Client care
| Question | Answer |
|---|---|
| Define a Client? | Client is a person or group that uses or receives the professional services of a person or organization, usually for a fee. |
| What is Client Care? What do you understand by Client Care? | Client Care is a continous process of Identifying and understanding the client’s need(s) and providing a professional standard of service/solution which satisfactorily meets the need(s) of the client. |
| What are the behaviors considered appropriate for establishing good client relationship? | • Clear and transparent communication • Honesty and integrity • Setting realistic expectations • Timely deliver/Punctuality • Quality outputs |
| What process and systems you will use for Client Care? | • Client complaint procedures • Quality Assurance procedures • Client satisfaction questionnaires/Client interview • Client feedback meetings • Lessons learned workshops • Other policies such as sustainability, equal opportunities, environmental policies etc, depending upon the clients requirements. |
| How are the competencies of Client care and Ethics, Rules of Conduct and professionalism related to each other? | Client care overlaps the Ethics, Rules of Conduct and professionalism competency, covering processes such as complying with anti-money-laundering legislation, checking for conflicts of interest and agreeing terms of engagement. Clients expect high standards of service and professionals surveyors have a duty to act with integrity, honesty, openness, transparency and accountability at all times. In the event of client dissatisfaction, complaints handling procedures must be in place to ensure the matter is addressed professionally. |
| What are Client’s objectives? | Client’s objectives are the client’s purpose in initiating a building project which is usually driven by the need for the project as a functional unit or as an investment. |
| Give examples of Client’s objectives. | (a) Cost-related • minimise capital cost • maximise capital cost/value ratio • maximise capital cost/worth to client ratio • achieve necessary income cash flow profile • minimise management costs • minimise maintenance and insurance costs • minimise tax liability • respect capital cost constraint • be energy efficient. (b) Marketability • maximise prompt or future disposal (freehold or otherwise). (c) Use-related • optimise operational requirements of intended occupier(s) • provide greatest flexibility in potential uses • reflect intended occupier’s requirements/preferences/ability to afford • meet social/management/occupier’s special needs (e.g. disabled). (d) Environmental • minimise health and safety risks • choose materials which reflect sustainability • aesthetically please (e.g. impression on occupier’s customers) • minimise any alterations to specific features • reflect planning authority’s brief/policies • minimise potential opposition • reflect corporate style or personal preferences of proposed occupier/employees • maximise comfort of occupants • minimise inconvenience to others during construction. (e) Timing • construct within a defined period • minimise risks of delay during construction |
| What is a Client brief? | The project brief is a comprehensive statement of the client’s requirements for the project based on close consultation between the client and users. Taking an effective project brief is critical to the success of a project. Yet it is often either neglected or completed then ignored for the remainder of the project. Project briefs should be agreed by all parties at the outset of the project, and regularly reviewed and updated throughout the course of the project. |
| What is the information contained within a client’s brief? | The project brief may include: (a) project description; (b) how it fits into the client’s corporate plan (e.g. it may be part of a larger planned development); (c) number of people that are to occupy the building, together with their space requirements; (d) schedule of accommodation and quality of internal environment; (e) standards; (f) equipment and special services/requirements; (g) when the building needs to be available for use; (h) quality and cost limitations; (i) life span; (j) site; and (k) statutory controls |
| What are the key points of QS Appointment Document (Professional Services Agreement)? | – Description of Professional Services in detail – Details of Professional Indemnity Insurance (PII) – Client’s Obligations – Consultant’s Obligations – Limitations of Liability – Payment terms ( Mile Stone Payments or Monthly Fee etc.) – Termination and suspension provisions – Dispute Resolution – Governing law – Client’s brief (Extremely important) |
| What are the standard forms of appointment? | RICS Short form or RICS Standard form of consultant’s appointment (based on RIBA outline plan of Work) – FIDIC – White Book – JCT (The Joint Contracts Tribunal) Consultancy Agreement 2011 – NEC PSC (New Engineering Contract – The Professional Services Contract) – ACE (The Association for Consultancy and Engineering) |
| How are fees established? | The fee is a matter for negotiation: there is no ‘standard’ or ‘recommended’ basis for calculation. The fees charged by professional/chartered quantity surveyors, for example, are commensurate with the work done for their Clients and are usually based on the following options: – An agreed percentage of the contract value; – Monthly fee charges; – An agreed lump-sum fee; – Any other agreed fee negotiated between the Client and the quantity surveyor The fee will reflect : • The complexity of the project, • The scope of services to be provided • The applicable work stages • Procurement method • Construction cost • Timetable |
