level 5 Assignment 6

In order to respond to complaints, it is important to be aware of any existing comments and complaints procedures in accordance with agreed ways of working

To begin with, due to the nature of the service in care home setting, the service users are residents of the main site. Residents may have worries of being victimised in the home if they complaint, unless they are willing to move to another home, they have to think the consequence of their action. This is the most common reason why residents of the care home don’t want to complain. For example, which is based on my personal experience, one resident in our home had mentioned to me at the lunch time that the tea tastes like has not been brewed properly. Before he made the informal complaint he said to me that ‘I don’t want you to think that I am a whinger and to make me feel like I am the only one complaining about the tea.’ Service users fear that they are labelled to be the one is the difficult one and different to others therefore to become unwelcomed and less liked in the home contributing

There is intra-professional communication throughout all disciplines in the team in a formal way through our team meetings. Informally, daily we communicate verbally or electronically, through text message, email, and electronic case notes. Cornerstone also has an “open door” policy in which employees can discuss problems, suggestions or complaints they may do so with their supervisor (Cornerstone Services Human Resources, 2016). In the case of a grievance, there is a policy directing informal and formal ways to manage the situation. Informally the employee may first take the complaint to immediate supervisor who will attempt to the best of their ability to fix the issue. If this is not satisfactory, a formal, written, process is laid out in the policies where the issue will be communicated to the next level supervisor, then Vice President, President, and then finally the board of directors if necessary (Cornerstone Services Human Resources,

I assisted with the content of our Service User Guide in this pack I have devised a section which includes a piece about expectations on how complaints will be dealt with. This reads as the following:

Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimization of complainant/s and witness/es is illegal. Complaints may also be lodged with the Equal Opportunity Commission.

The Commission may hear the complaint if resorting to other means has induced fear or may cause undue hardship, expense or delay. The Commission may refuse to conduct an investigation if the complaint is trivial, frivolous, vexatious or not made in good faith or if the injury would be unnecessary, improper or fruitless. Should that be the case, the complainant is informed of the discontinuance of the investigations in writing but it is not bound to give reasons.

The complaint was about two different incidences with volunteers and one was an employee. Heidi was very nice, and I reassured her I would convey her concerns to a manager in Salt Lake. I got a hold of Lydia, the visiting and volunteer manager to make her aware of the issue. Lydia wanted to know if she needed to reach out to Heidi, which I told her was entirely up to her, but I didn’t think it was of urgency because I was able to calm Heidi down and she told me that these issues would not stop her from volunteering her time in the future. Her main concern was making use aware of some of the issue.

Now each party will be given 10 undisturbed minutes to share their concerns, beginning with the complainant. Please listen attentively and take notes, even if you object, refrain from chiming in.

Relevant internal stakeholders are to be informed of the complaint, including Compliance and Management, to ensure the

189). Organizations having procedures, tools, and policies in place and are expected to assist to handle a complaint process by providing a feedback to customers (Davidow, 2000). Hence a proper setup of policies, tools and procedures should be established in order to speed up the process of handling the customers’ complaints (Davidow, 2003b). With regards to handling a complaint process, procedural justice justifies the fairness of procedures, tools and polices in order to have proper setup of complaint handling procedures (cf. Davidow, 2003b). There are several experimental studies have been conducted to proof the importance procedural justice for complaint handling. Author shows that customers who have reported high level of complaint handling satisfaction has experienced high level of procedural justice (Tax et al. 1998). (De Ruyter and Wetzels 2000) stated that high level of procedural fairness leads to more satisfied

By being assertive, yet respectful, one can achieve proper settlement. Now that a basic structure is known when writing a complaint letter, one must appeal to the reader by use of logic.

Once the investigation is complete and it is decided that a disciplinary case is to be opened, then the employee must be notified in writing as soon as possible. The letter should contain information with regards to the alleged offence and the possible outcomes, copies of witness statements if applicable, the time and venue for the meeting and also the employees right to be accompanied at the meeting whether it be a fellow worker, a union representative or a union official but the companion has limited exercise within the meeting. The meeting should also be held without undue delay but at the same time must be deemed as fair in order for the employee to prepare their case for the matters in question .Once the meeting is in progress the employee will be shown details and evidence of the alleged offence and complaint against them but at the same time the employee will be given their opportunity to present their case forward and ask relevant questions or provide evidence and even call witnesses.

This step is essential for preventing the supervisor’s authority. But all grievances cannot be settling here because they may be beyond the authority and competence of the supervisor. In the second step, the human resource office or some middle level executive along with a higher level union officer attempt to takel the grievances. In the third step, the top management and top union leader sit together to settle grievance involving companywide issues. If the grievance remains unsettled it is referred to an outside arbitrator for

Details of any attempts made to resolve the dispute, including the dates of reminders sent

Before the this system had been mapped the common practice and method for communicating the complaint was via email, various scraps of paper and verbal conversations – this invariably lead to multiple problem including miscommunication, loss of information and failure to complete tasks as the information trail was disjointed and loose. Emails would get lost in large inboxes, paper in amidst the clutter and conversations through the bustle of every day jobs. It was calculated that over 80% complaints could be solved the same day if proper communication channels are used, this is over against the current average of 5 days to solve a complaint.