Complaints and Grievances Management Policy
Our coaching institute utilizes the copy-righted STOP Conflict model: Stories, Topics, Options and Plan.
• Stories – each person gets a chance to tell their respective story, wherein one actively listens to, rephrases it, and reflects on the same.
• Topics – compilation / creation of one consolidated list of all the complaint and grievance relevant topics.
• Options – one is to offer multiple solutions as these multiple solutions opens up the mind, allowing for the corresponding flexibility to solve root-cause issues.
• Plan – list specific and take measurable action steps, within assigned timelines, and name the person responsible for the action to be executed upon. Grievances Procedure 12
Formal Submission
• A complaint may be submitted to a trainer who may work with the coaching student to resolve it. If it is not resolved at that level, then the trainer is to escalate the complaint to the director of training.
• A complaint may be submitted to the support team who may work to resolve it. If it is not resolved at that level, then the complaint is escalated to the CEO.
• A complaint may also be submitted directly to the CEO. Initial Review • Consider the complaint and how it can be appropriately addressed.
• Start with a conversation, verbally or by email, for clarity and understanding plus inputs from the individual on how he/she would want it to be addressed.
• If the resolution is manageable and appropriate, move forward.
• If the complaint or desired resolution are either unreasonable or inappropriate, escalate it to the CEO.
Determine Appropriateness for Further Review and/or Action
• Review the input from the person making the complaint and the person against whom the complaint has been made.
• Determine the need and/or appropriateness of either resolving with appropriate action immediately or a more comprehensive investigation.
Investigate
• Meet with the person making the complaint to learn more.
• Meet with the person against whom the complaint is made to learn more.
• Consider additional applicable information such as trends in behaviors, influencing factors, and reasonableness.
Explore Options and Opportunities
• Ask each person involved to offer multiple options for resolution.
• Ask each person involved how they see it working for everyone within any constraints such as program guidelines, ethics, and company policies.
• Reflect on other possible solutions.
Final Determination
• Decide which of the options best serves all involved.
• Notify everyone involved of the determination.
• Establish the process and timeline for follow-through and follow-up.
Appeal
• If the person making the complaint or the person against whom the complaint believes the determination is out of line, offer them the space to be further heard and understood.
• If it makes sense to reevaluate, go back to investigating, exploring options, and then follow-up determination.
• If it does not make sense to reevaluate, advise the person accordingly.
• As a last resort, he / she can be advised about ICF’s IRB