| What is a Complaint? | The definition of a complaint is any expression of dissatisfaction. |
| What is a Complaint’s Handling Procedure (CHP)? What is RICS’s regulation regarding CHP? | As per RICS, CHP is: “It is a process that a complainant can use to resolve their issue against a firm. It must include an independent dispute resolution mechanism approved by the Regulatory Board.” RICS Rules of Conduct place professional obligations on RICS-regulated firms to publish a complaints-handling procedure, which includes an alternative dispute resolution provider approved by RICS, and maintain a complaints log. |
| What are the stages of a CHP? | An effective complaints handling procedure needs to have two distinct stages. • Consideration of the complaint by a senior member of the firm or the firm’s designated complaints handler • If the complaint cannot be resolved, referral to an RICS approved independent third party that has the authority to award redress Your first step should always be to attempt to resolve the complaint directly with the firm/member concerned. |
| What are the key components of a CHP? | Key Components of CHP: •Complaint is received and acknowledged (Complaints should be in writing) •Compliant is registered/recorded •Compliant is investigated internally (by designated complaint handler) and responded •Compliant referred to external independent redress scheme, if not resolved. |
| What are KPIs? | Key Performance Indicators (KPIs) KPI is the measure of a process that is critical to the success of an organization or project. It is a tool for business improvement and performance enhancement. The indicators are typically agreed in the client brief, to make clear what is expected for good performance or success on the project; they may include meeting deadlines, reporting within given timeframes, or agreeing a certain percentage of settlements within budget. To be effective, KPIs need to be reviewed regularly and performance improved accordingly. KPI’s are used for benchmarking purposes and are the key component of any organization’s aim for best practice in terms of Time, Cost, Scope and Quality. 1. A client can assess the suitability of potential suppliers for a project by asking the suppliers to provide information regarding their performance against a range of indicators. 2. Construction supply chain companies will be able to benchmark their performance to enable them to identify strengths and weaknesses, and assess their ability to improve over time |
| Examples of KPIs | KPIs construction firms should monitor: -Liquidity -Cash flow -Labor productivity -Schedule variance -Margin variance -Unapproved change orders -Backlog/Delays -Customer satisfaction/scorecard -Cost of construction and rectifying defects -Time for construction and rectifying defects -Quality – defects |
| How stakeholders are identified and how their status within the project is established? | The first step is to draw a stakeholder map to capture all stakeholders. It is important not to miss any stakeholders. The stakeholders can then be subdivided into categories, i.e. responsible, accountable, consulted and informed, usually expressed in the acronym RACI, which defines the level of influence each party has in the project: – ‘Responsible’ refers to the person who owns the project or the problem. – ‘Accountable’ means the person who must sign off the work. – ‘Consulted’ stakeholders hold information or the capability necessary to complete the work. – ‘Informed’ stakeholders need to know the outcome, but need not be consulted. |
| What is PII? | Professional Indemnity Insurance (PI insurance), also known as Errors and Omissions insurance (E&O) protects professionals against claims made by clients for damages caused due to professional negligence or errors in their work. They can provide coverage for the legal costs of defending a claim and any awarded damages. It is mandatory for all RICS members and firms to be covered by appropriate PII. Before accepting new work, surveyors should check that the advice will be covered by their PII, and if in doubt the instruction should not be accepted. |
| Can surveyors say No to Client’s instructions? | A surveyor can say no to an instruction where they do not have the resources or time for the work, face a conflict of interest in providing advice, or do not have adequate skills, experience or competence. Surveyors turning work down can direct potential clients to RICS Find a Surveyor or recommend other suitable professionals who could advise them. |
| Should surveyors give verbal advice? | surveyors should always give advice in writing, and back up any conversations in writing, so there is a full audit trail. This could include notes or a recording of telephone conversations or accurate meeting minutes. In the event of a professional negligence claim, a clear audit trail kept on file can provide an evidenced defence. |
| Prior to working with a new client, what pre-appointment checks would you need to undertake? | I would ensure those working on the commission are sufficiently knowledgeable, skilled and competent to carry out the work required. I would also check for any potential conflicts of interest in line with the RICS professional guidance on conflicts of interest. Anti-money laundering checks would be required in line with the Anti-Money Laundering Directive and RICS professional statement Countering Bribery and Corruption, Money Laundering and Terrorist Financing. Finally I would ensure the firm has sufficient Professional Indemnity Insurance to cover the value of the instruction and formalise the appointment with issue and sign off of written terms of engagement. |
