MAG-CSD-Customer Service Training Toolkit_v0_0

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Customer Service in Courts Toolkit CSD Training Tools – Excellence in Court Services 1

Table of Contents 1.0 Introduction to Customer Service in Court Services Division ............................................... 5 2.0 Ontario Public Service Guide to Public Service Ethics and Conduct ................................... 6 3.0 What is “Customer Service Excellence? .............................................................................. 6 4.0 CSD’s Mission, Vision & Values .......................................................................................... 7 5.0 CSD Strategic Priorities and Goals ...................................................................................... 9 6.0 CSD Service Standards, Service Expectations and Code of Conduct ................................. 9 7.0 Rating Customer Service on Procedural and Personal Dimensions .................................. 11 8.0 Reflecting on Customer Service from the Client’s Perspective .......................................... 12 9.0 Why Delivering Quality Customer Service is Important to you ........................................... 13 10.0 Who are your Clients? ....................................................................................................... 15 11.0 What do your Clients Value? ............................................................................................. 15 12.0 Emotional Intelligence ....................................................................................................... 16 13.0 Emotional Intelligence through Empathy ........................................................................... 17 14.0 Communication Tips .......................................................................................................... 21 14.1 Tips for Effective Listening ......................................................................................... 21 14.2 Positive & Negative Communication Behaviour ......................................................... 21 14.3 Asking Appropriate Questions ................................................................................... 21 14.4 Acknowledge without Agreeing .................................................................................. 22 14.5 Paraphrasing without Agreeing .................................................................................. 22 14.6 Smile and Be Positive ................................................................................................ 22 14.7 The Six C’s of Communication ................................................................................... 24 15.0 The Ideal Customer Experience ........................................................................................ 24 16.0 Media Protocol in CSD ...................................................................................................... 26 17.0 French Language Services ................................................................................................ 27 18.0 Accessible Customer Service – What It Means To You ..................................................... 27 CSD Training Tools – Excellence in Court Services 2

19.0 Procedural Information versus Legal Advice ..................................................................... 29 20.0 Managing Challenging Situations ...................................................................................... 32 20.1 Customer Service Challenges in Courts ................................................................... 33 20.2 Dealing with Conflict - Finding the Win/Win Solution ................................................. 33 20.3 Four Principles for Dealing with Conflict .................................................................... 33 20.4 Problem Resolution .................................................................................................. 33 20.5 Escalation Process ................................................................................................... 34 20.6 Working with a Colleague to solve the Problem ........................................................ 34 20.7 Angry Clients ............................................................................................................ 34 20.8 Examples of Challenging Situations .......................................................................... 34 20.9 Maintaining Quality Service: Useful Tips for Challenging Situations ......................... 35 21.0 CSD Scenarios Activity ...................................................................................................... 35 22.0 Learning Objectives ........................................................................................................... 38 23.0 Self-Reflection ................................................................................................................... 39 24.0 Appendices - Self-Assessments ........................................................................................ 40 24.1 Customer Service Potential Scale ............................................................................. 40 24.2 Customer Service Skills Self-Assessment ................................................................ 42 24.3 Emotional Intelligence Self-Assessment ................................................................... 45 CSD Training Tools – Excellence in Court Services 3

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1.0 Introduction to Customer Service in Court Services Division Welcome to the Customer Service in Courts training session! Today we will be exploring several topics that will help you perform your job effectively so that you can provide the best possible service to our internal and external clients. The topics we will cover today are: 1. Customer Service: What it is and Why it is Important 2. Our Clients: Who They Are, What They Want and What They Need 3. The Technical Stuff 4. Managing Challenging Situations The Learning Objectives for the session are: 1. To understand the role, responsibility and value of public servants in providing customer service excellence to our clients 2. To learn how our organizational values, mission, goals and service standards drive our commitment to providing quality customer service 3. To review accessibility, French language services, media protocol and court decorum and learn how they relate to customer service in courts 4. To understand what influences client satisfaction and to practice strategies to improve quality service 5. To recognize your own emotions and practice strategies to manage emotions and direct behaviour toward successful client service This is your Customer Service in Courts Training Toolkit. The content will follow today’s session and includes helpful tip-sheets, important resources, self-assessments and worksheets for the activities that we will be completing during this training session. We hope that you find this training helpful and are able to make use of the strategies and tools presented when you return to your courthouse or office! CSD Training Tools – Excellence in Court Services 4

2.0 Ontario Public Service Guide to Public Service Ethics and Conduct The people of Ontario are entitled to a public service that conducts itself with integrity and impartiality. They rightfully expect their public servants to uphold the public trust and provide the highest level of service quality. Being a member of the Ontario Public Service (OPS) is a privilege that comes with important ethical responsibilities. As public servants, ethical conduct is a critical part of who we are and what we do regardless of our assigned roles and responsibilities. Acting with integrity, and complying with all applicable laws, is essential to our reputation and long-term success as we work hard to earn and constantly maintain the trust of the public. The same qualities are also essential for the personal and professional success of each employee. 3.0 What is “Customer Service Excellence? To better understand the importance of excellent customer service, take a few minutes to reflect on your own experiences of it. Remember that service can be provided and received in a variety of ways, not just at a counter. Share a story with a partner about a specific occasion when you received “Customer Service Excellence”.  Think about a time when you received exceptional customer service.  What was happening?  What did the person do? Say?  How did the encounter make you feel?  How was your behaviour impacted?  What images or words come to mind when you think about that scenario? Notes about what you learned from your partner’s experience and your own: ______________________________________________________________________ ______________________________________________________________________ CSD Training Tools – Excellence in Court Services 5

