“Why should I spend time dealing with complaining clients... I am far too busy!”

A firm's client base is one of the most important assets of the business, neglect it at your peril.  Dissatisfied clients can damage your reputation - one of the biggest risks facing firms of surveyors.  The future success of your business is built on your reputation.

RICS currently receive approximately 1000 written complaints about surveyors per annum, partly fuelled by the current claims and complaints culture.  Many complaints relate to problems with the level of service received by clients, but there are also a large number relating to the actual Complaint Handling Procedures (CHP).

Surveys are a big source of complaints.  Clients complain about what is in the survey, and also about what isn’t.

A common cause of many complaints is poor communication between the parties.  Often the surveyor will never even meet the client, yet must ensure that they understand the client’s needs and address them.

Do you confirm your client’s instructions in your terms of engagement letter?

Clients often have unrealistic expectations.  RICS Scotland conducted research which demonstrated that 90% of house purchasers who arrange a mortgage valuation assume that this is the same as a full survey.  This gap in understanding must be bridged.

The Surveyor Ombudsman Scheme was launched in Scotland in January 2004 and their findings are illuminating. 

The Ombudsman (Ian Smith) urges the profession to communicate “in plain English” so clients understand what is being said and the implications of what is being said. 

Mr Smith also points out that communication difficulties can occur when intermediaries (eg Estate agents, solicitors etc) are involved.  Vital information can be lost or there is a miscommunication between the different parties. He also emphasised the need for firms to use their CHP. 

Where to start
Operating a CHP is a requirement under Rule 11 of the current RICS Rules of Conduct. The starting point for every firm is to appoint a partner to be responsible for that procedure – both implementation and compliance. All staff should be made aware of the CHP and clients should be told who they should contact if they have a complaint.

Complaints procedure

• The procedure should be simple and easy to follow
• It should focus on the need to deal with the complaint promptly
• A copy should be sent to the client, should they request one

 Further information can be found at www.rics.org/regulation.

Handling a complaint
If a complaint is made then firms should ensure that they follow their own CHP.

• Firms should keep a written record of the complaint
• It is important that the complaint is investigated fully and fairly
• Clients should feel that the matter is being treated seriously
• If the complaint will require more detailed investigation the client should be given a time scale for the response
• Face to face meetings can often lead to more constructive and satisfactory solutions
• The full range of solutions to the complaint needs to be considered - this could involve anything from an apology to agreeing to waive fees, offering compensation or agreement to go to arbitration

The poor handling of a complaint will only compound the problem. It is also in itself an indicator of a poor level of service.

Analysing the complaint
A further important aspect of the procedure is to analyse the complaint(s) which are a vital source of client feedback.  This forms an integral part of a firm’s client care programme.

• Are there recurrent problems?
• Have lessons been learned from the complaints?
• Have remedial steps been taken to improve procedures and to avoid repetition?

The complaints procedure should not be used to create a blame culture which could prove to be counter productive. Firms should encourage an open and constructive culture.

The future
In April 2005 Sir Bryan Carsberg published a report on the regulatory role of RICS.  He recommended that firms be required to submit information on complaints received and the outcomes of these at least once a year to RICS. 

Similar recommendations are being considered for the regulation of other professionals.

Sir Bryan and Ian Smith have recommended that the Surveyor’s Ombudsman Scheme be extended beyond Scotland at the end of its pilot period.

The future for complaints handling is changing and firms must address the issues.