Client Care (submission) Flashcards
What are the principles of client care?
Ensuing communication is regular, open and transparent
CLIENT CARE - What is your firm’s complaints handling procedure? COMBINE WITH MY EXAMPLE AT SOME POINT
- Acknowledge receipt within 5 working days and provide a written response within a further 10 working days
- The complainant should confirm within 10 working days whether they wish to take the matter further
- If they do, then within 5 working days of such written notification, the person dealing with the complaint will write to the complainant informing them of what action has been, or will be taken
• If the complainant is still dissatisfied, it can be referred to Centre for Effective Dispute Resolution (CEDR) or the RICS Dispute Resolution Service (DRS)
If still not resolved then it can be referred to the Independent Dispute Resolution Scheme (IDRS) for arbitration
CLIENT CARE - How have you presented a positive image of the RICS in your work?
I apply the principles of the RICS to my daily work
I understand the RICS’s commitment to lifelong learning and provide professional and technical events which reflect positively on the RICS.
CLIENT CARE - When have you shown development in client confidence in yourself as a property professional?
I always present myself in a professional manner and undertake my work diligently, demonstrating my
knowledge of the sector and meeting the individual client’s needs. I have developed my confidence in
interviewing operators to discuss business performance, as mentioned in my critical analysis.
CLIENT CARE - What did you learn from attending ‘Dealing with Difficult Clients’?
Make something up based on revision of CHP guidance note (simple principles, that apply to below).
improved my understanding of the appropriate behaviours to adopt to better manage differences in client knowledge and expectations.
This webinar covered a range of APC soft skill competencies, Client Care and Communication and Negotiation for example, applying important concepts in these competencies to common problems in practice. Topics discussed included the behaviours of effective communication, understanding how to balance different stakeholders concerns, and how to prepare and think about negotiations.
From CHP GN, Part 8 (receiving a complaint):
- If initial contact is by phone or in person, listen carefully to what the customer has to say, and let them finish
- When contact is made by letter or email, read the content carefully to ensure a true understanding of the issues and to establish any areas of uncertainty, where clarification may be required
- Repeat back what you are hearing or reading, to show that you have listened and understood.
- Do not get defensive. The customer is not attacking you personally but has a problem that needs attention and resolution
- At an early stage apologise for the client’s need to complain; this is not to admit fault or liability, and you should be careful not to make any such admissions, but merely to establish a degree of empathy.
- Become a partner with the customer in solving the problem; establish what the complainant hopes to achieve.
CLIENT CARE - How do you consider that your team can add value?
Cross selling effectively – are their any services or areas of competence/advice that other members of the team can provide assistance with for a particular client i.e. talking to Gary about management costs in building I am valuing or whatever else.
EPCs
Purchase then management
CLIENT CARE - What is contained in RICS GN Complaints Handling 1st Ed (2016)?
- Primarily for residential surveyors and valuers on complaints handling.
- also likely to be of interest to surveyors within other sectors, e.g. commercial
- Basically covers how to approach a complaint, and how to avoid a dispute if possible:
o TOE drafting
o CHP reqs
o Understanding PII requirements
o Why complaints happen
o Receiving a complaint – initial actions/responses (approach), evaluating a complaint (questions to ask), initial response to claimant (how to draft, what to establish), additional investigations, escalation (redress provider), record keeping, learning from experience (how to do better next time) - Part 3: Value of TOE in reducing complaints:
o TOE help define the circumstance/context in which complaints may be made or managed – customer’s reasonable expectations should be set out.
o However as part of instruction process, you should have direct dialogue with client to discuss appropriateness of service/client’s ability to interpret info. provided by surveyor (as not part of TOE, but could lead to complaint).
o A misunderstanding at such an early stage may cause additional avoidable frustration for all parties - Part 4: CHPs – outlines all basic stuff already have, what should be in place.
- Part 5: Understanding requirements of your PII policy:
o PII brokers can play a crucial part in ensuring that complaints are managed in accordance with the firm’s current PII policy. Brokers are agents of the firm and should be used as such.
o Crucial that firm understand how PII provider requires complaints to be handled. - Part 6: Why do clients complain?
o Starting point: establish root cause of issue.
o Once understood, easier to achieve a good outcome.
o A complaint may not be a suggestion of a fundamental error in the work undertaken; it may just reflect a client’s lack of understanding of the advice or information provided.
Client Care - what do you discuss in phone call (valuation)? Why? / Give me an example of excellent client care? / How have you built trust with clients?
If report up to detail and format client requires.
If there is any areas of confusion in my report, and therefore how I could reformat or rewrite it to meet their needs.
If they flag any issues they see in my valuation analysis, which I can then investigate and provide feedback on the results of whether it changes my opinion, and why/why does not.
When working on an instruction with a new client, I phone to introduce myself and am in regular
communication to advise on progress with the instruction. I also aim to build trust based on the work I
undertake and have, on two particular occasions, had further instructions for both the specialist markets and
valuation departments from the same client following successful completion of my instruction.
Client Care - Why were market conditions challenging (Gateshead office marketing)?
COVID + poor office market prior.
Client Care - What was the consequence of ceasing marketing for office in Gateshead, and how did this develop client care?
Only able to receive abortive fee – any disbursements + minimum £250 + VAT, reflective to the work undertaken by that point, up to X fee (varies), which was less than if let premises.
Decided that although possible a letting could take place, market conditions suggested would not take place. After a number of discussions with the client explaining progress, I decided it was in the client’s best interests to proceed with the residential redevelopment contemplated, and advised the client on the reasons to do so.
I have developed trust and rapport with this client, and anticipate further work as a result.
