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Making a complaint

We work hard to ensure our Members act within the rules set by the industry regulators.

Please click on the following link and read our Code of Practice. If you think a Member has broken the rules of this Code you can make a complaint by downloading our Complaints Form.

Before making a complaint we would encourage you to carry out the following activities:

 

  • Go to the Members Directory and check whether the company you wish to complain about is a Member of the CSA. If you are still unsure, feel free to contact us. If the company is a Member of the CSA then we are able to help you with your complaint.
  • On first instance, we recommend you contact the Member company to discuss any issues you have and enquire about their complaints process. If you are still dissatisfied with the outcome then you can review our Complaints Procedure.
  • If you believe that the Member has acted in breach of our Code of Practice and the complaint meets the necessary criteria, please complete, sign and return the Complaint Form to our registered address.

CSA Complaints Procedure

 How we deal with your complaint.

All complaints must be submitted in writing, with a signed complaint form. We require the form to be signed so that we, and our Member, have the requisite authorisation to share information.

The following is the sequence of events after the CSA receive a complaint form;

  • CSA receive a signed complaint form
  • CSA register the complaint and send a copy to the relevant Member company
  • The Member is given four weeks to respond directly to the complainant
  • CSA get a copy of the response from the Member company
  • CSA considers both positions and determines whether the Code of Practice has been breached
  • Appropriate action is taken (if required) to remedy the situation
  • If further information is required the CSA contact the relevant party (the complainant or the Member company).
  • After a full review, the CSA provides a formal response to the complainant

 

If you remain unhappy with the outcome of the complaint, you may have justification to escalate the matter to our our head of compliance, Claire Aynsley, claire.aynsley@csa-uk.com.

 

Please note: The CSA can only intervene when;

  • a Member company is in breach of the Code.
  • the company is a Member of the CSA (we cannot act when the complaint is about the client of a Member company, a bank or building society for example).
  • the information supplied by a Member company appears from the facts to be incorrect.

Methods of Contact

 

Address

Credit Services Association

Complaints Department

2 Esh Plaza

Sir Bobby Robson Way

Newcastle-upon-Tyne

NE13 9BA

 

Why the CSA need a signed copy of your complaint

 

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Psychological responsibility and resilience: supporting collections staff in dealing with challenging cases 

5 September 2017

 

Shakya Kumara is a Leadership Trainer and Executive Coach, specialising in Psychological Fitness –the ability to be at your best even in the most challenging situations. He will be delivering a session at the CSA’s UK Credit & Collections Conference in September 2017 on how Psychological Responsibility and Resilience can support collections staff dealing with challenging cases. Book your place here: http://ukccc.csa-uk.com/

 

There is now an abundance of research showing that financial difficulties are often associated with mental health problems such as stress, anxiety, depression. So debt collection agents are constantly dealing with customers suffering from these conditions, which of course makes the job all the more stressful for them.

There is also a long-standing body of evidence of the negative impact stress at work can have on both individuals and the organisations they work for. For 2016, the HSE reported that 45% of sickness absence is related to stress, with individuals taking an average of 23.9 days off per case. Such prolonged absence has a knock-on effect on the whole team - so both performance and customer service deteriorate.

Ultimately, stress can lead to burnout. Having burnt out, either because of financial difficulty or stress at work, people never recover fully. (I have first-hand experience of this, and while I have done a good job of turning things around, I’ll never be quite the same again.)

 

Debt collection – finding a win-win solution

Working in debt collection, particularly as a frontline operative, must be incredibly stressful. And when customers are stressed and the staff that are dealing with them are stressed, it can be a recipe for disaster.

The purpose of debt collection is, of course, to find a mutually beneficial win-win solution for the customer and the client. They need to work together to identify why there is an outstanding balance, working out whether it can be affordably repaid, agreeing the mechanism and creating a commitment to make it happen. But finding such a win-win solution is almost impossible if the two people at either side of the transaction are not in the right ‘headspace’.

 

The impact of stress on the collection process: the “crocodile brain”

To understand how this works, we need to look at neuroscience. Within each human brain there’s a “crocodile brain” (technically known as the Amaygdalae). It’s a gift from evolution, which helped keep our ancestors safe when they were threatened by the likes of sabre-toothed tigers and marauding tribes of club-wielding cavemen. When it senses a threat, it rapidly leaps in and takes over, preparing us for “fight or flight.”

