SlideShare a Scribd company logo
Page 1 of 7
be as efficiently written as
Traditionally, an organisation’s external reporting is written by a communications or public
relations team. Think of publications like annual reports, media releases, advertising and
newsletters. And these documents are usually efficient to read. There are two reasons for
these documents being efficient to read.
1. They are mostly created by experienced specialists.
2. The writers work to a writing style guide.
But internal reporting like email, memos, reports and proposals, is not usually put together
by experienced writers, and many organisations do not have a writing style guide. Gone are
the days of legendary typing pools, when you’d simply send your document to be expertly
produced in line with the organisation’s format, tone and appropriate content. What a
luxury that would have been!
Now, everyone is expected to produce professional looking documents only relying on the
computer’s spell checker and grammar checker. But where do you learn the why and how to
adjust content and language? Those needs are certainly not in school programs nor in most
tertiary degrees. So, writers usually look at what was written by others in the organisation
and blindly follow precedent. The why and how to efficient workplace writing should be
taught during an employee’s induction period and regularly monitored. And, working with
your organisation’s writing style guide, there are compelling reasons to do so.
Why should
Internal
REPORTing
EXTERNAL REPORTing?
Page 2 of 7
1. Writers will be able to talk the same editing language to adjust documents,
especially when working in teams.
2. Writers will spend less time changing text and that will make them more
confident and competent.
3. Managers will spend less time checking team members’ writing and allow
them to get on with managing.
4. The organisation will also save time and money, since an efficient writer
spends less time creating documents and the person who checks the document
spends less time because there are fewer changes needed.
5. An efficiently written document circulated within an organisation will be
understood quickly. And this means actions and decisions will occur faster.
Now, here’s a typical internal report. Why do you
think it is an inefficient read?
Page 3 of 7
Overview
Currently the Complaints Handling Procedures across Short Tail Claims has received some
focus of late given the amount of recent change to both system and process. This review is
aimed at providing a level of assurance to the business that we are meeting our obligations
and to highlight where there may be opportunities for improvement where the level of
assurance is not adequate. Outlined below are the key findings and recommendations.
Claims & Assessing Process (CAP) documentation – Complaint handling procedures are well
documented in CAP with the majority of content being accurate and up to date. It was
identified that information on complaints handling procedures was stored under different
work procedure modules in CAP making it difficult and cumbersome to locate process
documentation. Some content was out of date, inaccurate and in some cases unclear.
Certain topics made reference to our obligations under due process and articulated which
sections these work procedures related to but this was inconsistent.
Some minor improvements are recommended, these are:
o Consolidate all information relating to complaints handling procedures into
one module and stored under the `Work Support’ procedures module in CAP.
o Define which sections of due process that each of the documented
complaints handling process applies to.
o Update out of date and inaccurate content.
Standardised letters with detailed complaints handling procedures – Complaints handling
procedures documented on the claim denial and financial hardship standard letters does
not meet the requirements of the code. It is recommended that the standard letters for
denials and financial hardship be adjusted accordingly and appropriate communication be
made to the network on these changes.
It was also identified that the Level 1 decision letter recently introduced as part of the
OP185 ASDX requirements is not adequate for when a decision is made in favour of our
insured. It is proposed that a new standard letter be drafted that would be more
appropriate to use in these situations.
Customer Exercise Database (CED) – Automated email notifications used to assist with
managing our complaints within the required time frames had failed. It was only identified
as part of this review that this functionality was not working as intended and had failed for
approximately 3 – 4 weeks. Immediate action was taken to ensure this was resolved and
communication of this finding was made to the Risk and Compliance Manager as well as the
Managers in STA.
Automated system flags for complaints that require a mandatory letter to be sent for
certain complaints do not appear to be working as per system requirements. Complaints
that are in relation to the value of a claim are not automatically flagged. After consultation
with the CED System Administrator in Customer Relations it was
identified that this is a relatively simple fix to the database. It is recommended a review be
completed on the complaint types to be automatically flagged in CED.
Page 4 of 7
Compliance certification records – There are currently no checks in place to review the
certification records. It is up to individual managers to check the Complete records for their
employees to make sure all compliance training has been completed at ‘On Boarding’. A
review of the certification records indicated 65 employees in SAA do not have up to date
training records in Complete.
Overall there appears to be a lack of understanding on the complaints handling process with
confusion surrounding when a written reply is required to disputes, timeframe
requirements and the process to follow at certain stages of a complaint. Recent online
training may not have been adequate for such a large change and it’s evident that staff are
finding it difficult to retain information or to locate the appropriate information for support.
Given this is consistent across the network it is recommended that a facilitated information
session be rolled out across all of SAA’s on the end to end process for managing complaints
together with a comprehensive user guide that has all of the guidelines on complaint
handling procedures.
Here’s the same report content, yet
40% more efficient to read because it
has 40% fewer words!
Page 5 of 7
Overview
The Complaints Handling Procedures for Short Tail Claims has been in focus due to the
recent change to system and process. This review assures the business that we are meeting
our obligations. It also points to possibly improving assurance with these findings and
