developing the rcic and client relationship course...

Developing the RCIC and Client Relationship Course

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Workbook

Version: 2016-002 Last Modified: October 3, 2016

©2016 Immigration Consultants of Canada Regulatory Council. No part of this publication may be used or reproduced in any manner whatsoever without the prior written permission of the Council, except in the case

of non-commercial use of brief quotations accompanied by proper citation.


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Table of Contents

Module 1: Entering into the Relationship with the Client..………………….............3

Module 2: Managing the Relationship with the Client ....................................... 8

Module 3: Concluding the Relationship with the Client ................................... 18

Appendices

Appendix A—Preliminary Assessment Form Sample ....................................... 28 Appendix B—Preliminary Assessment Questions Resource ............................ 31 Appendix C—6 Types of Difficult Clients Resource………………………………. ...... ..33 Appendix D—Identifying Conflict of Interest Resource ................................... .35 Appendix E—Conflict Management Styles Resource………………………….…….. .. .36 Appendix F—Client Survey Sample ............................................................. …….38 Appendix G—Resource List……………………………………………………………………….... .39


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Module 1: Entering into the Relationship with the Client ICCRC’s Requirements for Entering into the Relationship with the Client Instructions: In your small group, think about ICCRC’s requirements with respect to 1) soliciting the potential client, 2) assessing the potential client, 3) the initial consultation, and 4) the retainer agreement. In the space provided below, list as many requirements as you can from memory.

Aspect of entering into the client relationship

ICCRC’s Requirements

1. Soliciting the potential client

2. Assessing the potential client

3. Conducting an initial consultation

4. Entering into a retainer agreement


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Determining Competency Instructions: In small groups, complete the template below by identifying and recording three (3) questions an RCIC should ask himself/herself in order to determine competency following the initial consultation and prior to entering into a retainer agreement with a client. NOTE: If the RCIC is competent, then the correct response to the question should be “Yes”. Be prepared to share your list with the whole group.

Question to Determine Competency Y/N

1.

2.

3.

Top 5 Questions for Determining Competency

1. _____________________________________________________________________________

_____________________________________________________________________________

2. _____________________________________________________________________________

_____________________________________________________________________________

3. _____________________________________________________________________________

_____________________________________________________________________________

4. _____________________________________________________________________________

_____________________________________________________________________________

5. _____________________________________________________________________________

_____________________________________________________________________________


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Tips for the Preliminary Assessment

Tip

1. Ensure the potential client doesn’t mistakenly think you are already working for him/her.

2. Learn how to tell a potential client that you can’t conduct an initial consultation with him/her and/or that you can’t enter into a retainer agreement with him/her.

Consider Article 5 (Competence) of the Code of Professional Ethics

3. Acknowledge that you won’t be able to help everyone.

4. Ensure you are comfortable with the client.

5. Obtain the client’s information immediately and enter it into your system.

6. Obtain the client’s documents right away.

7. Establish a relationship with the client during the first meeting, discuss the method of communication (e.g., email first and then RCIC will respond).

8. Know your business practices and expectations (e.g., not to work with clients who don’t have email).

9. Build up your network of contacts (e.g., lawyers, other RCICs, accountants, realtors, etc.) so that you can refer clients to others, as needed.

10 Advise clients only on matters in which you are knowledgeable.

11. If receiving a transferred file, conduct your own independent analysis of the situation, facts, etc.

12. Be wary of the client who can’t easily agree on your fee and any necessary upfront financial commitment.

13. Consider the challenges and risks involved in representing friends and/or family members.

14. Be professional, obtain written instructions, and avoid acting outside of your area(s) of expertise when representing friends and/or family members.

15. Consider your instincts and your first impression of the potential client.

16. Create an intake form to gather the potential client’s information and to identify his/her suitability to your practice

17. Take a few days to review the intake form prior to meeting with potential client.

18. Communicate the decision not to meet with/take on the potential client immediately and in writing.

19. Return any documents belonging to the potential client.

20. Monitor and re-assess the client on an ongoing basis.

Tips for Managing Client Expectations

Tip

1. Be professional with the client, even if the client is a friend or family member.

2. Establish good rapport with the client right away and then actively maintain it.

3. Establish clear expectations around communication and processes.

4. Teach the client about the overall immigration/citizenship process as well as your internal process.


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5. Have a clear process for handling a client who has transferred from another authorized representative.

6. Clearly outline your contact/communication process to the client.

7. Include your contact/communication process in the retainer agreement.

8. Carefully review the scope and terms of the retainer agreement together.

9. Carefully review the section of the retainer agreement on fees (professional fee and disbursements) and when fees are considered to be earned.

10. Allow the client to review the retainer agreement on his/her own and then go through it point by point with the client.

11. Provide a realistic estimation of how long it may take to prepare your client’s application and how long it may take to process once it is submitted. Avoid over-promising.

12. Be specific about the documents your client needs to provide to you and when he/she needs to provide them. Document such requests.

13. Provide the client with prompt and regular updates.

14. Advise your client in advance if you plan to take a vacation or other such leave and implement your contingency plan accordingly.

15. Discuss with the client his/her objectives and expectations surrounding required services, anticipated results, related costs, required time, etc.

16. Explain your expectations of the client and of yourself at the beginning of the relationship (e.g., manner of communication, frequency of updates by both RCIC and client, document collection, etc.).

17. Save and PDF everything (e.g., letters, documents from the client, correspondence, etc.).

18. If communicating with client through text messaging, back-up all text messages.

19. Meet with the client face-to-face (even if it’s via SKYPE), whenever possible.

20. Keep a professional distance from the client—avoid becoming emotionally involved.

21. Under-promise to the client, but over-deliver in customer service.

22. Set realistic expectations.

23. Do things with your client, rather than “to” or “for” your client.

24.

Explain about additional service requests prior to signing the retainer agreement.

25.

Explain that you are paid for the professional service that you provide and not for the outcome of the visa application.

26.

Explain that you can’t guarantee the outcome of the application.


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Module 1: Application Activity

My first paying client, let’s call her Madame R., is one of the most challenging people I have

ever worked with. Just to give you an idea, she insisted on recording all of our conversations

on an old tape recorder!

Madame R. is elderly and was living on her own in Canada at the time. Her family, back in her

home country, was insisting that she bring one of her nephews to Canada to work as her

Live-in Caregiver. She didn’t like him very much, but she decided to move ahead with the

process anyway.

