Conflict Management Training - How to Support Staff Who Manage Customer Anger

Posted by Simmons Edmondson on February 4th, 2021

The key tenet of protection law is employers should not put staff in situations which pose a risk for their health and well-being. This concept is well understood and practiced where employers recognise physical situations such as not exposing staff to faulty equipment as well as to the potential for slips and trips. It is less well practiced when the health and well-being of staff are put in danger from experience of customers' aggression. Managing the impact of customer aggression seems less clear than managing the risks to staff from equipment failure. However the impact for being constantly about the receiving end of emotion loaded customer frustrations can be severe, including extreme stress and burnout. Organisations have a legal duty to perform all they could to aid staff managing customer aggression. In practice this means playing an energetic part in managing the behaviour of customers. Organisations should look at the management of customers' behaviour at three levels, namely: 1: Individual level: The staff member tries to manage the conflict directly while using customer. see this website must be trained regarding how to recognise and separate the issue under discussion in the customer's behaviour, and how to manage that behaviour effectively. If a staff member cannot calm your situation, the consumer should be directed on a supervisor or manager. 2: Supervisor/manager level: The supervisor or manager should aim to calm the buyer down by again attempting to address the buyer's behaviour. There is frequently an automatic down shift in a customer's aggression level whenever they perceive a 'win' by getting through to a manager. Unfortunately it doesn't always improve their behaviour whenever they call or turn up on the 'front line' the very next time, especially if they perceive their aggression worked first time round. 3: Organisation level: If the aggression persists or possibly repeated regularly (daily or weekly), the supervisor/manager should involve senior managers. Online workplace Mediation taken only at that level might include requesting that the customer only communicates with all the organisation in writing, or speaks having a manager only, or attends a unique location to access the service, or in extreme circumstances, the service may be withdrawn. We frequently meet staff who've to deal while using same known aggressive people ringing or calling daily or weekly. Staff can live in dread of such encounters as they may be very stressful to handle. Organisations have a very duty to handle these situations whatever the customers' circumstances. This might be a difficult concept to accept for managers and staff with vulnerable clients. However some some time and discussion with staff on what can be done to handle customer aggression and on the support staff feel they desire might be a very fruitful exercise. Support for staff should include addressing what the Health and Safety Executive outlined because key standards to reduce stress. Included in these standards will be the requirements to offer staff with additional treatments for their work, manage their demands better, and enhance their support through formal debriefing, supervision and conflict management training. There are many benefits to achieving this well. Better motivated, supported, and confident staff contributes to improved customer service levels!

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Simmons Edmondson

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Simmons Edmondson
Joined: February 2nd, 2021
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