII insurer as soon as possible if there is a complaint as this could lead to a claim for negligence

39
Q

What is your firm’s complaints handling procedure?

A

Complaints need to be submitted in writing (detail relevant office, type of service, where firm has failed to meet expected standards, proposed solution)

Send complaint to complaints email address or post to Newbury office

Complaint will be acknowledged within 3 working days

Complaint will be investigated + responded to within 15 working days of acknowledgement

If still not satisfied, can contact again + will be responded to within 15 working days to provide a final response

If still not satisfied when received final response, can choose to take complaint to an independent redress provider (Property Ombudsman, Centre for Effective Dispute Resolution, RICS Dispute Resolution Service)

40
Q

What is your companies redress mechanism?

A

Different providers available + which firm recommends depending on who you are + type of service

The Property Ombudsman (TPOS) (considers complaints including residential sales, lettings + property management)

Centre for Effective Dispute Resolution (CEDR) (recommend services for complaints relating to valuations, building surveys, land measurement + project management)

RICS Dispute Resolution Service (DRS) (provides services to resolve disputes in land, property + construction)

41
Q

How would you refer a Client to your Complaints Handling Procedure?

A

It should be recorded in the terms of business or terms of engagement

42
Q

How would you deal with a complaint?

A

Ask for complaint to be made in writing

Issue details of CHP to complainant

Collaborate with complaints team to come up with a solution – they will provide a response

Record details of complaint in complaints log

43
Q

Give me an example of when you have dealt with a complaint

A

I have personally not dealt with a formal complaint from start to finish however I have received complaints from tenants + had some involvement

E.g. tenant filed a formal complaint regarding building works (lack of communication regarding access from contractors)

Asked tenant to detail complaint in writing + send to complaints team

Complaints team dealt with complaint + offered tenant compensation

44
Q

When would your insurer need to know if a complaint was made against your firm?

A

Depends on agreement with insurer but usually when complaints handling process is triggered

45
Q

If a complainant is unhappy with how the complaint has been dealt with in-house, what should be done?

A

Use an independent redress scheme chosen by firm

E.g. Centre for Effective Dispute Resolution, Property Redress Scheme or RICS Dispute Resolution Service

46
Q

When will the RICS become involved with a complaint?

A

If a member fails to respond to complainant or prevents party from gaining access to an independent redress mechanism

47
Q

When will the RICS undertake an investigation?

A

RICS will consider whether there is sufficient information to suggest that Regulated Member may have breached the Bye-Laws, Rules of Conduct + professional standards

Will only investigate serious concerns – addressed on a case-by-case basis

48
Q

What will the RICS investigate in a complaint?

A

Whether the Regulated Member has breached or is breaching the Bye-Laws, Rules of Conduct + professional standards

49
Q

Is there any RICS guidance surrounding investigating concerns about a RICS Member or Regulated Firm?

A

RICS Regulation – Investigating + managing concerns, 2022

Aims to help ‘Regulated Members’ (members + regulated firms) + anyone else who reports concerns to understand which types of concerns or allegations RICS is likely to investigate

50
Q

Is there any RICS guidance surrounding investigating concerns about a RICS Member or Regulated Firm for valuations?

A

RICS Regulation – Appendix A Concerns about Valuations, 2024

Provides detail about when RICS will consider concerns about valuations

51
Q

Who will investigate a complaint if it meets the threshold under the RICS Regulations?

A

RICS Investigation Team

52
Q

Is there any guidance on how the RICS make a decision in a complaint?

A

Yes – RICS Regulation – Regulatory decision-making guidance, 2022

Provides guidance on how the RICS Regulation determines what disciplinary action, if any, is required

53
Q

Does the RICS have the power to give compensation to persons raising concerns?

A

No

54
Q

Can a decision in a RICS investigation be appealed?

A

No - there is an appeal process

55
Q

What is classed a serious concern?

A

Addressed on a case-by-case basis

E.g. acting dishonestly or deliberate acts that puts public interest at risk

56
Q

What are the possible outcomes arising from an investigation from the RICS?

A

Most cases are closed without a disciplinary outcome (not serious/not in the public interest to take disciplinary action)

Can provide advice to Regulated Members to improve the way in which they work + keep record of concerns for future consideration

Can undertake disciplinary action (may include a Regulatory Compliance Order or decision taken by Disciplinary Panel made up of members from Regulatory Tribunal which can include expulsion of Regulated Member or deregistration of a firm)

57
Q

What should a sole practitioner do differently with regards to their complaints handling procedure?