Now, I encourage my clients to be engaged and to ask questions about the process, and

Madame R. certainly did that; however, she had even more questions about my professional

and also my family background.

Eventually, I asked whether she was interested in entering into a retainer agreement with me

and I briefly described its purpose. She said she would need time to properly review the

agreement before signing.

Over the next three weeks I received at least two or three emails from her every day,

questioning one line or another in the retainer agreement and I received so many phone calls

asking me what I thought her family’s real motives were. I advised her on a number of

occasions not to begin the process until she was sure it was what she wanted to do.

Finally, we signed the agreement. And while I had concerns about taking her on as a client, I

also had bills to pay.

Madame R. constantly questioned why the government would need a particular document or

piece of information. And when I described a reasonable wage for a live-in caregiver she

looked horrified and said there was no way she would pay that. I explained that if she did not

agree to pay at least that amount then I did not think her LMIA would be successful. She

responded by accusing me of conspiring with her nephew to steal all of her savings!

After a lot of time and effort, her application was ready for submission. I then realised that

while we had discussed the application fee, I neglected to state in the retainer agreement

that the application fee was in addition to my professional fee. When I raised this with

Madame R., she refused to pay a nickel more than what was listed on the retainer

agreement.

we had agreed upon.

So tell me, is it fair that he is now refusing to pay me? Is it right that he should avoid my

telephone calls, ignore my emails and worse yet, pretend that he does not know me

after we see each other dropping our children off at the same school?

Script


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Module 2: Managing the Relationship with the Client

Communication Styles

Instructions: Rank your “Communication Style and Description” below from 1-4 (1 being the communication style with which you most

strongly identify and 4 being the communication style with which you least identify). Review the “Approach to Communication” and “Tips

on Communicating with Him/Her” for the communication style you identified as being #1.

Communication Style and Description

Approach to Communication Tips on Communicating With Him/Her

RELATIONAL—This person’s world revolves around people, relationships, and fostering growth. He/she focuses attention on establishing the relationship. The information he/she conveys is woven into this relationship-building endeavour.

Creative—Embellishes points and makes use of examples. Discusses ideas, insights, and concepts as they relate to people, the human condition, and the future.

Acknowledgement—Recognize the person before addressing the agenda.

Friendly—Is approachable and neighbourly and acknowledges others.

Show care—Show that you care about the person and his/her feelings and that you understand that the person is unique.

Expressive—Speaks dramatically and with feeling in voice.

Respond to feelings—Listen for the feelings behind the words.

Empathetic—Able to view a situation from another person’s point of view.

Recognize contributions—Use words that express appreciation and care.

Indirect—Interprets bluntness, quickness or loudness as rude. Tells stories or creates metaphor to enhance learning.

Listen carefully to what is said—This shows that you care. Avoid bluntness, quickness and loudness.

RISK-TAKER—This person pushes boundaries and seeks change. He/she can be quite charming and often approaches the relationship as a negotiator. NOTE: If this person is extroverted, he/she will more closely demonstrate the “Approach to Communication”.

Confident—Whether or not this confidence is warranted.

Lighten-up—Enjoy the playful behaviour. Remember that he/she is serious about accomplishing the goal.

Present-oriented—Lives for the moment and may interrupt others.

Given an audience—Allow him/her to share information and feelings.

Brief—Direct, gets to the point quickly. Be direct and to the point

Straightforward—Upfront and simple, doesn’t embellish or soften the delivery.

Be prepared for straight content—Try not to take offense and remember that he/she is trying to accomplish the goal.


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Communication Style and Description

Approach to Communication Tips on Communicating With Him/Her

Varied—Short attention span for things in which he/she is not directly involved. Seeks opportunities, options and choices.

Move with them—You may have a more productive conversation with him/her while walking or are engaging in a physical activity.

PLANNER—This person may come across as businesslike and often speaks of structure and responsibility. He/she is usually conservative and firm in his/her views.

Concrete—Prefers to have information documented for future reference. Values accuracy and responsibility.

Be specific—Provide the relevant details (preferably in writing) and avoid abstract ideas or generalizations.

Task-focused—Stays on topic and considers it to be rude when others interject comments or change the subject.

Outline priorities—Be very clear about expectations and order of importance. Provide feedback to let him/her know he/she is on track and meeting the requirements.

Chronological—Prefers to speak of events in order, from the past to the most recent.

Plan ahead—Be prepared and know what you are going to say before you say it.

Detail-oriented—Prefers concrete details and logistics over generalities and interpretations.

Stay on target—Complete one concept before moving to another.

Closure—Desires completion and likes to finish his/her sentence or thought.

Don’t interrupt—Allow him/her to finish what he/she is doing and acknowledge you before beginning a conversation.

PROBLEM-SOLVER—This person communicates in order to gain or share information. He/she has instant rapport with those who understand his/her communication style and who are excited to share ideas and concepts.

Purposeful—Views “small talk” as a waste of time. Quickly addresses the pertinent information.

Give time to think—Allow him/her to ponder the subject and weigh the options before responding.

Logical—Objective and uses analysis to reach conclusions. Prefers not to display deep emotions.

Stick to logic—Avoid emotional appeals.

Views big picture—Considers the main idea or concept before focusing on the details.

Understand and heed—Try to present the main idea or concept before focusing on the details.

Asks questions—Seeks information and facts, may engage in debate, and appreciates the pros and cons. Responds negatively to inaccurate information or incompetence.

Don’t misinterpret the need for information as anything else—Realize that he/she has a need to question and explore.

Dislikes redundancy—May get irritated or disengage from the conversation if someone over-explains something.

Notice the humour—Recognize the dry sense of humour and give the benefit of the doubt.

Modified resource used with author’s permission: Ferguson-Pinet, L. (2010). Conundrum Adventures


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Tips for Communicating with the Client

General Tips

Get all client instructions in writing. Provide client with regular status reports.

Follow-up phone conversations and face-to-face meetings with an email summary.

Be able to say “I don’t know” to a client when he/she asks you something you aren’t sure about. o Inform the client that you will investigate

the matter and get back to him/her in a timely manner.

Your website should include: o appropriate disclaimers; o terms of use; o a confidentiality statement; o a statement informing the public as to

what information is collected and what is done with it; and

o a statement clarifying that a potential client isn’t a client unless a retainer agreement has been signed.