recommendations.
Claims and Assessing Process (CAP)
CAP is mostly accurate and up to date on complaint handling procedures, yet information
was stored under different work procedure modules, making it difficult to find details. Some
content was out of date, inaccurate and in some cases unclear. Certain topics referred to
our obligations under due process, showing which sections matched procedures, but this
was inconsistent. We recommend:
o all complaints handling procedures be in one module under `Work Support’
procedures in CAP
o defining which sections of due process, documented complaints handling
applies to
o updating out of date and inaccurate content.
Standardised letters with detailed complaints handling procedures
Complaints handling procedures on the claim denial and financial hardship standard letters
do not meet the code’s needs. We recommend adjusting the standard letters for denials
and financial hardship and informing the network. Also, the Level 1 decision letter (part of
OP185 ASDX requirements) is not adequate for deciding in favour of our insured. We
recommend a new standard letter.
Customer Exercise Database (CED)
Automated email notifications for managing complaints on time failed for 3-4 weeks. We
resolved this and told the Risk and Compliance Manager and STA Managers.
Automated system flags for complaints needing a mandatory letter are not working well.
Complaints on the value of a claim are not automatically flagged. After consulting the
Customer Relations CED System Administrator, it was a simple database fix, but we
recommend reviewing the complaint types for CED automatic flagging.
Compliance certification records
There are no checks to review certification and managers have to check Complete for their
employees, ensuring all compliance training is done at ‘On Boarding’. Reviewing certification
records found 65 SAA people without current Complete training records. Staff are confused
about when a written reply is needed for disputes, timeframes and the stages of a
complaint. Recent online training may not have been adequate and it’s clear that staff are
finding it difficult to save information or find support details. This is consistent across the
network and we recommend information sessions for all SAAs on managing complaints, and
a user guide on complaint handling.
Page 6 of 7
We applied the skills an AROSA one day workshop teaches–how to recognise and apply
what we call Chop and Change checking. It’s a superior and easy way to take charge of your
own workplace writing. And here’s what we did.
Overview
Currently the Complaints Handling Procedures across Short Tail Claims has received some
focus of late given the amount of recent change to both system and process. This review is
aimed at providing a level of assurance to the business that we are meeting our obligations
and to highlight where there may be opportunities for improvement where the level of
assurance is not adequate. Outlined below are the key findings and recommendations.
Claims & Assessing Process (CAP) documentation – Complaint handling procedures are well
documented in CAP with the majority of content being accurate and up to date. It was
identified that information on complaints handling procedures was stored under different
work procedure modules in CAP making it difficult and cumbersome to locate process
documentation. Some content was out of date, inaccurate and in some cases unclear.
Certain topics made reference to our obligations under due process and articulated which
sections these work procedures related to but this was inconsistent.
Some minor improvements are recommended, these are:
o Consolidate all information relating to complaints handling procedures into
one module and stored under the `Work Support’ procedures module in CAP.
o Define which sections of due process that each of the documented
complaints handling process applies to.
o Update out of date and inaccurate content.
Standardised letters with detailed complaints handling procedures – Complaints handling
procedures documented on the claim denial and financial hardship standard letters does
not meet the requirements of the code. It is recommended that the standard letters for
denials and financial hardship be adjusted accordingly and appropriate communication be
made to the network on these changes.
It was also identified that the Level 1 decision letter recently introduced as part of the
OP185 ASDX requirements is not adequate for when a decision is made in favour of our
insured. It is proposed that a new standard letter be drafted that would be more
appropriate to use in these situations.
CHOP CHANGE
How did you do that?
Page 7 of 7
Customer Exercise Database (CED) – Automated email notifications used to assist with
managing our complaints within the required time frames had failed. It was only identified
as part of this review that this functionality was not working as intended and had failed for
approximately 3 – 4 weeks. Immediate action was taken to ensure this was resolved and
communication of this finding was made to the Risk and Compliance Manager as well as the
Managers in STA.
Automated system flags for complaints that require a mandatory letter to be sent for
certain complaints do not appear to be working as per system requirements. Complaints
that are in relation to the value of a claim are not automatically flagged. After consultation
with the CED System Administrator in Customer Relations it was
identified that this is a relatively simple fix to the database. It is recommended a review be
completed on the complaint types to be automatically flagged in CED.
Compliance certification records – There are currently no checks in place to review the
certification records. It is up to individual managers to check the Complete records for their
employees to make sure all compliance training has been completed at ‘On Boarding’. A
review of the certification records indicated 65 employees in SAA do not have up to date
training records in Complete.
Overall there appears to be a lack of understanding on the complaints handling process with
confusion surrounding when a written reply is required to disputes, timeframe
requirements and the process to follow at certain stages of a complaint. Recent online
training may not have been adequate for such a large change and it’s evident that staff are
finding it difficult to retain information or to locate the appropriate information for support.
Given this is consistent across the network it is recommended that a facilitated information
session be rolled out across all of SAA’s on the end to end process for managing complaints
together with a comprehensive user guide that has all of the guidelines on complaint
handling procedures.
Contact AROSA today to discuss how
we can make your workplace writing
more efficient: www.arosact.biz