| When setting up a new practice, what procedures would you put in place to ensure good client care was being provided? | I would setup processes for formalising the agreed terms of engagement and clear communication lines with the client, including confirming timescales, resourcing adjustments and obtaining any information required from the client. I would also set up procedures for obtaining regular client feedback and ensuring this is acted upon for example by holding monthly client performance reviews. Setup of strategies for taking part in business development activities in order to retain existing clients and also generate new business would also be undertaken. Procedures to keep client information confidential including use of non-disclosure agreements to protect client confidentiality would also be put in place. |
| Why is client care so important? | The majority of clients for a lot of surveying firms are generated through repeat business from existing clients. Therefore, it is important not only for the client to achieve their requirements but also for the company to encourage repeat businesses where possible. Providing that the Client’s satisfaction is maintained, positive testimonials can be achieved and word of mouth recommendations will be generated which can result in attracting new clients. A failure to provide good client care is likely to lead to client dissatisfaction, complaints and in the worst-case scenario, Professional Indemnity insurance claims for professional negligence. Formal complaints and insurance claims can be costly and result in a stressful working environment, reduced staff performance and can be time consuming. Complaints and claims can and should be avoided with diligence, manageable workloads, resource planning and well developed procedures for obtaining and acting on customer feedback. |
| On receipt of a formal complaint from a client in writing what would you do? | I would look to arrange a call with the client as soon as possible to notify them that you have received the complaint and are working to rectify the issues they are experiencing. A copy of my firms complaints handling procedure would also be issued to the client for reference. The complaint with all relevant details would be reported to a senior person within the firm or the designated complaints handler. I would also ensure my firms Professional Indemnity Insurers were kept up to date inline with the requirements of the policy. If I am unable to resolve the complaint this would need to be referred to the RICS independent redress mechanism. |
| What is meant by the term Duty of Care? | A duty of care is to ensure that another party does not suffer harm or loss that can arise as a result of a breach of contractual obligations or Tort of Negligence. General forms of appointment will include contractual duties to perform services with reasonable skill and care that is to a standard expected of a reasonably competent professional. However if the appointment is made on the basis of specialist capabilities, then the duty of care expected would be to the standard of a competent specialist rather than a general practitioner operating in that field. In the absence of contractual obligations Tort of negligence can be applied which relies on the courts applying relevant aspects of common law to determine the duty of care that is owed. |
| What is meant by the term client money? | Money of any currency whether in the form of cash, cheques, draft or electronic transfer. An RICS regulated firm holding or receiving money on behalf of another person or company that is not immediately due or payable on demand to the RICS regulated firm for its own account. Client money excludes fees paid in advance for professional work. |
| Please explain your understanding of the term client care? | The principle of client care is looking after the clients’ best interests and providing an appropriate level of service that satisfies the client’s needs and achieves value for money. Client care can be provided through professionalism, competence, punctuality, trust, reliability, presentation, regular communication and providing services to a high standard. |
| Please explain your understanding of Client Performance Feedback? | Client performance feedback is the process of gathering and acting on feedback from the client. This comprises gathering feedback during and after project completion and is usually carried out by an independent person. The feedback sets the standards for the company and identifies areas for improvement. It encourages open discussions with the client to ensure satisfactory service is delivered and that goals are achieved. It also provides an opportunity to gain future work for the company. CPF is usually carried out at regular intervals (3-6 months) to ensure any problems can be identified and rectified as early as possible. |
| How would you identify the needs of a client? | I would look to achieve this by holding Client Account Planning Sessions. Each client and project is different and their needs would be assessed on their own merit. This could be achieved by holding discussions regarding project key deliverables and the scope of services required. Reviewing past Client Performance Feedback scores and identifying key areas for improvement can also be useful when identifying the needs of the client. Previous client complaints can also be used to identify mistakes and best practice methods of working. |
| What is the purpose of a Client Brief? | The purpose of the client brief is to provide a firm foundation for the initiation of the project. It is a formal statement of the objectives and functional and operational requirements of the finished project. It should be in sufficient detail to enable the integrated project team to execute the specification and detailed design of the work and is therefore an essential reference for the team. |