Be aware of all incoming communications that require attention. o Maintain records to address incoming

communications. o Prioritize messages using a filtered

approach such as “flagging” or “colour coding”.

Include a contact “email form” on your website (rather than including your email) to reduce SPAM.

Allow client to feel involved and more in control by keeping him/her informed and educated.

Promptly notify client of any changes, or anticipated changes, to the file.

Follow the communication plan, as laid out in the retainer agreement, but be flexible when needed.

Respond to client communication in a timely and effective manner o If unable to, notify the client as to when a

response may be expected.

Professional communications: o consider content and tone; o provide essential information; o are clear; o are precise; o are objective (rather than

emotional/subjective); and o are civil.

Consider implementing a policy to respond to all client communications within 24 hours of receipt.

When responding to an emotional message, draft your message and then wait until the next day to send it.

Provide client with a copy of all new documents/materials when created.


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Tips on Using Email Tips on Using the Phone

Respond to email at fixed times of the day. Group your calls and set aside time each day to make calls.

Organize messages: o Identify priority messages; o Explore options for filtering and filing

emails; and o Set up folders for archiving emails.

Be prepared to speak with the client (have client’s file open, gather relevant documents, etc.).

Check your spelling/grammar. o Take a course to improve your writing

skills.

Speak clearly and slowly.

Print long emails that are important so that you may read them carefully.

Be prepared to receive a voicemail message.

Consider client confidentiality. Use a standard greeting when answering the phone.

Keep your response short and clear. Add variation to your voice.

Consider the tone of your message. Tell the client you have a fixed amount of time to speak on the phone and stick to it.

Tips on Face-to-Face Meetings Don’t answer the phone while eating/drinking.

Appoint a “chair” (or leader) for the meeting. Consider your tone of voice.

Set a clear beginning and ending time and stick to it.

Smile—the client can’t see your smile, but it impacts your tone.

Begin the meeting on time. Make notes during the call and follow-up with an email summary.

Be prepared—have an agenda, gather relevant documents, etc.

Answer the phone quickly.

Minimize interruptions. Avoid multi-tasking when on the phone.

Regularly summarize what the client is saying during the meeting to confirm your understanding.

If text messaging with the client, back up texts.

Take notes and follow-up with an email summary.

Tips on Using Voice Mail

Check and clear voice mails often. Make a record of all voice mail messages.


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Tips for Dealing with Conflict

Tip

1. Acknowledge the concern promptly, and preferably in writing.

2. Acknowledge the client’s perspective.

This doesn’t necessarily mean you agree with the client, but it does show that you are listening and that you respect his/her viewpoint.

This approach leads to dialogue.

3. Be honest and objective.

4. Take responsibility for errors you or your agent/employee made.

5. Show the client you are listening and that you value the client’s feedback by using open body language (e.g., arms and legs are not crossed in any way, head directed towards the client, etc.).

6. Seek to understand the cause of the concern and why the client raised it.

7. Use a non-threatening tone of voice.

8. Remain calm and courteous, regardless of the client’s behaviour.

9. Use language that the client will easily understand.

10. Respect cultural differences.

11. Document the concern immediately.

12. Indicate a timeline for addressing the concern, as outlined in the retainer agreement.

13. Notify the client that if the concern remains unresolved, he/she may complain to ICCRC, as outlined in the retainer agreement.

14. Consider how this issue might be prevented in future.

15. Consider taking a course on conflict management.

Work consulted: Office of the Immigration Services Commissioner. (2014). Guide on how to prevent client dissatisfaction from escalating into a formal complaint. Retrieved from: https://www.gov.uk/government/uploads/system/ uploads/attachment_data/file/324382/complaints_excalate.pdf

https://www.gov.uk/government/uploads/system/

http://www.uploads/attachment_data/file/324382/complaints_excalate.pdf


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Conflict Management Styles Instructions: Review the “Conflict Management Styles Resource” in Appendix E and refer back to it, as needed. Review your assigned scenario below. How would you manage the situation if the client was displaying the identified conflict management style? Record your approach in the space provided below.

A. Dominating

RCIC Adhi and her client, Mona, are meeting to review the signed retainer agreement, at Mona’s insistence. Mona is arguing that she didn’t have time to fully read and understand the retainer agreement prior to signing it and is demanding that the retainer agreement be changed to state that the client is entitled to a full refund in the event the application is unsuccessful. Mona threatens to take her business elsewhere if her demand isn’t met. Before Adhi has a chance to respond, Mona tells Adhi that it’s in her best interest to simply change the retainer agreement as she is well connected and will tell all of her friends not to use Adhi’s services.

How would you manage this situation if you were RCIC Adhi?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

B. Accommodating

RCIC Youssef and RCIC Daniel are meeting with their client, Sabrina, to review her immigration application before submitting. During the review, several errors are identified under the sections for which Daniel was responsible. Sensing tension in the room, and knowing that Daniel is a new RCIC, Sabrina says she may have misunderstood the questions or was perhaps not paying attention and provided the wrong information.


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How would you manage this situation if you were RCIC Youssef? How would you manage the situation if you were RCIC Daniel?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

C. Avoiding

Client Xiao, upon graduating from a Canadian university, decided to apply for a post graduate work permit. Xiao’s university employs two RCICs—Andrew and Suresh. Xiao had been dealing with RCIC Andrew, but after RCIC Andrew criticized Xiao for being late to an appointment, Xiao decided to approach RCIC Suresh to assist him with his work permit application. While filling out the application, RCIC Suresh mistakenly indicated that Xiao studied for less than two years when he should have indicated that he had in fact studied for more than two years. Not wishing to cause trouble, Xiao didn’t correct Suresh prior to the application submission. Xiao is now upset that he did not receive a three-year post-graduate work permit.

How would you manage this situation if you were RCIC Suresh?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________


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D. Compromising

“Who pays for nothing?” exclaims client Sammeh, while reviewing the clause in the retainer agreement that requires a 50% deposit upon singing the retainer agreement. Sammeh goes on to explain that in his culture you only pay once all of the work has been done to the client’s satisfaction. RCIC Oxana states that it is the law firm’s practice to collect a deposit upfront and that she will deposit all unearned money into the firm’s trust account. Sammeh acknowledges Oxana’s response and then counters with an offer of a 30% deposit rather than a 50% deposit.