More Related Content

Viewers also liked

Irish Midlands Airport 2011
Irish Midlands Airport 2011Irish Midlands Airport 2011
Irish Midlands Airport 2011
P_Little
 
Passing internal and external audits with reporting and dashboards nov 2011
Passing internal and external audits with reporting and dashboards   nov 2011Passing internal and external audits with reporting and dashboards   nov 2011
Passing internal and external audits with reporting and dashboards nov 2011
Scott Althouse
 
IBM Rational 8/16 Webinar Presentation
IBM Rational 8/16 Webinar PresentationIBM Rational 8/16 Webinar Presentation
IBM Rational 8/16 Webinar Presentation
Scott Althouse
 
Passing internal and external audits with reporting and dashboards nov 2011
Passing internal and external audits with reporting and dashboards   nov 2011Passing internal and external audits with reporting and dashboards   nov 2011
Passing internal and external audits with reporting and dashboards nov 2011
Scott Althouse
 
The Rise of the Top 20 Ghost Verbs
The Rise of the Top 20 Ghost VerbsThe Rise of the Top 20 Ghost Verbs
The Rise of the Top 20 Ghost Verbs
AROSA Consultancy and Training P/L
 
How to bust ghost verbs.
How to bust ghost verbs.How to bust ghost verbs.
How to bust ghost verbs.
AROSA Consultancy and Training P/L
 
Rothke Patchlink
Rothke    PatchlinkRothke    Patchlink
Rothke Patchlink
Ben Rothke
 
Designing Teams for Emerging Challenges
Designing Teams for Emerging ChallengesDesigning Teams for Emerging Challenges
Designing Teams for Emerging Challenges
Aaron Irizarry
 
Visual Design with Data
Visual Design with DataVisual Design with Data
Visual Design with Data
Seth Familian
 
Build Features, Not Apps
Build Features, Not AppsBuild Features, Not Apps
Build Features, Not Apps
Natasha Murashev
 
How to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your NicheHow to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your Niche
Leslie Samuel
 

Viewers also liked (11)

Irish Midlands Airport 2011
Irish Midlands Airport 2011Irish Midlands Airport 2011
Irish Midlands Airport 2011
 
Passing internal and external audits with reporting and dashboards nov 2011
Passing internal and external audits with reporting and dashboards   nov 2011Passing internal and external audits with reporting and dashboards   nov 2011
Passing internal and external audits with reporting and dashboards nov 2011
 
IBM Rational 8/16 Webinar Presentation
IBM Rational 8/16 Webinar PresentationIBM Rational 8/16 Webinar Presentation
IBM Rational 8/16 Webinar Presentation
 
Passing internal and external audits with reporting and dashboards nov 2011
Passing internal and external audits with reporting and dashboards   nov 2011Passing internal and external audits with reporting and dashboards   nov 2011
Passing internal and external audits with reporting and dashboards nov 2011
 
The Rise of the Top 20 Ghost Verbs
The Rise of the Top 20 Ghost VerbsThe Rise of the Top 20 Ghost Verbs
The Rise of the Top 20 Ghost Verbs
 
How to bust ghost verbs.
How to bust ghost verbs.How to bust ghost verbs.
How to bust ghost verbs.
 
Rothke Patchlink
Rothke    PatchlinkRothke    Patchlink
Rothke Patchlink
 
Designing Teams for Emerging Challenges
Designing Teams for Emerging ChallengesDesigning Teams for Emerging Challenges
Designing Teams for Emerging Challenges
 
Visual Design with Data
Visual Design with DataVisual Design with Data
Visual Design with Data
 
Build Features, Not Apps
Build Features, Not AppsBuild Features, Not Apps
Build Features, Not Apps
 
How to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your NicheHow to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your Niche
 

Similar to Why should internal reporting be as efficiently written as external reporting?

1B project MS V2
1B project MS V21B project MS V2
1B project MS V2
Malcolm Sanders
 
Complaints Management Part 2
Complaints Management Part 2Complaints Management Part 2
Complaints Management Part 2
Dr. Ted Marra
 
Building Effective Denial Management Dashboards
Building Effective Denial Management DashboardsBuilding Effective Denial Management Dashboards
Building Effective Denial Management Dashboards
CitiusTech
 
Reciprocity_Consolidated Objectives eBook v2
Reciprocity_Consolidated Objectives eBook v2Reciprocity_Consolidated Objectives eBook v2
Reciprocity_Consolidated Objectives eBook v2
justinklooster
 
internship ppt
internship pptinternship ppt
internship ppt
Prachi Sinha
 
Mf0013 & internal audit & control
Mf0013 & internal audit & controlMf0013 & internal audit & control
Mf0013 & internal audit & control
smumbahelp
 
Shree cv revised wo pic
Shree cv   revised wo picShree cv   revised wo pic
Shree cv revised wo pic
Sridevi Rayamuthu
 
Case Study on Driving Procure to Pay (Purchase to Pay) Quick Wins
Case Study on Driving Procure to Pay (Purchase to Pay) Quick WinsCase Study on Driving Procure to Pay (Purchase to Pay) Quick Wins
Case Study on Driving Procure to Pay (Purchase to Pay) Quick Wins
Chazey Partners
 
Analysis of AIS of any Public Limited Corporation (UBL)
Analysis of AIS of any Public Limited Corporation (UBL)Analysis of AIS of any Public Limited Corporation (UBL)
Analysis of AIS of any Public Limited Corporation (UBL)
waQas ilYas
 
Preparation and importance of a stores manual
Preparation and importance of a stores manualPreparation and importance of a stores manual
Preparation and importance of a stores manual
Navindu Munidasa
 
PMG TAG BPM_presentation
PMG TAG BPM_presentationPMG TAG BPM_presentation
PMG TAG BPM_presentation
Melanie Brandt
 
IMSM - Road to Implementation
IMSM - Road to ImplementationIMSM - Road to Implementation
IMSM - Road to Implementation
Delrae Eden
 