| Please provide an example of your client care & empathy skills? | Despite working on multiple commissions I always try to ensure that I prioritise each client’s needs accordingly. My approach is to always make the client feel like their project is the only commission I am working on. Through organisation and communication, I aim to meet the deliverables of each client in advance of the agreed deadlines and am always sure to deliver work to a high standard. |
| When should you decline an instruction of new work from a client? | I would need to decline an instruction in the event that there is a conflict of interest, if the appointment would not be in the clients’ best interests, if my firm is not be able to resource the job adequately, if the project is outside of my skillset or if the work in question is unlawful. |
| What do you need to consider when preparing a fee bid? | My firm has its own procedure for preparing fee bids, this comprises finding out what the client’s requirement are and identifying whether this is a service that we provide. A bid or no bid form is populated to identity if this is suitable for the business by considering the risks involved. There are varying levels of sign off by approved personnel depending on the fee value prior to submission. |
| What makes up a fee bid proposal? | A fee bid proposal typically would include:- The Executive Summary including reference to the Scope & Solution. Identification of the Client’s needs & key deliverables. Identification and analysis of Project issues. Communication of key Benefits for the Clients. References to relevant experience. The Conditions of engagement. A Methodology. An Organogram. The proposed fees. Supporting CVs. References to the project programme. Identification of sub consultants. A List of quality assurance procedures. |
| How would you limit the risk of working with a client who may be financially unstable? | I would use a screening process to check the client’s finances, this could include a company search using the Companies House website to obtain their account information in addition to a Dun & Bradstreet or credit safe credit check. An Internet search using their website could also be undertaken to obtain additional information and to make a judgement on their reliability. |
| If your client asked you to lower your fees because of their limited funding, how would you respond? | If a client requested a reduction in fees due to budget constraints, I would firstly reassess their specific needs and expectations for the project. If the required level of service is unchanged from those first anticipated and the expertise, resources and time were calculated correctly then the pricing would need to remain unadjusted. However, I would explore potential ways to accommodate their budget without compromising on quality, such as reducing the scope of work or modifying deliverables to align with their available budget while maintaining their core project objectives. It may also be possible to adopt a phased delivery approach by breaking the project into phases to spread the cost over a longer period of time. |
| How would you calculate a fee proposal? | Calculating a fee proposal involves a structured approach to ensure that pricing is fair, competitive and reflective of the required outputs. The process includes understanding the project scope by reviewing the client’s requirements, deliverables and expectations. I would then assess the resource needs by determining the number of personnel required their expertise and the estimated time commitment for each team member. When established I would estimate the fee bid by calculating labour time and costs based on hourly or daily rates for each role involved in the project. Overheads and profit margins would also be added to cover business operational costs, administrative expenses and desired profit margins. Risk and contingency allowances would also be considered to account for unforeseen complexities or delays. Finally I would review the fee bid against current market conditions to ensure competitiveness. Once these factors are considered, the final fee proposal would be prepared with clear breakdowns to provide transparency to the client. |
| What is your company’s procedure to obtain client feedback? | Gathering client feedback is an essential part of our continuous improvement process. Our company follows a structured approach that includes regular project reviews every two months by conducting formal review meetings with the client to assess progress, address any concerns and ensure alignment with their expectations. Ongoing informal feedback is also obtained through day-to-day interactions and open communication via verbal discussions and email exchanges to proactively identify any issues and gather client insights. An end of project satisfaction survey at project completion is also carried out to evaluate the client’s overall experience, satisfaction with deliverables and suggestions for improvement. |
| What is your company’s procedure for complaint handling? | The complainant is able to make a complaint in writing to our designated complaint handler who will investigate the complaint with all parties involved and advise the complainant of any action taken within 21 days. If the complainant is not satisfied, the complaint is escalated to the Regional Managing Director who will take action and respond within 21 days. Should the complainant remain dissatisfied, the matter can be escalated to the RICS independent redress mechanism. |