_____________________________________________________________________ 4.0 CSD’s Mission, Vision & Values Our Vision A modern and professional court service that supports accessible, fair, timely, and effective justice services. Our Mission The mission of the Court Services Division is to modernize the delivery of accessible and accountable court services and support an engaged, professional and client- focused workforce that works collaboratively with justice participants to inspire public trust. Our Values 1. Service Excellence: We strive for service excellence and to provide high quality, accessible services to the public 2. Inclusion: We foster an inclusive working environment that respects and embraces diverse opinions and beliefs 3. Accountability: We are committed to a transparent court system that holds us accountable for the decisions we make 4. Professionalism: We conduct ourselves with professionalism when interacting with clients, colleagues and justice participants, including the judiciary 5. Collaboration: Our culture encourages teamwork and collaboration through mutual trust and support 6. Respect: Our actions demonstrate continued respect towards the public, our colleagues and the law 7. Innovation: We encourage new ideas and creative thinking to support innovation in the division 8. Integrity: We are committed to honesty, impartiality and remaining true to our word CSD Training Tools – Excellence in Court Services 6

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5.0 CSD Strategic Priorities and Goals CSD Strategic Priorities Priority 1 - Modernize and streamline the delivery of court services and supporting technology while maintaining core divisional functions Priority 2 - Attract, develop and retain a professional, skilled, engaged and inclusive workforce Priority 3 - Promote accountability and value for money Customer Service Related Goals under Strategic Priorities • Enhance access to justice services by providing court clients with more service options • Develop technology-enabled business processes to support the delivery of consistent, high quality services • Promote a strong workforce by developing leadership and professional skills • Strengthen employee engagement by focusing on operational training and career development opportunities • Instil a culture of continuous improvement through feedback and evaluation • Support public reporting of divisional performance 6.0 CSD Service Standards, Service Expectations and Code of Conduct CSD Service Standards Standard One: It is our commitment to serve clients in a courteous, professional and respectful manner at our court locations. Standard Two: It is our commitment to make all of our court forms and guides available in French and English. Standard Three: CSD Training Tools – Excellence in Court Services 8

Court clients who require assistance with an accessibility-related need will have access to the services of an Accessibility Coordinator at our court locations*. * In some regions, an Accessibility Coordinator may be assigned to more than one court location, depending on the size of the court. Service Expectations Clients should walk away feeling they were treated properly and were given good service. CSD employees can ensure this by:  Being fair, impartial and professional in everything we do.  Remembering that clients are also taxpayers and citizens, and therefore we are accountable to them.  Making sure no one receives preferential treatment, or benefits from any information you may obtain through your work at CSD.  Avoiding forming or expressing opinions on cases before the court.  Being sensitive to the fact that some court cases are very traumatic for the participants. CSD Code of Conduct Court Services Division is committed to providing you with service in a mutually respected environment. Staff will treat you with courtesy and respect at all times. To help us better serve you, please treat our staff and other customers with the same courtesy and respect. If any individual cannot conduct themselves in a respectful and courteous way, the manager may be called to assist. CSD Training Tools – Excellence in Court Services 9

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7.0 Rating Customer Service on Procedural and Personal Dimensions Quality customer service needs to be understood from a customer’s perspective. Our clients tend to rate the level of service that we provide on two dimensions: a) The procedural dimension: the established systems and procedures to deliver services. b) The personal dimension: how service providers (using their attitudes, behaviours and verbal skills) interact with clients. WĞƌƐŽŶĂůŝŵĞŶƐŝŽŶ WƌŽĐĞĚƵƌĂůŝŵĞŶƐŝŽŶ Procedural Positive Negative  Timely  Efficient  Uniform  Slow  Inconsistent  Disorganized  Chaotic Personal CSD Training Tools – Excellence in Court Services 10

Positive Negative  Friendly  Personable  Interested  Insensitive  Apathetic  Aloof Source: Martin, W. (2009). Quality Customer Service: Satisfy Customers – It’s Everybody’s Job, 5 th Ed. CSD Training Tools – Excellence in Court Services 11

8.0 Reflecting on Customer Service from the Client’s Perspective Poor Customer Service Take a moment and reflect upon a time when you experienced poor customer service. • How did it make you feel? • What did you think? • How did it make you act? • What could have been done differently? Feedback from our Clients on Customer Service Positive Feedback: “I was amazed that I received courteous service as soon as I walked in. Mrs. X was extremely helpful and was willing to walk me through the process and provide me with some forms as I needed to correct two documents. She was always friendly and even when I returned to the office and had to wait for one person to finish, other ladies in the office were checking to see if they could help me. I would say that it made an unpleasant reason for visiting the courthouse a little easier to handle.” Why do you think that this client had such a good customer service experience? What do you think that the CSR did to make the visit as pleasant as possible? CSD Training Tools – Excellence in Court Services 12

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Negative Feedback “The women who serve the public there are short tempered, impatient and unfriendly. I came to respond to a lawsuit in which I was the defendant. It's an extremely stressful situation in anyone's life but it was made much worse by the attitude of these public servants. One of my forms was filled out incorrectly and when I tried to get information about what I needed to provide, the woman said "I am not here to give you legal advice". I didn't think I was asking for legal advice. I was asking for advice about how to satisfy the court's form requirements. They were rude, insensitive and I walked away in tears. Empathy would have been welcomed.” Why do you think that this client had such a bad customer service experience? What do you think that the CSR did to make the visit unpleasant? 9.0 Why Delivering Quality Customer Service is Important to you • Job satisfaction • Joy in helping others • A sense of accomplishment • Pride • Enjoyment of interacting with all types of people • Learning about others • Knowing that you are having a positive influence on others • It is a transferrable skill Add your own reasons: CSD Training Tools – Excellence in Court Services 13