And of course, when a customer gets a call from a debt-collector, they are likely to perceive it as a threat! So their crocodile brains come to the fore, putting them in fight or flight. And if it’s fight, that means fighting the collection agent – so the agent feels threatened and their crocodile brain gets activated too. The result is two crocodiles having a fight – not pretty!

But of course the collection agent can’t let that play out – if they really do start fighting with the customer (or hanging up the phone and running away) then they’re going to lose their job. That adds another layer of threat to the situation, and means they’re also in an inner conflict with themselves. So their human brain is fighting with two crocodiles – their own crocodile and that of the customer.

In the context of all this, you can see how it’s nearly impossible for collections staff to forge a decent relationship with the customer, even with the best training and will in the world. But that relationship is what it takes to forge the win-win solution that’s going to bring in the debt.

So – stress radically interferes with the debt collection process, as well as threatening the well-being of the collection agent.  The cost to the organisation of staff being stressed and unable to cope with a collections role can be huge, from a commercial, regulatory, and ethical perspective.

 

What’s Needed?

What’s needed is “Psychological Responsibility” – people taking responsibility for psychological wellbeing and performance, both of themselves and each other. Psychological Responsibility is an advanced form of Resilience training, in that it doesn’t just address the personal level, it also addresses the team, management and organisational levels.

 

At my UKCCC session, I shall be explaining how Psychological Responsibility boosts resilience at all four levels:

  • Personal (what most resilience training focuses on – how can you personally be more resilient)
  • Team (think people climbing a mountain with ropes attached to each other. If one person falls, the others will able to help. If the people around you are trying to help, you can recover. On the other hand, if it’s like The Apprentice and everyone is out to get each other, it’s much harder to climb back out of the crevasse)
  • Management (the manager plays a crucial role in Psychological Responsibility and resilience. Suppose someone has a good relationship with their manager. They will be confident of their managers help and support, and so much better able to manage their own and their customer’s ‘crocodiles’. But if they have a bad relationship with their manager, that’s another source of threat, another crocodile in the fray!)
  • Organisational (all work happens in a context –there’s a working environment, a set of policies and procedures, a culture, and so on. Each of these factors has an effect, positive or negative, on the ability of individuals to take Psychological Responsibility)

 

Personal Psychological Responsibility

There are many ways to manage one’s own mind. Sometimes a simple breathing exercise is enough to calm the crocodile and shift into fully human mode, perhaps even during a difficult call. So I’ll be demonstrating this with delegates at the conference – a simple exercise to (a) see if the crocodile is active and (b) to enourage it to calm down. (If you can’t wait for the conference, feel free to check out my free course by email, 5 Ways to Reduce Stress in less than a Minute .)

If such a simple technique isn’t sufficient, something more powerful may be required. For example, the  Brief Mindfulness “Reconnect” technique helps reduce stress and regain focus on what matters most, still within 30 seconds, and without closing eyes or changing posture.

 

Psychological Responsibility as a Manager

One of the most effective ways for a manager to support their staff is to take Psychological Responsibility for their own states of mind. When managers cause stress in staff, it’s often because of the stress they’re (quite understandably) carrying themselves. So the personal Psychological Responsibility techniques are very important for managers too.

But there’s much more they can do to support their staff in dealing with high levels of challenge. In the course of any management conversation, they can either dent their staff members’ confidence, or build it up.

So I’ll be leading conference delegates through an exercise that helps a colleague develop confidence - in just two minutes. I’ll ask people to choose a skill they’d like to improve – nothing too “heavy”, perhaps baking a better bake-off cake, improving the golf swing, developing a DIY skill, or something like that. Then I’ll ask them to pair up and ask each other a given set of questions, carefully designed to encourage the sort of thinking that promotes self-confidence. This will give participants a key skill in building up team-members confidence and resilience.

 

The Psychologically Responsible Organisation

At an organisational level, resilience is about looking at the bigger picture, the context in which all work and interactions happen. This can work on many levels, from frontline staff understanding their role within the organisation to senior people being able to change bigger systems and processes that will have a widespread impact on the whole organisation.

I will give delegates an exercise to take away with them which will help them reflect on the ways in which the organisation helps or hinders its staff in looking after their wellbeing and performance.

I look forward to helping delegates with strategies for improving outcomes in their organisations by understanding and addressing staff’s state of mind.

 

You can access Shakya’s free email course 5 Ways to Reduce Stress in Less than a Minute at http://www.briefmindfulness.com/5-ways/, and book for the conference at CSA’s UK Credit & Collections Conference athttp://ukccc.csa-uk.com/

 

Book now

 

      

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