[Fulltext] "Bruising", "A nightmare".
This is how two members recently described their experience of having a complaint against them made to the Institute. With complaints running at the rate of less than 1% of the membership per annum, most members justifiably believe it will never happen to them. But happen it does. Dealing with unhappy clients and, if feasible, resolving the issue, is preferable to having the Institute becoming involved. You might make a new year's resolution to do what you can to avoid it happening to you.
While complaints arise from a variety of sources, complaints against members in practice from clients and former clients make up the larger part. It seems obvious to say that looking after your clients may prevent them complaining to the Institute, but neglect and especially lack of communication give rise to most of the complaints received.
A frequent complaint is that the accountant never calls back Typical complaints include: lack of response, promised services not delivered, unexpected fees and failure to respond to new agents.
A frequent complaint is that the accountant never calls back when they phone and leave messages, they call in, or they send letters. If you find yourself avoiding a client because they're difficult to deal with or they haven't paid the bill, you might think about suggesting to the client that they would get a better service elsewhere.
Sometimes practitioners say they can't deal with their clients because they are too busy. This approach is just not tenable. Increasingly, clients of accountancy practices, particularly small clients, are becoming less tolerant of poor service and shoddy treatment. If you find that you are so busy that you don't have time to meet your paying customers, it's time you had a long hard look at your practice.
Many complaints received relate to fees. In general, the Institute does not deal with complaints about the quantum of fees, but members have responsibilities under the Ethical Guide which may be considered as part of a complaint. If you have been unable to resolve a fee dispute directly with a client, the Institute has a fee mediation service.
Typical complaints about fees run like this: "My accountant told me not to worry about the fee, it wouldn't break the bank. Then I got this huge bill for �¢?�¬2,500." Or " I was told that it would all cost �¢?�¬1,000, then I got another bill for filing annual returns for �¢?�¬250. He never told me that wasn't included." Recognise this situation? Try to see it from the client's viewpoint. If you were quoted �¢?�¬100 for having your car serviced, and then got another bill for topping up the oil, how would you feel? Or if the mechanic told you it was only a small job, and then charged you �¢?�¬2,500? It's all about creating and managing your clients' expectations and as often as not it comes back to good communication with clients.
Minor situations often escalate over a period of time, and so what started as a fairly small issue can, if corrective action is not taken, end up in a disciplinary tribunal, or in the courts.
If the worst happens and you receive a letter from the Institute asking you to respond to a complaint, DON'T PANIC. More than half of all matters coming to the Institute's attention are resolved without recourse to the complaints and disciplinary committees. The Institute's processes are founded on fair procedure and due process. The complainant and you will get a fair, independent hearing. Respond promptly, show that you understand the problem, and, if possible, are willing to take steps to resolve it. Even if you feel there is no validity in the matters being complained of, the complainant is sufficiently concerned to have contacted the Institute, so talk to him or her.
Avoiding Complaints
Here are some suggestions to help prevent a complaint spoiling your new year:
Give clients a good service, deliver what you promise, when you promise
Be clear with clients about what they can expect from you: turnaround times, fee levels, respective responsibilities etc.
If there are problems with completing the work, if there will be delays, or if the fee will be higher than the quotation or estimate given, let them know
Deal promptly and positively with their concerns, preferably with a clearly stated internal complaints procedure.
If you made a mistake, apologise and rectify the error.
If clients leave and go elsewhere, thank them for their custom. Don't punish the new agent for the sins of your client.
Accountancy Ireland Vol 34 No 1February 2002.