How would you manage this situation if you were RCIC Oxana?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

E. Collaborating

Client Livia has never met her RCIC in person. She has, however, met with the RCIC’s agent, Hugo, on a number of occasions. Hugo recently contacted Livia and told her that her immigration application can be fast tracked if she pays him an additional $1,000, which he claims he would then forward to the RCIC. Livia challenges Hugo on the matter, as she knows this not to be true, and then contacts the RCIC directly to tell her what Hugo said. Livia speaks calmly with the RCIC and tells her she’d rather deal directly with her from this point on.

How would you manage this situation if you were the RCIC?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________


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Module 2: Application Activity

Where I come from, it is important to be upfront. If there is a problem, I like to talk

about it. I cannot afford not to. I do good work. Is it unreasonable to expect to be

paid for that work? This is what I told Mr. X, which is not really his name, obviously.

I took on Mr. X at the end of the financial year, which is a very busy time for me in my

other business. Maybe I wasn’t watching my immigration practice closely enough.

And, yes, there was that one time I forgot about a meeting with Mr. X at a Starbucks,

downtown. But I made it up to him; I apologised and rescheduled. He seemed fine

with it; hardly said a word.

He wanted my help with an FSWP application, back in 2014. I explained to him that if

we did not act soon, it was possible the cap could be reached for his profession and

that his application may not be accepted. Did he fully appreciate this? I think so, but

how do you know for sure? He would nod when I explained things to him, but when

it came to preparing the documents for submission I had to chase after him to hurry

things along. I’d telephone him, I’d nag him to submit the documents and every time

he’d say “Sure, sure, I’m working on it, I’ll have it to you soon”. And then, before I

knew it, he would have us talking about the motherland and the state of politics

there.

When finally his application was ready for submission, the cap had not yet been

reached. But yes, you guessed it…by the time the application was received, it had. So

what does Mr. X do? He accuses me of always acting slowly and of keeping him

waiting.

I know I did my best to get his application submitted before the cap was reached. I

performed the services listed in our retainer agreement and I reached the milestones

we had agreed upon.

So tell me, is it fair that he is now refusing to pay me? Is it right that he should avoid

my telephone calls, ignore my emails and worse yet, pretend that he does not know

me after we see each other dropping our children off at the same school?

Script


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Instructions: In your small group, consider the issues and the conflict management style of the client, as presented in the video clip and, in the space provided below:

1. compose a response to the client; 2. decide on the format you would use to communicate the response to the client (e.g., email,

face-to-face meeting, phone call, etc.); and 3. propose additional strategies for communicating the response to the client (e.g., ensure a

witness is present, document everything that was said, etc.).

1. Response to Client:

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

2. Format for communicating the response to the client:

___________________________________________________________________________________

3. Additional strategies for communicating the response to the client:

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________


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Module 3: Concluding the Relationship with the Client

ICCRC’s Requirements for Concluding the Relationship with the Client Instructions: Read the scenario below and review the chart containing some of ICCRC’s requirements surrounding concluding the relationship with the client. How would you manage the situation? Record your response in the space provided below, referencing at least three (3) of ICCRC’s requirements.

Scenario: I was genuinely surprised when my client, Heba, told me she wanted to transfer her file to another RCIC. When I asked her why she wanted to transfer her file, she refused to give me a reason. I had collected all of the money up-front and most of Heba’s money is still in my client account, though much of it is already earned. I just completed the submission letter for her file, as the submission deadline is quickly approaching, but I am still waiting for my agent to forward several of Heba’s documents to me. I anticipate that it will be time-consuming and costly to consolidate her property at this point.

ICCRC’s Requirements:

Source Article/ Section

Requirement Source Article/ Section

Requirement

Code of Professional Ethics

A.8.2

Confidentiality survives the retainer. Client Account Regulation

s.6.1.a.iv Upon written direction, withdraw from the client account money to be transferred into the client account of another authorized representative.

s.6.1.a.vi Withdraw from the client account money to be refunded to the client for unearned services.


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Requirement


A.11.1

Withdrawal is obligatory if:

discharged by the client;

instructed by the client to do something illegal or against the Code;

continued involvement places you in a conflict of interest; or

you are not competent to handle the matter.

Client Account Regulation

s.9.1 Reconcile each month’s balances of all client accounts promptly and no later than 90 calendar days after month’s end.

A.11.2 Withdrawal is optional if there has been a serious loss of confidence (e.g., the client has deceived you, the client fails to give adequate instructions to you, or the client fails to accept and act on your advice).

Retainer Agreement Regulation

s.14.3 When terminating representation, ensure there is no prejudice to the client.

A.11.3 Withdrawal on other basis provided it will not prejudice the Client’s interests and is not done for an improper purpose.

s.16.1 Identify how unused fees will be refunded to the client.

A.11.4 Withdrawal on failure to pay after reasonable notice given, unless serious prejudice would result.

s.16.2 Notify the client that fees are not refundable in the event of an application refusal.

A.11.5 Upon discharge or withdrawal, you are to:

Client File Management Regulation

s.7.1 A client file may only be considered closed and complete when:

all outstanding fees or refunds have


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Requirement


deliver to the client all client property;

give the client all information in connection with the matter;

account for all client funds and refund funds not earned;

promptly render an account for outstanding fees/disbursements;


been settled;

client property has been returned; and

the client/designate has been notified in writing that the retainer agreement has been terminated and that client property has been returned.

co-operate with the successor;

notify in writing, within 10 days, any government agency where your name appears as representative.

s.7.2 Retain the closed client file in a secure and accessible location for a minimum of 6 years.

Agents Regulation

s.9.1 Identify in the agent agreement that the agent is responsible for forwarding to you all client records/ property upon receipt or creation.

s.7.3 Maintain a list of closed files including the date that the file was closed.

s.12.1 Include a statement in the agent agreement that outlines how the agent will protect the client’s personal information and records.

s.7.4 Upon closing the client file, establish a projected file destruction date and record this date in the file.

s.15.5 Include a statement in the agent agreement directing the agent to deliver all client records/property to you upon termination.

s.8.3 Return client property to the client/designate, in a secure and confidential manner, after the retainer agreement is terminated.


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Requirement


s.9.1 Return client property to the client/designate, and co-operate with the successor, in the event of withdrawal of service or representation.

s.10.1 Maintain a record of destroyed files, which includes at a minimum: the client name and address, a brief description of the service provided, the file closing date and the actual file destruction date.

s.10.2 Ensure that client confidentiality is maintained while destroying the client file.