10 ESSENTIALS FOR A SUCCESSFUL OFFSHORE TRANSITION
10 ESSENTIALS FOR A SUCCESSFUL OFFSHORE TRANSITION10 ESSENTIALS FOR A SUCCESSFUL OFFSHORE TRANSITION
10 ESSENTIALS FOR A SUCCESSFUL OFFSHORE TRANSITION
BhavanthSoni
 
White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...
White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...
White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...
31West Global Services
 
Nextcard Case Essay
Nextcard Case EssayNextcard Case Essay
Nextcard Case Essay
Angie Jorgensen
 
Mf0013 & internal audit & control
Mf0013 & internal audit & controlMf0013 & internal audit & control
Mf0013 & internal audit & control
smumbahelp
 
Task 2 planning
Task 2 planningTask 2 planning
Task 2 planning
AndreaAdanza107
 
Common lo2 information 1.1.2
Common lo2   information 1.1.2Common lo2   information 1.1.2
Common lo2 information 1.1.2
aspyrnatixist
 
9 Critical Components for A Successful Client Interaction Framework
9 Critical Components for A Successful Client Interaction Framework 9 Critical Components for A Successful Client Interaction Framework
9 Critical Components for A Successful Client Interaction Framework
Chazey Partners
 
Running head The REA Approach1The REA Approach8The REA Approa.docx
Running head The REA Approach1The REA Approach8The REA Approa.docxRunning head The REA Approach1The REA Approach8The REA Approa.docx
Running head The REA Approach1The REA Approach8The REA Approa.docx
todd521
 

Similar to Why should internal reporting be as efficiently written as external reporting? (20)

1B project MS V2
1B project MS V21B project MS V2
1B project MS V2
 
Complaints Management Part 2
Complaints Management Part 2Complaints Management Part 2
Complaints Management Part 2
 
Building Effective Denial Management Dashboards
Building Effective Denial Management DashboardsBuilding Effective Denial Management Dashboards
Building Effective Denial Management Dashboards
 
Reciprocity_Consolidated Objectives eBook v2
Reciprocity_Consolidated Objectives eBook v2Reciprocity_Consolidated Objectives eBook v2
Reciprocity_Consolidated Objectives eBook v2
 
internship ppt
internship pptinternship ppt
internship ppt
 
Mf0013 & internal audit & control
Mf0013 & internal audit & controlMf0013 & internal audit & control
Mf0013 & internal audit & control
 
Shree cv revised wo pic
Shree cv   revised wo picShree cv   revised wo pic
Shree cv revised wo pic
 
Case Study on Driving Procure to Pay (Purchase to Pay) Quick Wins
Case Study on Driving Procure to Pay (Purchase to Pay) Quick WinsCase Study on Driving Procure to Pay (Purchase to Pay) Quick Wins
Case Study on Driving Procure to Pay (Purchase to Pay) Quick Wins
 
Analysis of AIS of any Public Limited Corporation (UBL)
Analysis of AIS of any Public Limited Corporation (UBL)Analysis of AIS of any Public Limited Corporation (UBL)
Analysis of AIS of any Public Limited Corporation (UBL)
 
Preparation and importance of a stores manual
Preparation and importance of a stores manualPreparation and importance of a stores manual
Preparation and importance of a stores manual
 
PMG TAG BPM_presentation
PMG TAG BPM_presentationPMG TAG BPM_presentation
PMG TAG BPM_presentation
 
IMSM - Road to Implementation
IMSM - Road to ImplementationIMSM - Road to Implementation
IMSM - Road to Implementation
 
10 ESSENTIALS FOR A SUCCESSFUL OFFSHORE TRANSITION
10 ESSENTIALS FOR A SUCCESSFUL OFFSHORE TRANSITION10 ESSENTIALS FOR A SUCCESSFUL OFFSHORE TRANSITION
10 ESSENTIALS FOR A SUCCESSFUL OFFSHORE TRANSITION
 
White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...
White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...
White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...
 
Nextcard Case Essay
Nextcard Case EssayNextcard Case Essay
Nextcard Case Essay
 
Mf0013 & internal audit & control
Mf0013 & internal audit & controlMf0013 & internal audit & control
Mf0013 & internal audit & control
 
Task 2 planning
Task 2 planningTask 2 planning
Task 2 planning
 
Common lo2 information 1.1.2
Common lo2   information 1.1.2Common lo2   information 1.1.2
Common lo2 information 1.1.2
 
9 Critical Components for A Successful Client Interaction Framework
9 Critical Components for A Successful Client Interaction Framework 9 Critical Components for A Successful Client Interaction Framework
9 Critical Components for A Successful Client Interaction Framework
 
Running head The REA Approach1The REA Approach8The REA Approa.docx
Running head The REA Approach1The REA Approach8The REA Approa.docxRunning head The REA Approach1The REA Approach8The REA Approa.docx
Running head The REA Approach1The REA Approach8The REA Approa.docx
 

More from AROSA Consultancy and Training P/L

Lusby’s Estate Lugarno Lot 5 895 Forest Rd.
Lusby’s Estate Lugarno Lot 5  895 Forest Rd.Lusby’s Estate Lugarno Lot 5  895 Forest Rd.
Lusby’s Estate Lugarno Lot 5 895 Forest Rd.
AROSA Consultancy and Training P/L
 