____________________________________________________________ Maintaining Court Decorum “The public will judge whether or not the justice system has fulfilled the mandate to provide timely and effective justice services based largely upon how you conduct yourselves during court proceedings, at the counters, in the hallways, and even outside in front of the courthouse in the company of your colleagues. An awareness of the public’s perception of your impartiality and your respect for the system and the people is central to your job.” From a memorandum to staff by the Honourable Madam Justice Monique Métivier CSD Training Tools – Excellence in Court Services 14

10.0 Who are your Clients? Think about who you serve. For your own position, please write down who your clients are, and whether they are internal or external. Your Position Who are your clients? Are they internal or external? e.g. Interpreters coordinator e.g. Interpreters e.g. Internal e.g. Interpreters coordinator e.g. Media e.g. External e.g. Interpreters coordinator e.g. Judges e.g. Internal 11.0 What do your Clients Value? R.A.T.E.R. Customer Service Model CSD Training Tools – Excellence in Court Services 15 Assurance Assurance Tangibles Tangibles Empathy Empathy Responsiveness Responsiveness Giving the client confidence, trust and certainty in your abilities Giving the client confidence, trust and certainty in your abilities The physical appearance of the courtroom, its staff, offices and materials The physical appearance of the courtroom, its staff, offices and materials Showing caring and tailoring services to the individual client needs Showing caring and tailoring services to the individual client needs Providing prompt, effective services in response to changing client needs Providing prompt, effective services in response to changing client needs Reliability Reliability Doing what you say you will do Doing what you say you will do

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12.0 Emotional Intelligence Emotional intelligence is necessary to providing customer service excellence. It is about understanding our own emotions, managing them and recognizing the emotions of others. Emotional Intelligence is thought to be a greater predictor of personal success than intelligence. Four Key Behavioural Competencies of Emotionally Intelligent People: 1. Self Awareness:  Awareness of and ability to accurately identify one’s own emotions  Understand how they influence your thoughts and behaviour 2. Emotions Management  Ability to manage one’s emotions to direct behaviour toward success  Take responsibility for one’s own thinking and emotions  Ability to deliberately engage, disengage, escalate and de-escalate to influence others. 3. Reading Emotional Clues  Awareness and sensitivity to the emotions of others  Contribute to their emotional understanding  Guide these emotions to productive results 4. Using Emotions for Growth  Ability to understand emotions and use the knowledge gained from them to promote personal growth.  Based on three principles: 1. Reciprocity 2. Continuity 3. Empathy Note: Competency 4 depends on competency 3, which depends on competency 2, and they all depend on competency 1! CSD Training Tools – Excellence in Court Services 17

13.0 Emotional Intelligence through Empathy “They don’t care how much you know until they know how much you care” To provide customer service excellence, you need to balance empathy with technical knowledge and skills. Empathy is different from Sympathy:  Sympathy = sharing another’s feelings  Empathy = the ability to understand and enter through imagination into the thoughts or feelings of another person Empathy is the intellectual identification with the feelings, thoughts or attitudes of another. It is your ability to truly put yourself in your client’s position so you can understand their frustration. We can better meet the needs of our clients by showing empathy. Empathy is a skill that can be learned and developed over time. It requires exchanging information about feelings, thoughts, ideas and being aware of the impact this exchange has on the other person. The good news is that empathy is a skill that can be learned and developed over time. Below is a list of tips to help you improve your empathy skills: • Listen – truly listen to people. Pay attention to others' body language, to their tone of voice, to the hidden emotions behind what they are saying to you, and to the context. • Don't interrupt people . Don't dismiss their concerns offhand. Don't rush to give advice. Don't change the subject. Allow people their moment. • Be fully present when you are communicating with people. • Tune in to non-verbal communication . This is the way that people often communicate what they think or feel, even when their verbal communication says something quite different. • Use the person’s name when speaking to them, if applicable. • Smile at people. • Encourage people CSD Training Tools – Excellence in Court Services 18

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“Seek first to understand, then to be understood .” Stephen Covey, “7 Habits of Highly Effective People” Source: mindtools.com CSD Training Tools – Excellence in Court Services 19

Empathy Practice Scenarios Client Scenario 1: “ Yesterday I waited here for over an hour for someone to come back from lunch. Please don’t tell me you don’t know how to help me and the person I need is on a break. I cannot take more time off work” Choose the Best Response:  Well I am here now, what do you need?  I’m sorry you had such a bad experience. How can I help you now?  I’m sorry you had such a bad experience but everyone has a right to have lunch. How can I help you now? Client Scenario 2: “ At last. I have been waiting for almost two hours. Why is everyone talking and drinking coffee and only one person on the window? This is ridiculous. Can’t someone else help instead of just standing around so we can all move along more quickly?” Choose the Best Response:  I'm sorry you've had to wait so long. What can I do to help you?  I can’t comment on what other people do but I am here to help you now.  Thanks for alerting us to the bad service you think you received but maybe they were talking about someone else’s case, I don’t know. What can I do for you now? Examples of Empathy Statements Working with angry or upset clients requires a high sensitivity to other people's feelings, even when the client is in the wrong. By not taking abuse personally, taking a step back mentally, and striving to understand why a client feels humiliated or wronged, an unhappy client can be turned into a satisfied one. The following are helpful empathy statements that can be used to defuse potentially explosive customer service situations: • “It sounds like you experienced some bad service. What can I do now to help fix the situation?" • "I'm sorry you had such a bad experience. I'd like to try and help." • "I can understand how you might be feeling. I can imagine how frustrating that must be." • "It's understandable that you're very upset about what's happened." CSD Training Tools – Excellence in Court Services 20

