Conference Agenda:
Strategic Complaint Management - Introduction
Strategic Complaint Management Day 1
Strategic Complaint Management Day 2
Strategic Complaint Management Day 3 - Workshops
9:00-9:45 - RESOLVING COMPLAINTS WITH WORKFLOW TECHNOLOGY
Cindy Dawe, Manager, Office of the President, 407 Express Toll Route (Greater Toronto Area), and Joe Gerard, Vice-President, Sales & Marketing, Customer Expressions
The 407 ETR is the largest single-contract infrastructure project ever undertaken in Canada, and has seen nearly 531 million trips since 1997 - each of them by a paying customer. Learn how the 407 employs new Web-based workflow technology to manage customer complaints across the organization, and discover how their successful model can be applied to your organization to help your team manage even a large complaint volume.
- Workflow complaint management technology in action
- Breaking down complaints and other feedback for tracking and analysis
- Complaints at 407ETR before and after: direct benefits of the new system
- Creating customer-centric complaint resolution processes
9:45-10:30 - MANAGING COMPLAINTS IN A VIRTUAL CALL CENTRE SETTING
Don Radford, Coordinator, Customer Service Call Centre, Ontario Rental Housing Tribunal, Ministry of Municipal Affairs and Housing
This presentation highlights how Ontario’s Ministry of Municipal Affairs and Housing has built a “virtual” call centre, consisting of eight branches across the province that work together as a cohesive whole. In such an environment, communicating service standards, tracking concerns and resolving housing complaints can be very challenging indeed, but the system has enormous benefits as well. Taking a virtual call centre and making it work as if it were one location has been a major accomplishment of the ORHT's call centre. Coordinating 80 customer service staff located in 8 different locations in the province is not always easy, and keeping customer service staff up to date with information regarding the implementation of policies, procedures, standards and performance measures can be a task in itself. Maximizing communication to all staff is a key part of the Tribunal's success, and ensuring call centre staff have all the available information to assist callers, regardless of where the call originates, enables the Tribunal to provide the highest level of customer service to our clients.
- Moving from the old to the new
- Ensuring open communication lines between all call centre locations
- Working together as a single call centre to manage complaints effectively
- Keeping complaint resolution resources at the fingertips of front-line staff
- Statistics and standards - evaluating complaint management processes
- Complaint protocols
10:30-11:00 - NETWORKING BREAK
11:00-11:30 - CASE STUDY: GAZ MÉTRO'S INNOVATIVE APPROACH TO COMPLAINT MANAGEMENT INFORMATION SYSTEMS
Lise Duquette, Dispute Resolution Advisor, Gaz Métro
More than ever, organizations are recognizing the need to implement a complaint management system to identify and address the root causes of customer dissatisfaction. In this presentation, Lise Duquette will demonstrate how the organization that delivers 97% of Quebec’s natural gas has adapted complaint management theory to the reality of its operations by creating a Complaint Management Information System (CMIS) to improve client satisfaction. Presentation highlights will include:
- The implementation of an online CMIS network
- Changing an organization’s complaint management culture
- How to maximize the results of an on-line complaint form
- Commission of inquiry : how to analyze complaints and what to do with the results
- Innovative technology that makes complaint resolution more effective and affordable
- Combining the CIA (Central Intelligence Application) and FBI (Forward to Bureau for Investigation)
11:30-12:00 - MAXIMIZING FIRST CONTACT RESOLUTION
Robyn Fulkerson, Senior Account Manager, Sykes Canada
The definition of first contact resolution (FCR) effectiveness is relatively intuitive – i.e. the percent of time that complaints are fully resolved upon first contact. However, the process of measuring that effectiveness and determining meaningful, realistic targets can vary greatly depending on your type of organization, customer expectations, and the support processes you employ. This presentation will discuss some of the variables considered in determining an actionable FCR process, and in designing the right FCR approach for your company’s needs.
- Defining first contact resolution: what makes sense based on customer expectations and needs?
- Measuring first contact resolution: what is meaningful to measure, and how do you measure it?
- Aligning processes with measures: ensuring consistency in your overall FCR methodology
- Acting and improving upon FCR results
12:00-12:30 - THROUGH THE EYES OF THE OMBUDSMAN: ORIENTING YOUR ORGANIZATION FOR EFFECTIVE COMPLAINT MANAGEMENT
John T. Mould, Chief Financial Officer and Ombudsman, HSBC Bank of Canada
In the world of financial services, and indeed in most organizations, it is not only good business practice to be responsive to customer complaints - it’s a requirement that is verified under board scrutiny. Like any organization, HSBC must foster certain corporate character traits to create the optimal complaint management environment. Likewise, complaint handlers must have appropriate skill sets and a solid understanding of the art of diplomacy to manage client concerns with maximum effectiveness. This discussion will explore the world through the eyes of the Ombudsman, and will explore how that perspective fits into the overall process of complaint resolution.