| How do you identify your client’s needs and expectations? | I am always sure to ask questions and listen to the client on key challenges and issues they are facing. I also use my firms client’s briefing checklist to record and capture their aims and objectives which can help inform and develop the scope of services. There have been times when I have not received an adequate briefing from the client and in these instances I am sure to ask for further clarification on their specific requirements. |
| How do you establish trust? | I am transparent and honest about my actions at all times. A personal objective of mine is to learn about my client and their long term objectives in addition to key challenges they are facing. I am sure to only act inside the parameters of my level of expertise and competence and always act in a professional manner and aim to provide a high level of service. |
| How do you encourage repeat business? | I provide high levels of service and customer care during projects and regularly obtain feedback and act on this in a prompt manner. I have personally never received a complaint but would deal with any complaints honestly and effectively. I also look to keep in touch with clients even when we have no live projects with them. I also attend business development activities such as social events and CPD’s. |
| What are the advantages and disadvantages of working from a client’s office? | The advantages may include establishment of quicker and clearer lines of communication and a better understanding of the client’s culture, needs and expectations. The disadvantages are the loss of technical support from colleagues and a possible isolation from my own organisation’s culture. |
| Define a Customer? | Customer is a person who buys goods or services from a shop or business. |
| Whom does a Chartered Surveyor work for? | The general public. |
| Who is an Internal Customer? | An internal customer is a customer who is directly connected to an organization, and is usually (but not necessarily) internal to the organization. Internal customers are usually stakeholders, employees, or shareholders, but the definition also encompasses creditors and external regulators. |
| Who is an External Customer? | An external customer of an organization is a customer who is not directly connected to that organization. |
| Explain RICS complaints handling procedure. | RICS has a global complaint handling procedure. This procedure covers complaints about the way RICS has provided a service, behaved, or made a decision. If the complaint is about the conduct or competence of a RICS qualified professional or a firm of surveyors regulated by RICS, the matter will be addressed by the appropriate Regulation team in the region and will not be considered under this procedure. This procedure does not cover complaints from RICS employees who should use the appropriate internal procedure available from the People Team. Stage 1 – First contact Submit online complaints form on the RICS website. This form will instantly be submitted through to the relevant team who will be your first point of contact. The complaints inbox is always monitored and a member of RICS team will contact the complainant promptly. RICS will acknowledge a complaint within five working days and provide a full response to the complainant within fifteen working days. Other ways to contact RICS is by phone, letter or email. Complainant will be provided a unique case reference number which will allow RICS to record the issues they have experienced on their system. The assigned contact will keep them regularly updated on the progress of their complaint until the matter is resolved. Stage 2 – Escalation If complainant is not satisfied with RICS response to their complaint, or if they feel that they need to escalate the matter further, they can ask to speak with one of the managers. They can ask to do this using the contact details above and quoting the unique case reference number. RICS manager will review the case notes and any investigation that has taken place to determine if the correct outcome has been reached. Complainant will be contacted within 48 hours of their complaint being escalated. Stage 3 – Review for appeal If complainant is not satisfied with RICS response at this point and RICS have confirmed that there is nothing more they can do, complainant may be able to make an appeal for certain complaint matters. RICS have various appeal mechanisms depending on the type of complaint and complainant should seek advice from their complaint contact. They will need to submit a written declaration that they wish to do so within 28 days of the date of the outcome. |
| How do you action on Client’s negative feedback? | 1. Acknowledge customer’s concerns – Aim to acknowledge negative reviews and feedback quickly. Thank the customer for providing feedback and letting them know their concerns are being taken seriously. 2. Apologize to the customer – Apologize immediately when you receive negative feedback, even if you think the customer is unreasonable. This makes a good impression and shows customers you’re taking feedback seriously. Of course, you must be genuinely apologetic for how your customer feels. 3. Listen actively and show empathy – Be sure to carefully read the review before responding — missing out on detail can make it look like you’re rushing through your response. Be sensitive about their feelings and get to the root of their feelings, even when the problem isn’t directly connected to the product. 4. Keep your tone humble and professional – Negative feedback can result from poor customer experience or lack of knowledge. 5. Take full responsibility – take full responsibility for the problem. Use the feedback to learn and improve your product development process. 6. Take action and offer solutions – Once you’ve responded to the customer, try to resolve their issue. Gather additional information and determine the root cause of the issue. 7. Follow up and update the customers – As you’re working on solving the problem, keep customers updated. Let them know how far along you are in resolving the issue. |