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14.0 Communication Tips 14.1 Tips for Effective Listening  Create a space  Stop talking and let people finish their thoughts and sentences  Pay sincere attention, maintain respectful eye contact and body language  Eliminate distractions  Focus on what is being said, not how it’s being said  Listen for feelings as well as facts  Record pertinent details  Open your mind and hold your judgments  Visualize  Ask questions: confirm meaning and feelings  Be aware of your limits  Control your responses  Ask for clarification and understand before responding  Be aware of your biases and prejudices 14.2 Positive & Negative Communication Behaviour Positive Negative Eye contact Looking away; Yawning Eyes wide open Frowning or sneering; eye rolling Smiling Attending to matters other than the client Listening actively Looking distracted or away Nodding affirmatively Leaning away from clients as he/she speaks Open body stance Staring blankly or coolly at clients Remaining silent as client speaks Interrupting Expressive body gestures Subdued or minimal hand gestures Gesturing with open hand Pointing finger or object at client Pleasant, calm tone of voice Angry or impatient tone of voice 14.3 Asking Appropriate Questions Make sure you ask the right kind of question:  Open Questions: require more than a one word response CSD Training Tools – Excellence in Court Services 22

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 Closed Questions: used to force brief responses. Are usually answered with yes or no  Leading Questions: suggest a particular answer or contain information that the questioner is looking to have confirmed  Non-directive Questions: questions cannot be answered with a simple one-word response. They are open-ended questions and encourage someone to talk and give more information.  Probing Questions: often begin with "why" or "how' because they invite someone to think deeper about a given topic and provide more detail.  Summary Questions: questioners paraphrase or give a recap of what has been said and then check that their understanding is correct by finishing with a closed question such as "Is that correct?" 14.4 Acknowledge without Agreeing  Tell me more  I can see why that might have annoyed you  I didn’t see that side of the situation  I understand you were very upset  I hadn’t considered that  That must have been very frustrating 14.5 Paraphrasing without Agreeing Repeating what you have heard and how you understand it, using your own words.  “This is my understanding of what you are saying…. What else do I need to know to fully understand your perspective?””  “What I heard you say is….” 14.6 Smile and Be Positive Positivity is a state or character of being positive. It is a state of mind influenced by feelings, thoughts and actions. The attitude that we send out is usually the attitude that we receive. Bringing a positive attitude to work each day will make your job and your colleagues’ jobs more enjoyable CSD Training Tools – Excellence in Court Services 23

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14.7 The Six C’s of Communication Remember the six C’s of communication when communicating with our clients: Regularly utilize the following tips when interacting with both internal and external clients: Column 1 Column 2 • Speak in a clear and concise manner • Use a moderate pace when speaking – not too quickly or slowly • Smile • Be genuine and sincere • Show interest in the client and the situation • Think positive, be cordial and professional • Respect cultural diversity • Demonstrate empathy • Be honest and helpful • Be patient with any barriers to communication • Show enthusiasm • Don’t take it personally • Avoid government acronyms and jargon • Use positive and open language • CSD Training Tools – Excellence in Court Services 25 Clear Concise Concrete Complete Courteous Correct

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15.0 The Ideal Customer Experience A Great Start  Greet and welcome the client.  Smile - Smiling relaxes people and will start the service interaction in a positive manner.  Identify and anticipate clients’ needs – Ask the client “how may I help you?” and when anticipating clients’ needs avoid making assumptions. Throughout  Listen - To better understand the client’s needs, ask questions and concentrate on what the client is saying. Don’t interrupt.  Offer Options or Solutions – If completing the service interaction may be difficult or not possible, offer the client alternative options, solutions and information.  Apologize - When something doesn’t go as planned, apologize. An Effective Ending  Ensure that you have answered the client’s questions to the best of your ability.  Gain agreement and ensure that the client understands the outcome of the process.  Determine if the client requires any further assistance. CSD Training Tools – Excellence in Court Services 26

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16.0 Media Protocol in CSD Responding to Media Inquiries Court staff may provide basic information to media inquiries seeking information such as: • location, time/dates of matters before the court, names • spellings of concerned parties, counsel and the sitting judge EXCEPT when there are restrictions (Sealed orders, YCJA matters, other) More complex inquiries are to be referred to your Local Media Contact (LMC) who then provides the reporter with the ministry’s media spokesperson’s contact information (Brendan Crawley, 416-326-2210, brendan.crawley@ontario.ca) to contact directly Such inquiries may include requests for: • Information about Ministry policies related to access to court documents and exhibits. • Courthouse facility questions. • Substantive information about matters before the courts. If referring the reporter to the MAG media spokesperson: • The LMC provides the ministry’s media spokesperson’s contact information (Brendan Crawley, 416-326-2210, brendan.crawley@ontario.ca ) and advises the reporter to contact him directly with their questions. • The LMC notifies both the regional office and the CSD Issues Unit by email providing the question, reporter’s name/media outlet, and any relevant background information. CSD Training Tools – Excellence in Court Services 27