In managing this situation and fulfilling at least three (3) of ICCRC’s requirements, I would… _________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________


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Assessing Client Satisfaction Instructions: Respond to the questions below in the space provided. 1. How do you think your clients see you?

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. How do you want your clients to see you? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

3. How are you currently assessing the satisfaction of your clients? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

4. What changes have you made to your immigration/citizenship consulting practice, based on client

feedback? If you have yet to receive client feedback, how prepared are you to make changes based on received feedback? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

5. What changes would you like to make with respect to assessing client satisfaction? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

6. What are some guidelines for implementing client feedback?

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

TIPS:

Consider sending a client survey along with your final invoice. (See Appendix F for a Sample.)

Listen carefully in order to make the best use of feedback.

Any changes you make should support the mission, values and goals of your immigration/citizenship consulting practice.


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Module 3: Role Play Activity Script: Client: I’ve been waiting for 25 minutes out there! I wasn’t offered a cup of coffee, or even a glass of

water!

RCIC: Nice to see you Frank. Why don’t you take a seat? Sorry to keep you waiting, I was with another client. As I’ve mentioned before, it’s best if you call us first to make an appointment; that way you won’t be kept waiting.

Client: So you can avoid my calls again!?! I must have sent you at least a hundred emails since we started this. Do you think I would send that many emails if you picked up your phone once in a while?!?

RCIC: We make every effort to return all our clients’ calls and emails within two business days, Frank.

Client: If you do, that’s the first I’ve heard of it! Well, it’s not going to happen again. I’m done. I’m done with you and this stupid application. I want my money back right now!

RCIC: Frank, if you want to withdraw the application and terminate our agreement that’s entirely up to you, but you should know that at this stage of the process you are not entitled to any refund. As a matter of fact, you still owe us money. An invoice was sent to you at the start of this month and we’re still awaiting payment.

Client: Is this some kind of joke? All I’ve done is hand money over to you and for what? Absolutely nothing!

RCIC: Do you want to tell me what’s going on? At this stage of the process why would you want to withdraw?

Client: I’m fed up! This whole thing was a mistake. I never should have agreed to it in the first place.

RCIC: It is a long process, Frank, and a long wait time, but that’s the nature of parental sponsorship.

Client: Well…I didn’t think it would take this long. But that’s not the point. Just give me back my money and we can both move on.

RCIC: I have a retainer agreement here signed by you and Abeni to assist you both in sponsoring Abeni’s parents to come to Canada. I believe I have been fulfilling my agreed-upon duties in representing you and Abeni so far. If there’s a part of my service that you are not happy with, I would appreciate the chance to address your concerns.


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Client: I told you already—emails and phone calls not answered, and how many times have you kept me waiting in that waiting room? Maybe our ideas of good customer service just don’t match up.

RCIC: I’m surprised to hear you say that, Frank. We get compliments all the time from our other clients on our customer service.

Client: You know, you’re all the same. You’re just like that other guy I used when I was sponsoring Abeni to come to Canada. Remember I told you I also had to fire him half way through the process? I hoped you would be much better, but I’m not seeing much of a difference considering how much money I’m paying you.

RCIC: I’m still not clear, Frank, on why you would want to withdraw the sponsorship application at this stage.

Client: I told you, this whole thing is one big mistake! I should never have agreed to it. I was pressured into it by you and Abeni. She was lonely and wasn’t settling in well. Well, what was I supposed to do?

RCIC Well, when we discussed this during the initial consultation, you and Abeni seemed very excited and committed to this particular process. What’s changed?

Client: Listen, the bottom line is that I can’t afford to support her parents on top of everything else I have going on. Have you any idea how hard it is for a small business owner like me to survive in this economy? I just think if you’d been more up front with me at the beginning and properly explained to me the commitment involved …well, I might have been able to make a more informed decision.

RCIC: I hope you don’t feel that I mislead you in any way, Frank. I believe I presented you with all the information you asked for.

Client: So it’s my fault now because I didn’t ask?!? Why we are we still talking? Write me a cheque right now and refund me all of my money, including government fees, and that will be the end of it.

RCIC: Perhaps I misspoke. What I meant to say was that I did provide you and Abeni with all of the relevant information. I explained your options, outlined the various steps, provided you with a time-frame and I’ve kept you updated on the process.

Client: Well, you would say that! What I want to know is why can’t Abeni’s parents just come over for a visit and stay for a few weeks…like normal people? Why do they have to move in?

RCIC: We did discuss other options, such as applying for the Super Visa, but you and Abeni were intent on having your in-laws move to Canada permanently. And so, you decided to pursue the sponsorship route.


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Client: Of course you’d take her side in all of this! Well, enough—I’m putting a stop to this right now!

RCIC: Okay, okay. At this point, I should remind you that I signed a retainer agreement with both you and Abeni and I need to ask if you have discussed this with her and whether she also wants to terminate representation.

Client: Well, it doesn’t really matter what she thinks because I’m the one who paid you, so…that’s all you need to worry about. And another thing, I don’t appreciate your condescending tone! I am a highly respected member of this community. I don’t think you want me talking about the lousy service I received here. CHEQUE!...NOW!...PLEASE!

RCIC: It is not my intention to be condescending towards you, Frank. I apologize if that’s the perception. I have a professional responsibility to all of my clients, including Abeni. I think we should include her in this conversation.

Client: Not going to happen! And if she attempts to contact you it would be in your best interest if you told her that her parents’ application was refused and there is nothing more that can be done.

RCIC: I can’t do that, Frank. I cannot lie to a client.

Client: Look, I didn’t want to have to do this, but you have given me no choice. I’m just going to have to file a formal complaint with your regulator. Do you really want to have your name dragged through the mud?

Instructions: In small groups, collaboratively decide on everyone’s roles: 1 “RCIC”, 1 “Client”, and 2 “Active Observers”. The RCIC and the Client will apply relevant strategies and concepts that were explored during the course while role playing what happens next in the given scenario. The Active Observers will be responsible for watching the role play and noting their observations in the chart below titled: “Active Observer Notes”. Active Observer Notes

Observed Strategy RCIC’s Use of Strategy Client’s Response to Strategy

1.


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2.

3.

4.

5.


