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GRC Professional : GRC Autumn 2012
35 in THe oFFice complaints are welcome! AMP NZ recently set up a dedicated complaints function, and the business is already reaping benefits. By Peter Kenny, CuStomer reSPonSe & ProduCt ComPliAnCe mAnAger, AmP FinAnCiAl ServiCeS nZ since 2008, the nZ government has been busy enacting new rules in the financial sector including the Financial service providers (registration and dispute resolution) act which requires financial service providers to be registered and be members of a dispute resolution scheme if they provide financial services to retail clients. The new regulatory environment prompted aMp nZ to take a serious look at the way it handled complaints. What needed improvement? aMp nZ’s customer complaints process lacked focus on improving the customer experience. adherence to aMp’s complaints standards had deteriorated over time – complaints were not seen as a priority and there was no clear process as to who should respond to complaints, how quickly they should respond and what the escalation process was. consequently, aMp was not capturing all complaints or using complaint data to drive process changes (eg we were unaware if we have satisfied our customer’s requirements in dealing with a complaint). The transition Branded ‘customer response’, the new dedicated complaints function was championed by the general Manager and Managing director of aMp nZ. a permanent customer response Manager and consultant was hired, who was able to clear a backlog of complaints. simplifying entry to the complaints database and making it accessible to all aMp nZ staff ensured all complaints were captured. and reporting to the Business risk and compliance committee became more focused, with only key metrics, stories, incidents and acknowledgements recorded. While there was no change to customer-facing materials, the customer experience certainly improved. dedicated complaints management staff provided faster, higher-quality responses and had the capacity to regularly follow-up with customers to ensure their grievance had been adequately addressed. outcomes There has been a fundamental mindset change throughout the aMp nZ business regarding the handling of complaints. no longer a ‘hot potato’ between and among departments, complaints now have an owner and are considered an integral part of the company’s business improvement processes. Key process improvements include eliminating misallocation of complaints, quicker resolution, and expert complaints management staff able to identify patterns and incidents. ••• Measuring success: a checklist AMP NZ provides the following checklist that helped the organisation identify whether its new complaints-handling function was a success. D Clear improvement in customer satisfaction with complaints process D Consistently met group target metrics DFeedback on the customer experience learned and embedded in the business D Built a high-performing team D ongoing training delivered to key teams, which developed positive relationships with the trainers in teams D Cost savings from big wins (eg avoiding formal dispute resolution) D Senior management support there was no clear process as to who should respond to complaints ... and what the escalation process was.
GRC Summer 2012
GRC Winter 2012