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17.0 French Language Services The Ministry is committed to providing French language services (FLS) in the courts system based on the concept of an “active offer”. This means ensuring that FLS are clearly visible, readily available, easily accessible and publicized and that the quality of these services is equivalent to that of services offered in English. For example:  In all designated courthouses, service representatives are to greet everyone using a bilingual format: "Bonjour, can I help you? “  If your client speaks French and you are not proficient in the French language, say “Un instant, s’il-vous-plaît”, and call a French-speaking or bilingual staff member.  FLS Tools and Resources can be accessed on the CSD Intranet or FLS Desktop Icon. 18.0 Accessible Customer Service – What It Means To You The Ministry of the Attorney General (MAG) must continue to comply with the Accessibility Standards for Customer Service . Initial compliance was required by January 1, 2010. MAG adopted the OPS Accessible Customer Service Policy – a part of our compliance with the standards. You are required to know this policy and apply it in your everyday work. Below are requirements of the regulation and reminders about what they mean to you as a MAG employee: Policies, practices and procedures for providing accessible customer service to people with disabilities must be made available to the public upon request. MAG’s Commitment to Accessibility is available on the ministry’s website. Provide the customer with a link to the website or offer to print it for them. If they request this document in an alternate format (e.g., braille, audio, large print), direct them to the ministry’s general inquiries at 416-326-2220 / 1-800-518-7901 or TTY 416–326–4012/1-877-425-0575. You may offer to contact general inquiries on their behalf. Every employee who interacts with members of the public must be trained on the requirements of the regulation. All MAG employees are required to take the May I Help You? e-course and the Integrated Accessibility Standards Regulation (IASR) (available through the Centre for Leadership and Learning) and review the OPS Accessible Customer Service Policy. Your manager will inform you about additional training for your division or department. Customers who use personal assistive devices to access goods or services must be allowed to do so. In addition, you must allow people to use their personal devices, as they are necessary for ensuring equal access to services. You will need to know if your area has assistive devices , where to find them and how to use them, and inform your customer that they are available. It may take longer than normal to serve someone using an assistive device, depending on his or her needs, so please be patient. CSD Training Tools – Excellence in Court Services 28

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When communicating with a customer with a disability, do so in a manner that takes their disability into account. The goal is to communicate effectively. Don’t assume how a customer will want to communicate. Be prepared to use gestures or a pen and paper. Use TTY or relay services instead of the telephone when communicating with people who are deaf. Take the person’s disability and the service situation into account when determining how best to communicate. Where possible, ask the customer how they would prefer to communicate. See Communication Access for People with Communications Disabilities booklet for more guidance. Customers using a service animal must be allowed on government premises with the animal. You must allow the customer using the service animal to be accompanied by the service animal. Remember the animal is a working animal, not a pet. Do not touch, feed or distract the animal. If requested by the owner, direct them to a suitable location outside for the animal to relieve itself, or to a place where they can get drinking water for the animal. A support person must be allowed to accompany a person with a disability if required to access the goods or services. A support person is someone hired or chosen by a person with a disability to provide assistance with communication, mobility, personal care, medical needs, or access to services. A support person must be allowed to go wherever the person with the disability needs to go. A feedback process about the accessibility of ministry services must be in place. The feedback process must allow people to provide feedback in different ways – in person, in writing, by phone, TTY, or other means. You must understand MAG’s Accessible Customer Service Feedback Process , be able to explain it to customers when needed, and take action on complaints about the accessibility of MAG’s services. Notice must be given to the public in the event of a temporary disruption to a service or equipment that is normally used by people with disabilities. Customers must be informed of how they can access services. Examples of services or equipment are: elevators, accessible washrooms, automatic door openers, assistive listening devices, or sign language interpreters. Let your manager know if you notice that accessibility-related equipment is not working or there has been a last minute cancellation to a service. If you know in advance that one of your customers relies on this equipment or assistive service, call them to make alternate arrangements. Read the Notice of Service Disruption Process . Remember these general tips:  Talk directly to the customer with the disability – not their support person.  Don’t make assumptions – ask the customer, “How may I help you?” What works for one person may not work for another. CSD Training Tools – Excellence in Court Services 29

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 Offer assistance but don’t insist. Most people prefer to do things themselves if they can, but others appreciate an offer of help.  Be flexible and creative in finding solutions.  If you are concerned about how to provide accessible service, talk with your manager or supervisor. For more guidance about accessibility, please visit MAG’s Diversity, Inclusion and Accessibility intranet site. Created by: Accessibility Unit, Ministry of the Attorney General (Updated: January 2012) 19.0 Procedural Information versus Legal Advice Procedural Information Legal Advice Not case or fact-specific – info is the same regardless of individual’s situation. Individual’s factual situation is required. “Talking book”: A person could look up info him/herself in appropriate source materials if knew where to look. Involves analysis of individual’s situation and application of the law to those facts. May outline available alternatives, but does not make recommendations as to which course to follow. Outlines available alternatives, reviews pros and cons of each, and may provide recommendation as to which course is most appropriate. May be provided by any person with knowledge of and training in the subject area (including counter staff). Should only be provided by a lawyer licensed to practice. Below you will find some statements that you may wish to use when speaking with clients: I cannot give Legal Advice. Specifically, I cannot : × Give your legal advice, such as whether or not a client should start a case × Complete documents for a client × Tell a client what words to use in preparing documents × Tell a client what to say in court CSD Training Tools – Excellence in Court Services 30

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× Predict the outcome of a client’s case × Advise a client whether or not they can manage a case without a lawyer × Refer parties to a particular lawyer, or in Small Claims Court cases, a licensed paralegal I can provide Procedural Information. I can :  Record information provided on documents  Collect court fees  Prepare files for court appearances  Provide information about a party’s case, for example, documents filed or date of next event scheduled  Provide information about the Lawyer Referral Service operated by the Law Society of Upper Canada, including the availability of one-half hour free consultations  Provide information on how to contact Legal Aid Ontario and Community Legal Clinics  Provide information about the availability of duty counsel and FLICS CSD Training Tools – Excellence in Court Services 31