- Character traits your organization needs to manage complaints effectively
- Skill sets required for the complaint resolution process
- The Power of Persuasion vs. the Power of Authority: when and how to use both
- Complaint resolution overview
- Real examples of HSBC’s method in action
1:30-2:00 - CASE STUDY: ANTICIPATING AND RESOLVING COMPLAINTS AT THE LONDON FREE PRESS
Sherri O'Brien, Manager, Circulation Sales, Customer Service and Reader Marketing - London Free Press (A Sun Media Company)
Like any newspaper, the London Free Press faces the enormous challenge of getting it right every day, with tight deadlines and no room for error. A newspaper must juggle its financial, social, and ethical responsibilities, and if the Free Press falls short in one of these areas, over 1 million readers per week are quick to let the newspaper know. This presentation will outline the innovative complaint management systems implemented at the London Free Press, with a focus on:
- Keeping complaint channels open
- Complaint management for multiple products, including product content and distribution
- The complaint resolution process, from intake to final disposition
- How the Free Press anticipates problems, and takes proactive measures to minimize customer impact
- Complaint tracking and how gathered information is used
- CRM processes and using complaints in client "winback" programs
2:00-2:30 - CASE STUDY: MANAGING COMPLAINTS AS AGENTS OF CHANGE AT ING BANK
Afshan Bye, Senior Vice-President, Sales & Services, ING Bank
Drawing upon client and prospect verbatim complaints, ING DIRECT developed a new methodology for incorporating a KPI review into the complaint management process that has begun to reap sizable rewards. Discover how the KPI analysis helps ING handle its complaints more effectively, and learn how to replicate the benefits of their innovative approach in your own organization.
- How ING tracks, manages, and resolves client complaints
- How customer complaints changed the way ING processes mortgages, credit accounts, and other lending products
- The three-pronged approach: integrating verbatim complaints, sales numbers, and the frequency of complaints to manage complaints more effectively
2:30-3:00 - CASE STUDY: HYDRO ONE’S BEST PRACTICES FOR STREAMLINING COMPLAINT PROCESSES AND MANAGING CUSTOMER CONCERNS
Jenni Spencer, Supervisor, Customer Relations Centre, Hydro One
Along with 15 other companies across North America, Hydro One was involved in a recent benchmarking study on complaint handling. The study’s surveys and site visits revealed untapped complaint management best practices, as well as new ways track and resolve customer concerns. The provincial distribution company is now applying the lessons learned to the way it deals with complaints from its 1.2 million customers, and this discussion will highlight some of the most innovative changes.
- Streamlining complaint processes while still giving customers the service they expect
- Improving complaint handling processes to save time and money
- Handling frequent complainers
- Motivating staff to improve complaint turnaround times and manage complaints more efficiently
3:00-3:30 - NETWORKING BREAK
3:30-4:15 - LEMONS INTO LEMONADE: ADJUSTING YOUR ORGANIZATIONAL VISION TO RECOGNIZE AND LEVERAGE THE VALUE OF CUSTOMER CONCERNS
Gail Mikkelsen, General Manager, Response Marketing, Philanthropic, Heart & Stroke Foundation
On many occasions, the Heart & Stroke Foundation’s front-line service staff has turned livid callers, angry about unsolicited mailings or other incidents, into monthly donors and strong HSF supporters. This presentation will explain discuss the “conversion” opportunities at every level of a conversation with an unsatisfied donor, client, taxpayer, or business partner, with an emphasis on:
- Changing attitudes through effective client services
- Keeping reliable, open, accessible records
- Instilling trust: the first step towards shifting attitudes
- Involving clients/donors/taxpayers in the problem resolution process
- Anticipating backlash and preparing front-line staff for the storm
- What to do when no compromise is found
4:15-5:00 - CASE STUDY: THE AJAX APPROACH TO MANAGING COMPLAINTS
Sarah White, Customer Service Coordinator,Town of Ajax
The Town of Ajax is an ISO registered community committed to meeting and exceeding its customers’ complaint resolution expectations. It faces many of the same challenges and opportunities in managing the high volume of complaints that every municipality receives, and uses both positive and negative feedback to evaluate how well the established level of service meets the needs of the customer. This case study will examine:
- The Ajax approach to receiving and tracking complaints
- How complaints and other comments were managed
- Closing the complaint management loop
- Challenges and opportunities in managing a large volume of complaints
- Adjusting services to resolve complaints
Conference Agenda:
Strategic Complaint Management - Introduction
Strategic Complaint Management Day 1
Strategic Complaint Management Day 2
Strategic Complaint Management Day 3 - Workshops
|