The Mattheis of Lime Kiln Bay Lugarno
The Mattheis of Lime Kiln Bay LugarnoThe Mattheis of Lime Kiln Bay Lugarno
The Mattheis of Lime Kiln Bay Lugarno
AROSA Consultancy and Training P/L
 
The Zoellers of Lugarno
The Zoellers of LugarnoThe Zoellers of Lugarno
The Zoellers of Lugarno
AROSA Consultancy and Training P/L
 
Mushroom Farm in Lugarno Sydney.pdf
Mushroom Farm in Lugarno Sydney.pdfMushroom Farm in Lugarno Sydney.pdf
Mushroom Farm in Lugarno Sydney.pdf
AROSA Consultancy and Training P/L
 
Atlantis to Somaliland: prisoner stories from world war 2
Atlantis to Somaliland: prisoner stories from world war 2Atlantis to Somaliland: prisoner stories from world war 2
Atlantis to Somaliland: prisoner stories from world war 2
AROSA Consultancy and Training P/L
 
I worked furiously but need your help with this cover letter.
I worked furiously but need your help with this cover letter.I worked furiously but need your help with this cover letter.
I worked furiously but need your help with this cover letter.
AROSA Consultancy and Training P/L
 
Dear CEO
Dear CEODear CEO
Gone Fishin' at Henley's Boat Shed, Lugarno
Gone Fishin' at Henley's Boat Shed, LugarnoGone Fishin' at Henley's Boat Shed, Lugarno
Gone Fishin' at Henley's Boat Shed, Lugarno
AROSA Consultancy and Training P/L
 
1849 advice on using the apostrophe
1849 advice on using the apostrophe1849 advice on using the apostrophe
1849 advice on using the apostrophe
AROSA Consultancy and Training P/L
 
Nine steps to more efficient workplace writing
Nine steps to more efficient workplace writingNine steps to more efficient workplace writing
Nine steps to more efficient workplace writing
AROSA Consultancy and Training P/L
 
The Boatwrights of Henley Pleasure Grounds, Lugarno
The Boatwrights of Henley Pleasure Grounds, LugarnoThe Boatwrights of Henley Pleasure Grounds, Lugarno
The Boatwrights of Henley Pleasure Grounds, Lugarno
AROSA Consultancy and Training P/L
 
How to help a time-poor reader.
How to help a time-poor reader.How to help a time-poor reader.
How to help a time-poor reader.
AROSA Consultancy and Training P/L
 
Using chop and change checking for more efficient reading.
Using chop and change checking for more efficient reading.Using chop and change checking for more efficient reading.
Using chop and change checking for more efficient reading.
AROSA Consultancy and Training P/L
 
The Amazing 1800s: 80 ways to sign off your business letter.
The Amazing 1800s: 80 ways to sign off your business letter.The Amazing 1800s: 80 ways to sign off your business letter.
The Amazing 1800s: 80 ways to sign off your business letter.
AROSA Consultancy and Training P/L
 
Beware of business memo hype!
Beware of business memo hype!Beware of business memo hype!
Beware of business memo hype!
AROSA Consultancy and Training P/L
 
Workplace punctuation
Workplace punctuationWorkplace punctuation
Workplace punctuation
AROSA Consultancy and Training P/L
 
We need strong business writing.
We need strong business writing.We need strong business writing.
We need strong business writing.
AROSA Consultancy and Training P/L
 
Paris Climate Change Agreement: Peppered With Poor Prose.
Paris Climate Change Agreement: Peppered With Poor Prose.Paris Climate Change Agreement: Peppered With Poor Prose.
Paris Climate Change Agreement: Peppered With Poor Prose.
AROSA Consultancy and Training P/L
 
Why we shot down that plane.
Why we shot down that plane.Why we shot down that plane.
Why we shot down that plane.
AROSA Consultancy and Training P/L
 
How to create a High Reader Impact cover letter
How to create a High Reader Impact cover letterHow to create a High Reader Impact cover letter
How to create a High Reader Impact cover letter
AROSA Consultancy and Training P/L
 

More from AROSA Consultancy and Training P/L (20)

Lusby’s Estate Lugarno Lot 5 895 Forest Rd.
Lusby’s Estate Lugarno Lot 5  895 Forest Rd.Lusby’s Estate Lugarno Lot 5  895 Forest Rd.
Lusby’s Estate Lugarno Lot 5 895 Forest Rd.
 
The Mattheis of Lime Kiln Bay Lugarno
The Mattheis of Lime Kiln Bay LugarnoThe Mattheis of Lime Kiln Bay Lugarno
The Mattheis of Lime Kiln Bay Lugarno
 
The Zoellers of Lugarno
The Zoellers of LugarnoThe Zoellers of Lugarno
The Zoellers of Lugarno
 
Mushroom Farm in Lugarno Sydney.pdf
Mushroom Farm in Lugarno Sydney.pdfMushroom Farm in Lugarno Sydney.pdf
Mushroom Farm in Lugarno Sydney.pdf
 
Atlantis to Somaliland: prisoner stories from world war 2
Atlantis to Somaliland: prisoner stories from world war 2Atlantis to Somaliland: prisoner stories from world war 2
Atlantis to Somaliland: prisoner stories from world war 2
 
I worked furiously but need your help with this cover letter.
I worked furiously but need your help with this cover letter.I worked furiously but need your help with this cover letter.
I worked furiously but need your help with this cover letter.
 