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Is the CSR giving Procedural Information or Legal Advice? Scenario 1 Client: I was sent here to file a private complaint against an individual but I am not sure exactly what the correct charge should be. Can you help me please? CSR: Yes, I can certainly provide you with the information package for a private complaint. In order to file this package you will need to provide the name and address of the person you are charging and the name of the offence you are charging them with. Client: Ok I have all that information but am not sure what the exact charge should be. The person is harassing me with phone calls and emails. Can I charge them with both harassment and stalking? CSR: It sounds more like harassment to me. Here is the form you need to complete. Make sure you include the specific details of calls and emails in your complaint. Client: Thank you so very much for your help. Scenario 2 Client: Hello. I would like to file this plaintiff’s claim please. CSR: Ok. Let’s have a look at your claim. It appears that all the required information is complete, but I notice your claim does not include very specific details. Before you file this you should consider including more specifics in this section. Client: Ok. How specific should I be? CSR: Well I can’t really advise you on that. Just tell your story in as much detail as possible. Client: Thank you so very much for your help. CSD Training Tools – Excellence in Court Services 32

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20.0 Managing Challenging Situations Perception versus Reality What do you see? Six Blind-folded Men all Perceive an Elephant Differently CSD Training Tools – Excellence in Court Services 33

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20.1 Customer Service Challenges in Courts  Long lines of waiting clients  Unrepresented clients  Upset or emotional clients  Aggressive clients  Clients with mental health issues What other challenges can you think of? 20.2 Dealing with Conflict - Finding the Win/Win Solution 20.3 Four Principles for Dealing with Conflict 1. Separate the People from the Problem 2. Reconcile Interests not Positions 3. Create Mutual Gain Options 4. Use Objective Standards to Evaluate Options 20.4 Problem Resolution 1. Stay calm 2. Thank the client for their patience 3. Apologize and empathize 4. Offer to help 5. Listen attentively to the client’s issues and concerns 6. Be responsive by offering options or solutions CSD Training Tools – Excellence in Court Services 34

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20.5 Escalation Process In circumstances where a problem or issue cannot be resolved, a consistent escalation process should be followed: 1. Attempt to defuse the situation using the problem resolution process outlined above 2. Explain the client feedback process (if appropriate) 3. Help or ask for help from a co-worker 4. Contact site’s supervisor for assistance and direction 5. Involve security and/or police, if required 20.6 Working with a Colleague to solve the Problem During difficult situations, a co-worker can provide assistance in many ways, such as: • Reinforcing policies to a demanding client • Taking over when a situation has become too tense for both the client and staff • Intervening when threats are anticipated • Calling for assistance as required • Being present to provide moral support, take notes and make observations 20.7 Angry Clients When the problem resolution process fails and staff are still faced with a demanding, forceful or threatening client, staff should: • Remember Emotional Intelligence competencies • Remain calm, polite and in control • Thoroughly review the issue • Re-explain the policy and/or processes • Use the escalation process as required 20.8 Examples of Challenging Situations Situation 1: A client is threatening to harm themselves. Situation 2: A client smells of alcohol, is uttering threats, and is having difficulty standing up. Situation 3: While at the counter, a customer has been verbally abusive making comments that are sexist and derogatory. Discuss at your table what you would do. CSD Training Tools – Excellence in Court Services 35

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20.9 Maintaining Quality Service: Useful Tips for Challenging Situations • Speak in a calming tone • Re-state your willingness to help • Don’t take it personally • Use positive and open body language • Seek help from a co-worker or supervisor • Avoid “trigger words” such as; No, But, Our policy is, You’ll have to, Unfortunately • Use “I” statements to speak to customer’s feelings • Find something you agree on 21.0 CSD Scenarios Activity Below are eight customer service scenarios that you may have encountered while working with Court Services Division. Read through the scenarios and discuss the following points with the people at your table: 1. Identify the customer service challenge(s) 2. What strategies, tools or techniques could you use to provide customer service excellence to the client? 3. Should you make use of the escalation process in this scenario and why? Scenario 1 A self-represented client is currently in the middle of a family court trial. The client does not speak English fluently and is requesting to file supplemental materials to the trial record. You know that the judge presiding over the matter has set timelines for materials to be filed and will not permit any of the parties to file additional materials at this late hour. The client is having a difficult time understanding what you are saying due to the language barrier and has cut you off mid-sentence numerous times. You and your co-workers do not speak the client’s native language. There are at least 10 other people waiting to be served and only three service windows are open, including yours. You begin raising your voice and the people around you have started to notice your frustration. CSD Training Tools – Excellence in Court Services 36

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Scenario 2 You are a court clerk working in bail court for the day. The proceeding is underway, but counsel for the accused is missing an important document and has requested a 15-minute recess to locate the document. The judge orders a brief recess until the document can be located. A member of the public who is interested in court process approaches the front of the courtroom where you and the court reporter are seated and moves forward to touch some of your files. The member of the public says to you and the reporter “this case is very interesting. I think this guy is crazy! Do you think the judge will grant him bail? Are there any other bizarre cases on the list this morning?” Scenario 3 A client who has filed for bankruptcy approaches your service window. The client proceeds to relay, in detail, the events leading up to their bankruptcy. The counters have been extremely busy all day and you are due to leave work (for the day) in five minutes. You notice that the client is on the verge of tears and is visibly shaking while recounting their financial and personal woes. Ten minutes later, they have not asked you a question yet and you begin to lose patience. Finally, they ask you for an explanation of what will happen when they appear in bankruptcy court. You attempt to explain the process without giving legal advice. The client listens but proceeds to ask more questions, including how you think they should prepare for their bankruptcy hearing. You have already explained that you cannot give legal advice to which they reply, “But I have no idea what to do and I can’t come back to the courthouse this week for help cause I have to work.” It is now 15 minutes after your quitting time and your co-workers have left for the day. You grow increasingly impatient. Scenario 4 A client phones the courthouse for information about an appeal they have filed. You are familiar with this client and know that they are dealing with some mental health problems. While you are able to find the file, the document this person is referring to is not in the file. You apologize and explain you cannot locate the document and proceed to ask what date the material was submitted. The client proceeds to yell at you and tells you that you are not permitted to question them about their file/documents and that you are part of a conspiracy to sabotage their appeal. Scenario 5 Counsel attends at the court service counter window to request information about a particular file. Your colleague cannot locate the file in the office and explains to the CSD Training Tools – Excellence in Court Services 37