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Instructions (cont’d): Following the role play, the Active Observers will share their comments with the entire small group. As a small group, evaluate the effectiveness of the observed strategies in the space below titled: “Evaluation of Observed Strategies”. Be prepared to share your evaluation with the whole group. Evaluation of Observed Strategies Based on the client’s response, which strategy used by the RCIC was... Most effective? Why? AND Least effective? Why?


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Appendix A

Preliminary Assessment Form Sample

Instructions: Please complete this form. NOTES: Do not write in coloured areas; add lines, as necessary; write N/A if a question is not applicable to you. Personal Information

Your First Name (given name) Your Middle Name(s) Your Last Name (surname)

Date of Birth (day/month/year) Sex

(Male/Female)

Country of Birth Country of Residence (if different from country of

birth)

Passport Number Country of Issue Date of Issue (day/month/year)

Date of Expiry (day/month/year)

Current Address (Street, City, Province/State, Postal Code, Country)

Cell Phone (including area code) Home Phone (including area code) Email Address

Marital Status IF you are married, what is the date you were married? (day/month/year)

IF you are in a common-law relationship, what was the date you started living together? (day/month/year)

IF you are married/in a common-law relationship, is your partner immigrating to Canada with you? (Y/N)

Do you have children? (Y/N) How many children do you have? IF you have children, include their ages below


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Indicate whether you have: worked in/studied in/visited/never been to Canada

Have you ever had a work or study permit to Canada? (Y/N)

IF you lived in Canada before, what were the dates? (day/month/year)

List the total amount of funds you have that are legal and transferrable (Do NOT include equity in real estate)

Do you or your partner have close family members who are permanent residents or citizens of Canada and live in Canada now? (Y/N)

IF you answered YES to the question to the left, please state the relationship of the family member to you/your partner and the name of the city in Canada in which he/she resides.

English Language Test – If you have taken an IELTS or CELPIP English language test, please complete the following:

IELTS or CELPIP? Ability Category Results

Reading

Date of Test (day/month/year) Writing

Speaking

General or Academic? Listening

Education Provide the following information for your high school and ALL schools attended thereafter, whether completed or not. (Add lines, as necessary.)

From: (year/month)

To: (year/month)

Name of School City / Country Type of Certificate or Diploma Issued

Area of Study—if not specific, write “General”

Employment History Please provide your employment history for the past ten (10) years—beginning with current—and include part-time positions. (Add lines, as necessary.)

From: (year/month)

To: (year/month)

Job Title City or Town and Country

Name of Company, Employer, School, etc.

Street Address of CANADIAN Employers ONLY


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Travel Please list all international travel in the last ten (10) years.

City and Country Purpose of Trip From (year/month) To (year/month) Visa Issued (Y/N)

Additional Questions

Read the following carefully and answer truthfully. Have you or your spouse/partner or dependents ever:

No Yes (Provide a detailed explanation in the space below)

Been convicted of, or currently subject to any criminal proceeding in any county?

Previously sought refugee status in Canada or applied for Canadian immigrant or permanent resident visa OR any other type of visa (e.g., temporary resident or visitor)?

Been denied refugee status, OR any type of visa (e.g., immigrant, permanent resident, visitor, temporary resident) in Canada or any other country?

Been refused admission to or ordered to leave Canada OR any other country?

Been involved in an act of genocide, a war crime, a crime against humanity, or the desecration of religious property?

Used, use or plan to use violence as an end to achieve political, social or religious objectives?

Been a member of a group that is or was involved with organized crime?

Had any serious diseases or physical or mental disorders?

Is there any other information that you feel is important to share as part of your preliminary assessment?

___________________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________________

RCICs consulted in the creation of this resource: Roxanne McInnis Jessome & Andrew McLennan.


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Appendix B

Preliminary Assessment Questions Resource [NOTE: This resource might be used when considering whether or not to accept an initial consultation.]

Questions for RCIC to Consider (Y/N) Notes

1. Has the potential client worked with an authorized representative before?

If “yes”, you may wish to note the associated category of representation and outcome.

2. Did the potential client discharge representation with another authorized representative prior to approaching you?

If “yes”, you may wish to note the reason(s) for termination as well as how many authorized representatives have handled the file.

You may wish to ask the potential client for written permission to contact the former authorized representative to discuss why representation was discharged and to clarify any outstanding issues.

3. Has another authorized representative withdrawn representation from this case?

If “yes”, you may wish to note the reason(s) for termination.

You may wish to ask the potential client for written permission to contact the former authorized representative to discuss why representation was withdrawn and to clarify any outstanding issues.

4. What are the potential client’s expectations of an immigration/citizenship application (e.g., time, cost, etc.)?

5. What are the potential client’s expectations of an authorized representative (e.g., with respect to his/her role, the regularity of communication, etc.)?


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Questions for RCIC to Consider (Y/N) Notes

6. Was the potential client angry or aggressive when interacting with you or your staff?

7. Did the potential client appear obsessed or overly-involved in the matter?

8. Did the potential client appear to be dependent?

9. Did the potential client appear to be hard-to-read?

10. Did the potential client appear to be unrealistic?

11. Did the potential client appear to be uncooperative?

12. Would you feel comfortable taking on this person as a client?

You may wish to consider the person’s words, tone, behaviour, etc.

13. Does the potential client’s situation fit within your scope of practice?

14. Is the potential client willing and able to pay your fees?

What evidence do you have to support your impression?

15. Have you obtained the full contact information of the potential client?

Modified resource used with author’s permission: Curtis, C. (2013). Dealing with the Difficult Client. In Dealing with Difficult Clients (p. 4). Retrieved from Lawyers’ Professional Indemnity Company. This originally appeared on the Dealing with Difficult Clients webpage. It is available here: http://practicepro.ca/practice/pdf/DealingDifficultClientCaroleCurtis.pdf

http://practicepro.ca/practice/pdf/DealingDifficultClientCaroleCurtis.pdf


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Appendix C

6 Types of Difficult Clients Resource

Type of client Description of client Should you choose to enter into a working relationship with this client, you may wish to…

1. Hostile Client This client was angry and aggressive prior to retaining you and will most likely remain angry and aggressive.

inform the client that you work for him/her but that you will not tolerate mistreatment of you or your staff; and/or

document all stages of this relationship.