Dear CEO
Dear CEODear CEO
Dear CEO
 
Gone Fishin' at Henley's Boat Shed, Lugarno
Gone Fishin' at Henley's Boat Shed, LugarnoGone Fishin' at Henley's Boat Shed, Lugarno
Gone Fishin' at Henley's Boat Shed, Lugarno
 
1849 advice on using the apostrophe
1849 advice on using the apostrophe1849 advice on using the apostrophe
1849 advice on using the apostrophe
 
Nine steps to more efficient workplace writing
Nine steps to more efficient workplace writingNine steps to more efficient workplace writing
Nine steps to more efficient workplace writing
 
The Boatwrights of Henley Pleasure Grounds, Lugarno
The Boatwrights of Henley Pleasure Grounds, LugarnoThe Boatwrights of Henley Pleasure Grounds, Lugarno
The Boatwrights of Henley Pleasure Grounds, Lugarno
 
How to help a time-poor reader.
How to help a time-poor reader.How to help a time-poor reader.
How to help a time-poor reader.
 
Using chop and change checking for more efficient reading.
Using chop and change checking for more efficient reading.Using chop and change checking for more efficient reading.
Using chop and change checking for more efficient reading.
 
The Amazing 1800s: 80 ways to sign off your business letter.
The Amazing 1800s: 80 ways to sign off your business letter.The Amazing 1800s: 80 ways to sign off your business letter.
The Amazing 1800s: 80 ways to sign off your business letter.
 
Beware of business memo hype!
Beware of business memo hype!Beware of business memo hype!
Beware of business memo hype!
 
Workplace punctuation
Workplace punctuationWorkplace punctuation
Workplace punctuation
 
We need strong business writing.
We need strong business writing.We need strong business writing.
We need strong business writing.
 
Paris Climate Change Agreement: Peppered With Poor Prose.
Paris Climate Change Agreement: Peppered With Poor Prose.Paris Climate Change Agreement: Peppered With Poor Prose.
Paris Climate Change Agreement: Peppered With Poor Prose.
 
Why we shot down that plane.
Why we shot down that plane.Why we shot down that plane.
Why we shot down that plane.
 
How to create a High Reader Impact cover letter
How to create a High Reader Impact cover letterHow to create a High Reader Impact cover letter
How to create a High Reader Impact cover letter
 

Recently uploaded

Luxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - SponsorshipLuxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - Sponsorship
uitdiedosfinance
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptxBenefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Brian Frerichs
 
Chief Compliance Officer Leadership Vision 2024 Report
Chief Compliance Officer Leadership Vision 2024 ReportChief Compliance Officer Leadership Vision 2024 Report
Chief Compliance Officer Leadership Vision 2024 Report
Compliance Vision
 
upGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptxupGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptx
himanshubclubofgsv
 
Network Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for ObservabilityNetwork Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for Observability
GauriKale30
 
STEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publicationsSTEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publications
mcynthus
 
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Philip M Caputo
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
Dubiz
 
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
grouphirani24
 
What's your strategy? Getting tactical about being strategic.
What's your strategy? Getting tactical about being strategic.What's your strategy? Getting tactical about being strategic.
What's your strategy? Getting tactical about being strategic.
Doug Hall
 
How Do Flange Adapters Work and Why Are They Essential?
How Do Flange Adapters Work and Why Are They Essential?How Do Flange Adapters Work and Why Are They Essential?
How Do Flange Adapters Work and Why Are They Essential?
Texas Flange
 
Restaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel HammametRestaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel Hammamet
rihabkorbi24
 
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
Virtual Production Tool Set and Technologies Redefining Cinema.pdfVirtual Production Tool Set and Technologies Redefining Cinema.pdf
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
virtualproduction38
 
20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf
tjcomstrang
 
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
حبوب الاجهاض سايتوتك للبيع في الامارات cytotec واتس 00966583759617
 
Standard Operating Procedure for Digital Marketing
Standard Operating Procedure for Digital MarketingStandard Operating Procedure for Digital Marketing
Standard Operating Procedure for Digital Marketing
Dipendra Prasad Poudel
 
2024 BPMN MIWG Capability Demonstration
2024  BPMN MIWG Capability Demonstration2024  BPMN MIWG Capability Demonstration
2024 BPMN MIWG Capability Demonstration
Denis Gagné
 
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
Katsuya Shiratori
 
AI and Best Use Cases for Your Personal Life.pptx
AI and Best Use Cases for Your Personal Life.pptxAI and Best Use Cases for Your Personal Life.pptx
AI and Best Use Cases for Your Personal Life.pptx
Brian Frerichs
 

Recently uploaded (20)

Luxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - SponsorshipLuxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - Sponsorship
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptxBenefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
 
Chief Compliance Officer Leadership Vision 2024 Report
Chief Compliance Officer Leadership Vision 2024 ReportChief Compliance Officer Leadership Vision 2024 Report
Chief Compliance Officer Leadership Vision 2024 Report
 
upGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptxupGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptx
 
Network Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for ObservabilityNetwork Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for Observability
 
STEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publicationsSTEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publications
 
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
 
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
 
What's your strategy? Getting tactical about being strategic.
What's your strategy? Getting tactical about being strategic.What's your strategy? Getting tactical about being strategic.
What's your strategy? Getting tactical about being strategic.
 
How Do Flange Adapters Work and Why Are They Essential?
How Do Flange Adapters Work and Why Are They Essential?How Do Flange Adapters Work and Why Are They Essential?
How Do Flange Adapters Work and Why Are They Essential?
 
Restaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel HammametRestaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel Hammamet
 
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
Virtual Production Tool Set and Technologies Redefining Cinema.pdfVirtual Production Tool Set and Technologies Redefining Cinema.pdf
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
 
20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf
 
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
 
Standard Operating Procedure for Digital Marketing
Standard Operating Procedure for Digital MarketingStandard Operating Procedure for Digital Marketing
Standard Operating Procedure for Digital Marketing
 
2024 BPMN MIWG Capability Demonstration
2024  BPMN MIWG Capability Demonstration2024  BPMN MIWG Capability Demonstration
2024 BPMN MIWG Capability Demonstration
 
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
 
AI and Best Use Cases for Your Personal Life.pptx
AI and Best Use Cases for Your Personal Life.pptxAI and Best Use Cases for Your Personal Life.pptx
AI and Best Use Cases for Your Personal Life.pptx
 

Why should internal reporting be as efficiently written as external reporting?

  • 1. Page 1 of 7 be as efficiently written as Traditionally, an organisation’s external reporting is written by a communications or public relations team. Think of publications like annual reports, media releases, advertising and newsletters. And these documents are usually efficient to read. There are two reasons for these documents being efficient to read. 1. They are mostly created by experienced specialists. 2. The writers work to a writing style guide. But internal reporting like email, memos, reports and proposals, is not usually put together by experienced writers, and many organisations do not have a writing style guide. Gone are the days of legendary typing pools, when you’d simply send your document to be expertly produced in line with the organisation’s format, tone and appropriate content. What a luxury that would have been! Now, everyone is expected to produce professional looking documents only relying on the computer’s spell checker and grammar checker. But where do you learn the why and how to adjust content and language? Those needs are certainly not in school programs nor in most tertiary degrees. So, writers usually look at what was written by others in the organisation and blindly follow precedent. The why and how to efficient workplace writing should be taught during an employee’s induction period and regularly monitored. And, working with your organisation’s writing style guide, there are compelling reasons to do so. Why should Internal REPORTing EXTERNAL REPORTing?
  • 2. Page 2 of 7 1. Writers will be able to talk the same editing language to adjust documents, especially when working in teams. 2. Writers will spend less time changing text and that will make them more confident and competent. 3. Managers will spend less time checking team members’ writing and allow them to get on with managing. 4. The organisation will also save time and money, since an efficient writer spends less time creating documents and the person who checks the document spends less time because there are fewer changes needed. 5. An efficiently written document circulated within an organisation will be understood quickly. And this means actions and decisions will occur faster. Now, here’s a typical internal report. Why do you think it is an inefficient read?
  • 3. Page 3 of 7 Overview Currently the Complaints Handling Procedures across Short Tail Claims has received some focus of late given the amount of recent change to both system and process. This review is aimed at providing a level of assurance to the business that we are meeting our obligations and to highlight where there may be opportunities for improvement where the level of assurance is not adequate. Outlined below are the key findings and recommendations. Claims & Assessing Process (CAP) documentation – Complaint handling procedures are well documented in CAP with the majority of content being accurate and up to date. It was identified that information on complaints handling procedures was stored under different work procedure modules in CAP making it difficult and cumbersome to locate process documentation. Some content was out of date, inaccurate and in some cases unclear. Certain topics made reference to our obligations under due process and articulated which sections these work procedures related to but this was inconsistent. Some minor improvements are recommended, these are: o Consolidate all information relating to complaints handling procedures into one module and stored under the `Work Support’ procedures module in CAP. o Define which sections of due process that each of the documented complaints handling process applies to. o Update out of date and inaccurate content. Standardised letters with detailed complaints handling procedures – Complaints handling procedures documented on the claim denial and financial hardship standard letters does not meet the requirements of the code. It is recommended that the standard letters for denials and financial hardship be adjusted accordingly and appropriate communication be made to the network on these changes. It was also identified that the Level 1 decision letter recently introduced as part of the OP185 ASDX requirements is not adequate for when a decision is made in favour of our insured. It is proposed that a new standard letter be drafted that would be more appropriate to use in these situations. Customer Exercise Database (CED) – Automated email notifications used to assist with managing our complaints within the required time frames had failed. It was only identified as part of this review that this functionality was not working as intended and had failed for approximately 3 – 4 weeks. Immediate action was taken to ensure this was resolved and communication of this finding was made to the Risk and Compliance Manager as well as the Managers in STA. Automated system flags for complaints that require a mandatory letter to be sent for certain complaints do not appear to be working as per system requirements. Complaints that are in relation to the value of a claim are not automatically flagged. After consultation with the CED System Administrator in Customer Relations it was identified that this is a relatively simple fix to the database. It is recommended a review be completed on the complaint types to be automatically flagged in CED.
  • 4. Page 4 of 7 Compliance certification records – There are currently no checks in place to review the certification records. It is up to individual managers to check the Complete records for their employees to make sure all compliance training has been completed at ‘On Boarding’. A review of the certification records indicated 65 employees in SAA do not have up to date training records in Complete. Overall there appears to be a lack of understanding on the complaints handling process with confusion surrounding when a written reply is required to disputes, timeframe requirements and the process to follow at certain stages of a complaint. Recent online training may not have been adequate for such a large change and it’s evident that staff are finding it difficult to retain information or to locate the appropriate information for support. Given this is consistent across the network it is recommended that a facilitated information session be rolled out across all of SAA’s on the end to end process for managing complaints together with a comprehensive user guide that has all of the guidelines on complaint handling procedures. Here’s the same report content, yet 40% more efficient to read because it has 40% fewer words!