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client that he must check another location in the building. The lawyer states that they must have the information now because they are in a rush. Your colleague once again explains that the file must be retrieved from somewhere else in the courthouse. The lawyer proceeds to raise their voice, stating there is a lack of efficient service, but then decides to leave. You watch as counsel gathers their materials and starts walking away from the service area. Then you hear your colleague swear at the lawyer. Counsel also overhears your colleague and returns to the window to confront your colleague. Scenario 6 You work in your courthouse as an administrative assistant to the manager of court operations. On Tuesday, head office sends you a reminder to submit the quarterly wait time data from your court location by Friday. You can’t remember if the staff assigned to coordinate the wait time tracking completed any wait time tracking this quarter. You call your colleague to ask them for the data and they respond “You never asked me to do that! How was I supposed to know?” You search through your emails to discover that you did ask them to coordinate the wait time tracking this quarter. You now realize that you are not going to be able to meet head office’s deadline and don’t know how to proceed. You are also upset at your colleague for speaking to you in such a rude manner. Scenario 7 A man is at your service counter looking seeking information about how to proceed with a divorce. You provide him with some information and refer him to the appropriate guide. He doesn't seem to understand and is having difficulty hearing you through the glass security barrier at the service counter. You speak louder. He speaks louder and eventually both of you are yelling and getting increasingly frustrated. He asks you to "please look directly at him". You think he might have a hearing loss. Eventually he leaves, noticeably upset, without getting what he needs. You tell your supervisor because you expect he may be back and/or might make a complaint. Scenario 8 You work as a Client Service Representative in an area designated under the French Language Services Act and you are aware that your location should provide service in French based on the concept of the active offer . A client attends your counter and indicates in broken English that the guide she needs is only available in English on your display rack. She asks whether the French version is available. Your court location has 2 bilingual staff who assist with counter service but one is on vacation and the other is on lunch break. You speak to the client slowly in English and indicate that you will inquire about whether the guide is available in French and explain that a French staff member who would normally assist is away on lunch. You ask the client to come back an hour later. The client is visibly upset and responds in French but you can’t understand what she is saying. CSD Training Tools – Excellence in Court Services 38

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Scenario Notes: 1. Identify the customer service challenge(s) ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ________________________ 2. What actions should the CSD employee take to ensure that the client is satisfied? ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ________________________ 3. Should the CSD employee make use of the escalation process in this scenario? ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ________________________ A Little Story This is a story about four people named, respectively, Everybody, Somebody, Anybody, and Nobody. There was an important job to be done, and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done. —Anonymous 22.0 Learning Objectives  To understand the role, responsibility and value of public servants in providing customer service excellence to our clients.  To learn how our organizational values, mission, goals and service standards drive our commitment to providing quality customer service. CSD Training Tools – Excellence in Court Services 39

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 To review accessibility, French language services, media protocol and court decorum and learn how they relate to customer service in courts.  To understand what influences client satisfaction and to practice strategies to improve quality service.  To recognize your own emotions and practice strategies to manage emotions and direct behaviour toward successful client service. 23.0 Self-Reflection 1. What struck you most about the day? 2. What are one or two key learnings you will take away and apply at work? Thank You!! CSD Training Tools – Excellence in Court Services 40

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24.0 Appendices - Self-Assessments 24.1 Customer Service Potential Scale For each pair of statements, choose a number that represents where you think you fall between the two extremes. I control my moods most of the time. 10 9 8 7 6 5 4 3 2 1 I have limited control over my moods. It is possible to be pleasant to people who are indifferent to me 10 9 8 7 6 5 4 3 2 1 I simply can’t be pleasant if people aren’t nice to me. I like most people and enjoy meeting with others. 10 9 8 7 6 5 4 3 2 1 I have difficulties getting along with others. I enjoy being of service to others. 10 9 8 7 6 5 4 3 2 1 People should help themselves. I don’t mind apologizing for mistakes, even if I didn’t make them. 10 9 8 7 6 5 4 3 2 1 Apologizing for a mistake I didn’t make is wrong. I take pride in my ability to communicate verbally with others. 10 9 8 7 6 5 4 3 2 1 I would rather interact with others in writing. I’m good at remembering names and faces, and I make efforts to improve this skill when meeting others. 10 9 8 7 6 5 4 3 2 1 Why bother remembering a name or a face if you’ll never see the person again? Smiling comes naturally to me. 10 9 8 7 6 5 4 3 2 1 I am more serious by nature. I like seeing others enjoying themselves. 10 9 8 7 6 5 4 3 2 1 I have no motives to please others, especially those I don’t know. I keep myself clean and well-groomed. 10 9 8 7 6 5 4 3 2 1 Being clean and well- groomed is not all that important Total Score: ___________ If you rated yourself 80 or above, you probably will be, or are, excellent with our internal or external clients. If you rated yourself between 50 and 80, you may need to develop CSD Training Tools – Excellence in Court Services 41

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you customer service skills. If you scored under 50, customer service may not be the best career fit for you. CSD Training Tools – Excellence in Court Services 42