2. Obsessive Client This client is overly-involved and may focus all of his/her attention on the immigration/citizenship matter, to the detriment of other areas of his/her life. This client may be needy, dependent and demanding and may require a great deal of time and attention.

encourage the client to prioritize the materials or questions that require your attention;

bill the client frequently and consider billing him/her by the hour so that he/she understands the cost associated with your time and work;

provide regular, agreed-upon updates;

assign the client specific tasks to complete; and/or

ensure that the client immediately receives copies of all work done on the file.

3. Dependent Client This client is unwilling or unable to take responsibility for his/her life and expects others to do everything for him/her. However, this client may also be quick to blame others if things don’t go the way he/she wanted them to go.

avoid making decisions on behalf of the client;

provide your advice to the client in writing;

obtain the client’s instructions in writing; and/or

encourage the client to locate an advisor (e.g., a friend, a family member, etc.) who can accompany him/her to meetings with you in order to assist him/her in considering your advice.

4. Hard-to-Read Client

This client may be difficult to assess and may be less than forthright with information and instructions.

be alert to instances where the client is deceitful or dishonest with you;

advise the client of relevant laws and requirements surrounding providing a truthful immigration/citizenship application;

carefully document this relationship, including all advice given to the client;

be alert to the client’s capacity to provide you with instructions;

ask the client for all instructions in writing;

document the client’s verbal instructions; and/or


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terminate the relationship if you cannot obtain sufficient instructions from the client.

5. Unrealistic Client This client may have unreasonable or unrealistic expectations about his/her situation, including the cost involved in pursuing such an immigration/citizenship application, the amount of time required in pursuing it, and the eventual outcome.

clearly document and discuss the expectations surrounding the cost, amount of time required and possible outcomes of the immigration/citizenship application;

create expectations together surrounding regularity of communication, scheduled meetings, etc.; and/or

bill the client by the hour.

6. Uncooperative Client

This client may be unwilling to accept and follow the advice of others.

document all stages of this relationship, including all advice given, all outcomes achieved, and the likely outcome of not following your advice; and/or

review with the client the requirements (including timelines) of the relevant immigration/citizenship authority.

Modified resource used with author’s permission: Curtis, C. (2013). Dealing with the Difficult Client. In Dealing with Difficult Clients (p. 9-14). Retrieved from Lawyers’ Professional Indemnity Company. This originally appeared on the Dealing with Difficult Clients webpage. It is available here: http://practicepro.ca/practice/pdf/DealingDifficultClientCaroleCurtis.pdf

http://practicepro.ca/practice/pdf/DealingDifficultClientCaroleCurtis.pdf


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Appendix D

Identifying Conflict of Interest Resource

Questions to Consider Notes

1. What are all of the interests that must be considered during representation?

2. Is there anyone else who has anything to do with the matter of representation?

3. Is more than one person relying on your advice with respect to this immigration/citizenship matter?

4. When considering representing more than one client, does there appear to be a conflicting interest in the immigration/citizenship matter? (See Article 9.1 of the Code of Professional Ethics for more information.)

5. If another individual attends a meeting with your client, does that individual believe that you are also representing him/her?

6. When representing more than one client in a matter, in order to maximize the interests of one of the clients, will the interests of the other client be compromised or negatively impacted?

7. Are you being asked by one client to keep secret from the other client information that is related to the matter?

8. When considering a joint retainer agreement, is there a real possibility that the clients will have an unresolvable conflict in the future?

Modified resource used with author’s permission: Lawyers’ Professional Indemnity Company. (1998). This originally appeared on pages 17-24 of Managing Conflict of Interest Situations, a booklet produced by the practicePRO program. It is available here: http://www.practicepro.ca/practice/pdf/conflict.pdf.The practicePRO® and TitlePLUS® programs are provided by LAWPRO.

http://www.practicepro.ca/practice/pdf/conflict.pdf


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Appendix E

Conflict Management Styles Resource

Conflict Management Style

Description of Individual who Uses this Style Individual’s Response to Feedback

A. Dominating This individual views conflict as a threat to his/her authority and seeks to end it quickly, which may involve:

intimidations,

threats, and/or

personal attacks. This individual also tends to take a win/lose position on the situation and finds it difficult to back down as this would be viewed as losing.

Defensive

Angry

B. Accommodating This individual views conflict as a threat to the warmth and balance of the relationship and will agree with the other party in order to prevent conflict. Where conflict is unpreventable, this individual may give in quickly or smooth over the issue so as not to hurt anyone’s feelings.

Silent

Accepting

Accepts more responsibility/blame for the issue than what is necessary

C. Avoiding This individual senses conflict and attempts to withdraw from it. When confronted with the conflict, this individual may use generalizations to avoid taking a position that might increase the conflict.

Avoids receiving feedback

Acknowledges received feedback and then quickly changes the topic

D. Compromising This individual views conflict as something to be negotiated and relies on the most common perspective in doing so. Therefore, he/she tends to side with the majority opinion and will avoid or confront conflict accordingly.

Listens to feedback

Accepts some level of responsibility

Seeks middle ground for moving forward, which may not be the most effective way forward


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Conflict Management

Style Description of Individual who Uses this Style Individual’s Response to

Feedback

E. Collaborating This individual views conflict as a tool which may produce new and improved ideas and will use communication as a means for raising issues. This individual typically seeks to resolve underlying causes of a conflict by addressing the issue in its early stages. This individual also understands the potential dysfunction associated with conflict.

Listens carefully

Assesses the validity of the feedback

Determines an appropriate level of responsibility

Cooperates with the other party

Pushes for effective resolution

Modified resource reprinted by permission of the publisher: Po-Chedley, D.A. (2001). Reprinted from Client Relationship Management: Using Relationship Management and Project Service Excellence to Create a Competitive Advantage. Amherst, MA: HRD Press. (800) 822-2801, www.hrdpress.com

http://www.hrdpress.com/


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Appendix F

Client Survey Sample

Instructions: Please rate your response to the following questions on a scale of 1-5 (1=poorly, 5=exceptionally).

1. How welcome did you feel the first time you walked into the office 1 2 3 4 5

and/or met with myself or one of my employees/agents?

2. How well do you feel you were listened to? 1 2 3 4 5

3. How well do you feel you were understood? 1 2 3 4 5

4. How well was the retainer agreement explained to you? 1 2 3 4 5

5. How well was the entire process explained to you? 1 2 3 4 5

6. How well did you understand how fees were being charged? 1 2 3 4 5

7. How well were you informed of developments on your file? 1 2 3 4 5

8. How well were your questions/concerns addressed? 1 2 3 4 5

9. How well were your expectations met? 1 2 3 4 5

10. Overall, how satisfied are you with the service that you received? 1 2 3 4 5

Please include any suggestions you may have for improved service. (Continue writing on back.)