A

Must nominate a surveyor in another firm to act as their complaints handling officer

58
Q

What are the two types of ADR mechanisms approved by RICS?

A

Consumer redress (between RICS member/firm + a consumer)

Business to business redress (between RICS member/firm + commercial clients)

59
Q

Give examples of consumer redress ADR mechanisms

A

CEDR

The Property Ombudsman

The Property Redress Scheme

Financial Ombudsman Service

60
Q

Give examples of business-to-business redress ADR mechanisms?

A

Arbitration Procedure for Surveying Disputes

CEDR Solve

RICS DRS

61
Q

What would you do if the internal redress you have provided to the client for a complaint is rejected?

A

I would refer them to a third-party redress system, usually run by an Ombudsman

62
Q

What is Ombudsman?

A

An official who is appointed to investigate individual’s complaints against a company or organisation

63
Q

What are KPIs?

A

Key Performance Indicator

Type of measure to make it clear what is expected for good performance or success on a project

Should be reviewed regularly

64
Q

Give me some examples of KPIs

A

Meeting deadlines

Reporting within given timeframes

65
Q

Why would you use a KPI?

A

To measure performance or success on a project

To help manage work deadlines or clients’ expectations

66
Q

What KPIs might you agree with a client to monitor performance?

A

Agree to provide weekly updates on a project

67
Q

How are KPIs used?

A

Goal measurement

Providing information + feedback

Education

Consistency

68
Q

What KPIs do you have with your client?

A

Inspect residential properties every 12 months, except in first year when inspection should also be undertaken in first 6 months

Acknowledge all complaints within 3 working days + provide full written response within 20 working days

Complete yearly rent reviews for residential properties, a minimum of 2 months in advance of the yearly review date

Respond to + undertake any repairs under £2000 – 100% response to be provided within 48 hours, 90% completion due within 5 working days

69
Q

How would you set fees?

A

I personally don’t set any fees

However, I would set these in line with other local RICS surveying firms with consideration to scope, time + resources required for a job

70
Q

What insurance requirements are you aware of (both legal + RICS)?

A

Public liability insurance

Employee liability insurance

PI insurance

Building insurance

71
Q

Why do you need PI insurance?

A

Ensures protection from financial losses from any claims

Protects members of firm against consequences of liability to pay damages

Ensures firm’s clients do not suffer financial loss which firm cannot meet

71
Q

If you were going to set up a business + operate as a Chartered Surveyor, what insurance would you need to put in place?

A

Professional Indemnity Insurance

72
Q

What is PI insurance?

A

Form of insurance that covers for claims against professional negligence

73
Q

How would you choose your PI provider?

A

RICS publishes a list of approved providers

74
Q

How have you defined your scope of services within the limits of your competence and PI insurance?

A

Know the limit of your PII (minimum of £5 million + maximum of £50 million)

Ensure that the value of the property + fee quote sits within this

Scope of work – ensure I am competent to undertake this work given my experience to date

75
Q

What are PII requirements?

A

£100,000 or less financial turnover in preceding year – minimum limit of indemnity £250,000

£100,001 - £200,000 financial turnover in preceding year – minimum limit of indemnity £500,000

£200,001 + above financial turnover in preceding year – minimum limit of indemnity £1,000,000

76
Q

What is your firm’s PII cover

A

Minimum limit of indemnity of £5 million + maximum of £50 million

More than RICS – work is high risk

77
Q

Other than professional indemnity insurance, what other insurance would you need to have if you had your own premises?

A

Employers Liability Insurance

Third party Liability Insurance

78
Q

What does Employers Liability Insurance cover?

A

Covers employers for compensation claims against you by employers for accidents or illness that occur during their work

79
Q

What does Third Party Liability Insurance cover?

A

Covers you against actions of a third party

80
Q

What is a liability cap?

A

Contractual agreement limiting damages to manage risk in survey + valuation work (generally below PII Limit)

81
Q

What must a liability cap be?

A

Reasonable + appropriate to comply with Consumer Rights Act 2015

82
Q

What is the RICS’ role in CHP?

A

They can consider a complaint about service or professionalism

Alice’s APC (22 decks)

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