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24.2 Customer Service Skills Self-Assessment Good customer/client service requires strong client focus, specific personal characteristics, and the ability to meet client service challenges. You will be asked to rate yourself in each of these areas. Remember the questions apply to both external and internal clients and may exist in varying proportions depending on your job function. Keep in mind that this self-assessment is completely private and for your reference only. Consider each statement below and indicate the extent to which you feel it applies to you at this time using the scale given. Select your response by marking an X or check mark in the appropriate column. S = Strong. This describes me all or most of the time. M = Moderate. This describe me part or some of the time. I = Improvement opportunity. This describes me very little or not at all Client Focus S M I 1. I have a strong commitment to provide our clients with excellent service. 2. I believe that our clients are important to me, our division, our ministry and Ontario. 3. I feel that I know and understand what excellent client/customer service is. 4. I am aware of my strengths and my weaknesses in providing clients good customer service, and strive to improve my skills each day. 5. I have a good understanding of what our clients expect and require. 6. I have a good understanding of CSD’s business goals, and our commitment to providing consistent, high-quality services. 7. I believe that providing quality client service is an important part of my job, and I understand why. I feel that it is important for me to give my clients an understanding that: 8. I am the primary person who will be working with them to solve their problem or answer their questions. 9. I am a member of a team of representatives in my unit who work together on behalf of our clients. CSD Training Tools – Excellence in Court Services 43

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10.I am responsible to see that our client’s issues or problems are addressed whether or not I am the one with the answer. 11.I want to deal with my client’s issues correctly the first time I deal with them. Personal Characteristics S M I 1. I have patience with my clients, even when their actions are difficult to handle. 2. I show respect for my clients and my coworkers. 3. I have a positive attitude and outlook about my job, my clients, and Court Services Division. 4. I sound and act confident in my abilities to do my job and in my interactions with my clients and my coworkers. 5. I manage the stress of my job well, even when things get tough. 6. I am confident in all aspects of my job and handle my time very well. 7. I apply high ethical standards as I fulfill my job roles and functions. Client Service Challenges S M I 1. I view every client as a unique individual with a need to fulfill, problem to solve, or an issue to address. 2. I effectively discover and try to understand my client’s point of view. 3. I know how to recognize the signs of emotional communication (e.g. anger, fear, guilt, etc.). 4. I know ways to defuse a client’s emotional “charge” and move the interaction to a problem-solving process. 5. I don’t add to an emotional interaction by reacting emotionally to it myself. 6. I know that some of my clients have difficulty with the issues or problems they present to me and I prepare myself to handle the stress associated with tough interactions. 7. I do not use judgemental or blaming behaviour when I interact with clients who are experiencing difficulties. 8. I recognize and know what to do when I encounter clients who CSD Training Tools – Excellence in Court Services 44

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create difficult circumstances, such as dishonest interactions, abusive behaviour, and defensive/attacking verbal and non-verbal communication. 9. I recognize and know what to do when I encounter clients who have special needs (e.g. including the elderly, people with mental or physical disabilities, clients of different cultures, and people who speak English as a second language or don’t speak English at all). Review your results when you have completed the self-evaluation. This will give you a better idea of the areas that you are already strong in as well as your areas for improvement with respect to delivering quality customer service. CSD Training Tools – Excellence in Court Services 45

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24.3 Emotional Intelligence Self-Assessment Reflect upon your strengths and area for improvement against each of the 4 EI key competencies. On a scale of 1 – 10, rate your response to each of the points listed. 10 = I’m very good at this 5 = Sometimes I do this 0 = I don’t do this Questions Related to EI Competency #1 – Self-Awareness Questions Rating 1. Know what your body is telling you about your different emotions. 2. Know when you are thinking negatively. 3. Know when your ‘self-talk’ is instructional. 4. Know how to interpret social situations you encounter. 5. Know what your five senses are telling you. 6. Know what influence your interpretations of social encounters. 7. Identify when you are experiencing a mood shift. 8. Recognize when you are becoming defensive. 9. Know when what you say and what you do is different. 10. Know when you are becoming angry. Total for Self-Awareness Questions related to EI Competency #2 – Emotions Management Questions Rating 11. Relax when in a stressful situation. 12. Act productively when angry. 13. Calm yourself quickly. 14. Use ‘self-talk’ to control your emotional states. CSD Training Tools – Excellence in Court Services 46

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Questions Rating 15. Reflect on negative feelings without becoming stressed. 16. Stay calm when others inflict their negative energy on you 17. ‘Gear up’ at will. 18. Follow words with actions. 19. Problem-solve to resolve conflicts. 20. Accept that your thoughts are your choice. Total for Emotions Management Questions Related to EI Competency #3 – Reading Emotional Cues Questions Rating 21. Know the impact your behaviour has on others. 22. Provide advice and support to others when needed. 23. Help others manage their emotions. 24. Detect differences between the emotions and behaviours of others. 25. Recognize when others are stressed. 26. Accurately reflect other peoples’ emotions back to them. 27. Help others feel good about themselves. 28. Express the thoughts of a group. 29. Help a group reach consensus. 30. Influence others directly or indirectly. Total for Reading Emotional Clues Questions Related to EI Competency #4 – Using Emotions for Growth Questions Rating 31. Complete long-term tasks in the designated timeframes. 32. Stop or change ineffective habits. 33. Help others resolve their conflicts. 34. Build trust with others. CSD Training Tools – Excellence in Court Services 47

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Questions Rating 35. Build support networks. 36. Show empathy toward others. 37. Engage in intimate conversations with others. 38. Model effective interpersonal communication skills. 39. Develop new and more productive patterns of behaviour. 40. Regroup quickly after a major setback. Total for Using Emotions for Growth CSD Training Tools – Excellence in Court Services 48

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MAG-CSD-Customer Service Training Toolkit_v0_0

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