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

If you would like me to follow-up with you on your feedback, please include your name and phone number or email address: ______________________________________________________________

Thank you for taking the time to complete this survey—your feedback is very important to me!


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Appendix G

Resource List

Book Resources

Cadiat, A.C. & Pichère, P. (2015). Maslow’s Hierarchy of Needs. (Probert, C., Trans.). Namur, Belgium: 50 Minutes. (Original work published 2014). Canavor, N. (2013). Business Writing for Dummies. Chichester, West Sussex, UK: John Wiley & Sons, Ltd. Dundurn Press Limited, Public Works and Government Services Canada Translation Bureau. (1997). Revised and Expanded: The Canadian Style: A Guide to Writing and Editing. Toronto, ON: Her Majesty the Queen in Right of Canada. Evenson, R. (2012). Powerful Phrases for Effective Customer Service: Over 700 Ready-to-Use Phrases and Scripts That Really Get Results. New York, NY: AMACOM. Fleming, I. (2011). Time management pocketbook, 6th edition: A pocketful of tips, techniques and tools for those who want to make effective use of their business time. (6th ed). Alresford, Hampshire, UK: Management Pocketbooks Ltd. Gallagher, R. S. (2013). The customer service survival kit: what to say to defuse even the worst customer situations. New York, NY: AMACOM. Leland, K. & Bailey, K. (2006). Customer Service for Dummies. Hoboken, NJ: Wiley Publishing Inc. Po-Chedley, D. A. (2001). Client Relationship Management: Using Relationship Management and Project Service Excellence to Create a Competitive Advantage. Amherst, MA: HRD Press. Soudagar, R., Iyer, V., & Hildebrand, V. G. (2012). The customer experience edge: Technology and Techniques for Delivering an Enduring, Profitable, and Positive Experience to Your Customers. New York, NY: McGraw-Hill.

Internet Resources Customer Service Resources Grammar/Writing Resources

Canada Business Network. (2015). What is customer relationship management? Retrieved from http://www.canadabusiness.ca/eng/page/2650/

Government of Canada. (2015). Language Portal of Canada. Retrieved from http://www.noslangues-ourlanguages.gc.ca/index-eng.php

Canadian Management Centre. (2015). Free Resources: Communication. Retrieved from http://cmcoutperform.com/free-resources/communications

Government of Canada. (2015). Writing tools. Retrieved from http://www.noslangues-ourlanguages.gc.ca/bien-well/outils-tools-eng.html

Government of Canada. (2014). Getting paid by your customers. Retrieved from http://www.canadabusiness.ca/eng/page/2645/

Public Works and Government Services Canada. (2012). Letters and Memorandums. Retrieved from http://www.btb.termiumplus.gc.ca/tcdnstyl-chap?lang=eng&lettr=chapsect10&info0=10

HealthForceOntario. (n.d.). Customer Relationship Management. Retrieved from http://www.healthforceontario.ca/UserFiles/file/Floating/Program/Recruiter%20U/recruitment-essentials-crm-en.pdf

Public Works and Government Services Canada. (2015). My TERMIUM. Retrieved from http://www.btb.termiumplus.gc.ca/tpv2alpha/mny-termium-eng.html?lang=eng&srchtxt=&i=&index=alt

http://www.canadabusiness.ca/eng/page/2650/

http://www.noslangues-ourlanguages.gc.ca/index-eng.php

http://www.noslangues-ourlanguages.gc.ca/index-eng.php

http://cmcoutperform.com/free-resources/communications

http://cmcoutperform.com/free-resources/communications

http://www.noslangues-ourlanguages.gc.ca/bien-well/outils-tools-eng.html

http://www.noslangues-ourlanguages.gc.ca/bien-well/outils-tools-eng.html

http://www.canadabusiness.ca/eng/page/2645/

http://www.btb.termiumplus.gc.ca/tcdnstyl-chap?lang=eng&lettr=chapsect10&info0=10

http://www.btb.termiumplus.gc.ca/tcdnstyl-chap?lang=eng&lettr=chapsect10&info0=10

http://www.healthforceontario.ca/UserFiles/file/Floating/Program/Recruiter%20U/recruitment-essentials-crm-en.pdf



http://www.btb.termiumplus.gc.ca/tpv2alpha/mny-termium-eng.html?lang=eng&srchtxt=&i=&index=alt

http://www.btb.termiumplus.gc.ca/tpv2alpha/mny-termium-eng.html?lang=eng&srchtxt=&i=&index=alt


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Customer Service Resources Grammar/Writing Resources

Mouvement des caisses Desjardins. (1996-2015). Customer Service: How to prevent complaints and handle those you get. Retrieved from https://www.desjardins.com/ca/co-opme/business/tip-sheets/customer-service-how-prevent-handle-complaints/index.jsp

University of Ottawa, The Writing Centre. (n.d.). The Writing Center: HyperGrammar. Retrieved from http://arts.uottawa.ca/writingcentre/en/hypergrammar

Ressources Entreprises. (2015). La source d’information des PME et entrepreneurs. Retrieved from http://www.ressourcesentreprises.org/english/

University of Victoria, Department of English. (1997). The University of Victoria's Hypertext Writer's Guide. Retrieved from http://web.uvic.ca/wguide/

Video Resources Fairweather, A. (2009, October 30 {of video post}). 5 Action Ideas to Deal With Difficult Customers [Video file]. Retrieved from https://www.youtube.com/watch?v=WuHHC4tpXt0

Jones, D. (2013, April 1 {of video post}). Dealing with Difficult People [Video file]. Retrieved from https://www.youtube.com/watch?v=3e_rdSvwh_E

https://www.desjardins.com/ca/co-opme/business/tip-sheets/customer-service-how-prevent-handle-complaints/index.jsp



http://arts.uottawa.ca/writingcentre/en/hypergrammar

http://arts.uottawa.ca/writingcentre/en/hypergrammar

http://www.ressourcesentreprises.org/english/

http://web.uvic.ca/wguide/

https://www.youtube.com/watch?v=WuHHC4tpXt0

https://www.youtube.com/watch?v=3e_rdSvwh_E

developing the rcic and client relationship course...

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