Updated: Jan 18
The importance of proper complaints-handling as a measure of a healthy organisational culture has recently been brought into sharp focus in various public inquiries and media commentary.
Whether it be in the public sector, banking industry, dispute resolution or other regulatory oversight bodies, complaints data provides valuable untapped insights that can be surfaced to help you better understand and serve the public, and your customers / members. We recently worked with some progressive clients to link and analyse 10 years’ worth of their complaints data. One of the major benefits was the identification of real opportunities for a joined-up approach to address systemic issues, and to improve overall complaints-handling maturity in the sector.
It’s often useful to initially explore exactly what is possible with your available complaints data. This is why we often commence our complaints analytics work with a short data discovery exercise to help both the client (and us) frame some of the questions to be answered and possible outcomes:
What new stories can we surface from the data to help us improve our service delivery?
How do we translate raw data and analytics into meaningful, actionable insights that help us target our limited resources to better stakeholder outcomes?
Efficiency & effectiveness
How can we use our data to process more complaints and faster, without losing focus on the quality of our triage, assessment and follow-up processes?
How can the data help us focus on matters that deliver the greatest impact (and are we even using the right outcome indicators to measure impact)?
What other opportunities could be exploited to re-orient our efforts (for example, to be more proactive and less reactive in dealing with complaints)?
Can we work with other similar entities to enable joined-up analysis for more strategic and whole-of-sector complaints outcomes?
The increasing availability of open source data also enriches the value of your complaints data, which in turn will translate into better outcomes for the public, and your customers / members.
The cultural value-add
We know that sometimes it’s easy to get lost in the detail of individual complaints, rather than taking an overarching view. But it needn’t be complex, simply start with the question:
What are our strategic objectives and which data do we capture (regardless of format and area of our business) that could support us to achieve those objectives?
In our experience, there is real long-term organisational value in taking a rigorous approach to analysing complaints data and acting on the results to help shape your culture .
Get in touch if you would like to discuss the art of the possible.