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Handling complaints

Managers would prefer to avoid complaints, but in fact a complaint should be welcomed. Any contact with a customer is an opportunity to improve business, and even a dissatisfied customer is no exception. A complaint can be turned into good public relations. In case of complaint try to see the situation from the customer’s viewpoint. Show the customer that you’re concerned, that you take his complaint seriously. You can always show sympathy for the customer’s problem without actually accepting responsibility for it. Show the customer that you understand him, negotiate patiently and make some concession. Complaints should be dealt with as quickly as possible, but avoid making a decision right away. Promise to investigate the matter and arrange meeting with the customer. It’s a good idea to take notes because this shows you think the customer’s complaint is important. If you have to reject the complaint, you should show that the rejection is in no way due to a lack of respect. If the complaint is justified, you should accept responsibility, apologize and compensate. Finally, always investigate the causes of complaint. Find out what went wrong and make sure it doesn’t happen again.

 

A problem-solving interview. Steps:


· recognizing and defining the problem;

· determining source or cause;

· considering alternative means of solution;

· determining objectives to be achieved;

· choosing a means of solution;

· devising means of implementing the solution;

· monitoring and following up.


 

Appraising performance

 

Try to make daily contact with your subordinates. Some experts call this process managing by walking around (MBWA). Advantages:

- avoids the halo or horns effect;

- makes the appraisal task less heavy.

Consulting staff

The main concern of managers is getting things done by other people. For this the managers should have the skills to make decisions, to see that the decisions are carried out and to get people to go along with your decisions. Consultation is an essential part of this process. Before consultation the manager should consider the company’s policy and objectives, the available resources, the deadline for reaching a decision and people who will be affected by your decision. Consultation isn’t a matter of collecting facts but the consequences of your decision. For this you must gather opinions and decide which facts are relevant. The purpose of consultation is to get assistance in making the decision, and acceptance of the decision once made. Getting assistance means getting ideas, criticising each other’s suggestions, generating dissention. To get such productive disagreement your staff must have no fear of saying what they think. When the time comes to make the decision, review your priorities, consider the alternatives, weigh up the pros and cons of each. Then decide what action is to be taken, who is to take it and who must be informed of it. Communicate your decision and check that everyone has understood. Finally, follow up the implementation of your decisions. Remember that others may carry out the work but the responsibility is yours.



 

Schedule the interview several days in advance.

Fill out your company’s appraisal form carefully.

Do document the appraisal. These records might be crucial.

Staff assessment

Staff assessment has great potential for improving the efficiency of an organization. Staff assessment requires a well thought-out and systematic approach. The purpose of staff assessment is not to make immediate decisions about promotion or salary increases. The primary purpose is to improve the performance of the individual and the whole organization. The annual staff assessment interview is an excellent opportunity to resolve problems and develop possibilities. At the beginning of the interview encourage an employee to speak openly of his successes and failures, let him analyze his work. When you come to give your own views treat the interview as a two-way discussion. Focus on the performance in the job, not on personality traits that have no connection with his work. Don’t compare him with other employees. When criticizing his performance, do so with reference to concrete examples and with the focus on the future. Don’t dwell on mistakes, but praise his achievements. He must know that his successes have been recognized. Finally, there should be an agreement on a plan of actions to improve performance. Assure him of your support in carrying out the plan. The employee should know what to do to improve his work and feel confident that he can do it.

 


Date: 2016-03-03; view: 840


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