| What does the Client’s brief, generally include? | 1. A description of the client – vision, mission, policies, preferences, quality expectations, principles for development of design 2. Site information – site survey, ground conditions, location of utilities, access 3. Spatial requirements – schedule of accommodation, zoning, phasing 4. Technical requirements – floor to ceiling height, acoustic requirements, specialist requirement for furniture, finishes, fixtures, ICT requirement, sustainability, etc 5. Project requirements and other issues – budget, programme, key milestone, known risks |
| What is the difference between client and customer? | The financial transaction between a business and a customer doesn’t require the customer to enter into a formal, lasting business relationship with the business as a client typically would. The limited interactions between the customer and the business usually end once the customer has purchased the products or services that they’re looking for. |
| How do you handle Client’s money? | RICS-regulated firms must: • hold all client money in a client money account over which the RICS-regulated firm has exclusive control at a bank • ensure that a client money account does not contain any sums other than the whole or any part of client money paid into it • not hold office money in a client money account • ensure that all client money accounts include the word ‘client’ (written in full) and the name of the firm in the title of the account, • ensure that money held in a client account is immediately available even at the sacrifice of interest • use each client’s money only for that client’s matters • ensure that client money is returned to the client immediately as soon as there is no longer any reason to retain those funds • ensure all payments from client money accounts are made to or on behalf of a client and on that client’s written instructions or as agreed in the management agreement • keep records and accounts that show all dealings with the client money and demonstrate that all client money held by the firm is held in a client money account • have appropriate systems, procedures and controls to ensure payments into and transfers or withdrawals from a client account are in accordance with instructions agreed with the client • complete regular client bank account reconciliations and demonstrate that these are reviewed by a principal or senior staff member of the RICS-regulated firm • ensure compliance with all anti-money laundering legislation, rules and regulations for all receipts of client money |
| How do you use Smart KPI’s for achieving the Client care? | SMART KPI are a type of Key Performance Indicator that is designed to be Specific, Measurable, Achievable, Relevant, and Time-Bound. Specific: The KPI should be clearly defined and focused on a specific objective or goal. Measurable: The KPI should be quantifiable and measurable, using clear and concise metrics. Achievable: The KPI should be realistic and achievable, based on the resources available and the current state of performance. Relevant: The KPI should be directly related to the business objectives and goals. Time-bound: The KPI should have a specific timeline or deadline associated with it. |
| What is ISO 9001? | ISO 9001 is defined as the internationally recognized standard for Quality Management Systems (QMS) many firms choose to use a QMS and comply with ISO 9001: 2015, which requires them to follow a clear process of planning, doing, acting and checking. A QMS is a set of interrelated policies, processes and procedures in the core areas that affect a firm’s ability to meet a client’s requirements. |
| Who is Ombudsman? | An ombudsman is an official who investigates complaints (usually lodged by private citizens) against businesses, public entities, or officials. |
| If Client complaint to RICS about a Chartered Survey Firm, what RICS will do? | Complaint is reviewed by a specialist team who ‘triage’ the information provided. If there is evidence of a breach of the Rules of Conduct, the matter will be referred to the Investigation team to undertake inquiries. |
| What is client empathy? | Client empathy is the ability to see things from the Client’s perspective. Empathy in client service means that you can put yourself in client’ shoes and understand their pain points. As a business, it is the ability to understand what a client experiences when they use your products or services. |
| What might the short falls of client care be? | Failure of understanding clients requirements misuse of client money providing service outside of competence taking on too much work without sufficient resources |
| As per RICS Client money handling, there is some money remaining with your firm and if the Client abscond then what to do? | If a client absconds with money held in your firm’s client account, you must first ensure all client money handling procedures have been followed, including reconciliation and record keeping. If all efforts to trace the client fail after a reasonable period (at least three years), the money can be donated to a registered charity, with proper documentation and an indemnity from the charity, as per RICS guidance. |