  • 5. Page 5 of 7 Overview The Complaints Handling Procedures for Short Tail Claims has been in focus due to the recent change to system and process. This review assures the business that we are meeting our obligations. It also points to possibly improving assurance with these findings and recommendations. Claims and Assessing Process (CAP) CAP is mostly accurate and up to date on complaint handling procedures, yet information was stored under different work procedure modules, making it difficult to find details. Some content was out of date, inaccurate and in some cases unclear. Certain topics referred to our obligations under due process, showing which sections matched procedures, but this was inconsistent. We recommend: o all complaints handling procedures be in one module under `Work Support’ procedures in CAP o defining which sections of due process, documented complaints handling applies to o updating out of date and inaccurate content. Standardised letters with detailed complaints handling procedures Complaints handling procedures on the claim denial and financial hardship standard letters do not meet the code’s needs. We recommend adjusting the standard letters for denials and financial hardship and informing the network. Also, the Level 1 decision letter (part of OP185 ASDX requirements) is not adequate for deciding in favour of our insured. We recommend a new standard letter. Customer Exercise Database (CED) Automated email notifications for managing complaints on time failed for 3-4 weeks. We resolved this and told the Risk and Compliance Manager and STA Managers. Automated system flags for complaints needing a mandatory letter are not working well. Complaints on the value of a claim are not automatically flagged. After consulting the Customer Relations CED System Administrator, it was a simple database fix, but we recommend reviewing the complaint types for CED automatic flagging. Compliance certification records There are no checks to review certification and managers have to check Complete for their employees, ensuring all compliance training is done at ‘On Boarding’. Reviewing certification records found 65 SAA people without current Complete training records. Staff are confused about when a written reply is needed for disputes, timeframes and the stages of a complaint. Recent online training may not have been adequate and it’s clear that staff are finding it difficult to save information or find support details. This is consistent across the network and we recommend information sessions for all SAAs on managing complaints, and a user guide on complaint handling.
  • 6. Page 6 of 7 We applied the skills an AROSA one day workshop teaches–how to recognise and apply what we call Chop and Change checking. It’s a superior and easy way to take charge of your own workplace writing. And here’s what we did. Overview Currently the Complaints Handling Procedures across Short Tail Claims has received some focus of late given the amount of recent change to both system and process. This review is aimed at providing a level of assurance to the business that we are meeting our obligations and to highlight where there may be opportunities for improvement where the level of assurance is not adequate. Outlined below are the key findings and recommendations. Claims & Assessing Process (CAP) documentation – Complaint handling procedures are well documented in CAP with the majority of content being accurate and up to date. It was identified that information on complaints handling procedures was stored under different work procedure modules in CAP making it difficult and cumbersome to locate process documentation. Some content was out of date, inaccurate and in some cases unclear. Certain topics made reference to our obligations under due process and articulated which sections these work procedures related to but this was inconsistent. Some minor improvements are recommended, these are: o Consolidate all information relating to complaints handling procedures into one module and stored under the `Work Support’ procedures module in CAP. o Define which sections of due process that each of the documented complaints handling process applies to. o Update out of date and inaccurate content. Standardised letters with detailed complaints handling procedures – Complaints handling procedures documented on the claim denial and financial hardship standard letters does not meet the requirements of the code. It is recommended that the standard letters for denials and financial hardship be adjusted accordingly and appropriate communication be made to the network on these changes. It was also identified that the Level 1 decision letter recently introduced as part of the OP185 ASDX requirements is not adequate for when a decision is made in favour of our insured. It is proposed that a new standard letter be drafted that would be more appropriate to use in these situations. CHOP CHANGE How did you do that?
  • 7. Page 7 of 7 Customer Exercise Database (CED) – Automated email notifications used to assist with managing our complaints within the required time frames had failed. It was only identified as part of this review that this functionality was not working as intended and had failed for approximately 3 – 4 weeks. Immediate action was taken to ensure this was resolved and communication of this finding was made to the Risk and Compliance Manager as well as the Managers in STA. Automated system flags for complaints that require a mandatory letter to be sent for certain complaints do not appear to be working as per system requirements. Complaints that are in relation to the value of a claim are not automatically flagged. After consultation with the CED System Administrator in Customer Relations it was identified that this is a relatively simple fix to the database. It is recommended a review be completed on the complaint types to be automatically flagged in CED. Compliance certification records – There are currently no checks in place to review the certification records. It is up to individual managers to check the Complete records for their employees to make sure all compliance training has been completed at ‘On Boarding’. A review of the certification records indicated 65 employees in SAA do not have up to date training records in Complete. Overall there appears to be a lack of understanding on the complaints handling process with confusion surrounding when a written reply is required to disputes, timeframe requirements and the process to follow at certain stages of a complaint. Recent online training may not have been adequate for such a large change and it’s evident that staff are finding it difficult to retain information or to locate the appropriate information for support. Given this is consistent across the network it is recommended that a facilitated information session be rolled out across all of SAA’s on the end to end process for managing complaints together with a comprehensive user guide that has all of the guidelines on complaint handling procedures. Contact AROSA today to discuss how we can make your workplace writing more efficient: www.arosact.biz