The Grievance redressal mechanism is an integral part of any managed machine. Governments cannot claim to be responsible, responsive and easy to use unless an efficient and effective complaint repair mechanism is established. In fact, the organization’s complaint remediation mechanism is an indicator for measuring its efficiency and effectiveness, as it provides important comments about administrative operations.
Table of Content
Structure of Grievance Redressal Machinery at the Apex Level
Public complaints are received at various points in the Indian Government. The central Government that handles these complaints mainly has two node agencies. These institutions are: –
- Administrative Reform and Public Complaints Department, Ministry of Personnel, Complaints and Public Pension
- Cabinet Secretariat Public Complaints Bureau
Grievance Redressal Procedure of the bank
The Administrative Reform and Public Billing Department is a node agency for policy and citizen-centric initiatives on public complaint remediation mechanisms. The role of administrative reform and the public billing sector is an initiative focused mainly on citizens in the areas of government administrative reform and public billing to enable government machinery to provide quality public services. It is to do the trouble to the citizens. Freely eliminate the cause of complaints.
Complaints received by departments will be sent to the relevant ministries/departments/state government/UT. These departments handle substantive functions related to compensation claims based on threats to the complainant. The department process’s approximately 1000 complaints every year, depending on the severity of the complaint, and regularly tracks them until final disposal. This allows the department to evaluate the effectiveness of the government agents’ billing repair machine in question.
Based on the complaints received, the ministry identifies the problem areas of the Government that tend to file complaints. These problem areas are the subject of research, and corrective actions are proposed to the department/organization in question.
When customer expectations are not met, or they feel that their views have not been heard, it is natural to want to intensify and escalate to the next level. There is a general belief among many clients that if they escalate to a superior leader, the action will happen faster. However, this is not always the case.
Your first priority as a leader is to avoid unnecessary escalation. If the experts closest to the job are trained and still involved, the problems will be resolved faster.
When this is not possible, best practices must be followed to ensure that your climbs get the best results.
Your first priority as a leader is to avoid unnecessary escalation. You can do this by ensuring that team member who interacts directly with customers have the tools and training they need to succeed. Personnel must also be empowered to use their judgment and make the majority of daily decisions on behalf of their clients. Finally, the responsibilities, responsibilities and measures of success among this team must be clear and documented.
A great indicator of the efficiency of your customer service staff is the average time it takes to resolve a ticket. Having early quick response times is fine, but if it takes too much time to resolve customer concerns, it will eventually hurt your experience.
But fast problem-solving times can also confuse you. It is a known practice among many service companies where support personnel label tickets as solved without solving the problem completely, to meet their objectives.
Therefore, you must have a solid quality control system that ensures that the solved tickets really represent solved problems. This, once again, is one of the key customer service metrics that need to be closely monitored.
Customer satisfaction is another key performance indicator that you need to track and monitor closely. Satisfaction is often a subjective measure and does not always show the full picture. Therefore, you should use it in combination with other customer service metrics to make sense of it.
For example, if a customer’s satisfaction rating is high, but the NPS rating is low, you must go deeper to find out the reasons.
The increase in sales is when you convince your customers, often with high-quality service delivery, to opt for a higher-priced version of your product. Cross selling is when you convince customers to buy a product complementary to the existing product/service they have.
Higher sales and cross-selling rates mean that your service departments are doing an exceptional job and successfully convince customers to spend more on their products. This eventually improves the dollar value per customer, another key organizational KPI.
Public Grievances Redressal Mechanism
|S.No.||Public Sector Banks||URL|
|1||Bank of Baroda||http://www.bankofbaroda.com/redressal_comps.asp|
|2||Bank of India||http://www.bankofindia.co.in/english/GrievanceForm_pg.aspx|
|3||Bank of Maharashtra||https://www.bankofmaharashtra.in/complaints_grievances|
|5||Central Bank of India||https://www.centralbankofindia.co.in/site/MainSite.aspx?status=1&menu_id=15|
|7||Indian Overseas Bank||http://www.iob.in/|
|8||Punjab National Bank||https://www.pnbindia.in/En/ui/Customer-Care.aspx|
|9||Punjab & Sind Bank||https://www.psbindia.com/|
|10||State Bank of India||http://www.sbi.co.in/portal/web/customer-care/customer-care|
|12||Union Bank of India||http://www.unionbankofindia.co.in/Grievances_Redressal.aspx|
|13||Reserve Bank of India||https://m.rbi.org.in/commonman/English/Scripts/AgainstBank.aspx|
Grievance Redressal Procedure of the Bank
If you look at a team that spends most of its time in firefighting mode, I think that means we have a leadership problem. If you inherit a team like this, take a step back, observe and ask yourself if you have the tools, training, direction and judgment to succeed.
The Bank’s policy for the repair of complaints follows the Principles mentioned below:
- Customers receive fair treatment at all times.
- Complaints raised by customers are treated with courtesy and on time
- Clients are fully informed of the ways to escalate their complaints/claims within the organization and their rights to an alternative remedy if they are not completely satisfied with the Bank’s response to their complaints.
- The Bank will handle all complaints efficiently and fairly, as they can damage the reputation and business of the Bank if handled otherwise.
- Bank employees will work in good faith and without prejudice to the interests of the client.
To make the Bank’s reparation mechanism more meaningful and effective, the Bank will have a structured system. Such a system will ensure that the repair sought is fair and just and in accordance with the rules and regulations. The policy document will be available at all branches. All employees will be informed about the claims management process to ensure better customer service and general awareness in the Bank.
24×7 Helpline Number of Banks
The different bank has its different 24×7 helpline number, and most of the bank provides a toll-free number to its customer. On these toll-free numbers, customer can solve their queries easily.
|Banks Name||Customer Care Number|
|State Bank of India||1800 425 3800|
|Punjab National Bank||1800 180 2222|
|Oriental Bank of Commerce||1800 180 1235|
|HDFC Bank||1800 266 4332|
|ICICI Bank||1860 120 7777|
|Axis Bank||1860 419 5555|
|Indian Overseas Bank||1800 425 4445|
|United Bank of India||1800 345 0345|
|Union Banks of India||1800 22 2244|
|Indian Bank||1800 4250 0000|
|DCB Bank||1800 209 5363|
|Allahabad Bank||1800 57 22 000|