4.1 Planning the investigation
The complaint handler should identify:
- Each separate allegation.
- The facts that must be established.
- Applicable contracts, policies and procedures.
- Relevant legal or regulatory obligations.
- The evidence required.
- The employees or third parties who should be consulted.
- Any conflicts affecting the investigator’s independence.
- The anticipated investigation timescale.
4.2 Investigator impartiality
Where possible, the complaint should be investigated by someone who:
- Was not directly involved in the events.
- Has sufficient authority and competence.
- Does not have a personal interest in the outcome.
- Can review the evidence objectively.
- Has access to relevant records.
A manager should appoint another investigator if a genuine or perceived conflict exists.
4.3 Obtaining employee information
Relevant employees should be asked to:
- Provide their account promptly.
- Identify supporting records.
- Separate recollection from assumption.
- Explain any deviation from normal procedure.
- Preserve relevant evidence.
- Maintain confidentiality.
Employees should not collaborate to produce matching accounts or contact the complainant independently without authorisation.
4.4 Assessing evidence
Investigators should consider:
- Whether records were created at the time.
- Whether accounts are consistent with documents.
- Whether any evidence is missing.
- Whether policies and instructions were followed.
- Whether the customer received clear information.
- Whether the conduct was fair, transparent and professional.
- Whether the complaint reveals a wider compliance problem.
4.5 Reaching findings
Each complaint point should normally be recorded as:
- Upheld.
- Partially upheld.
- Not upheld.
- Inconclusive due to insufficient evidence.
A complaint should not automatically be rejected merely because the employee and customer provide different accounts.
Lesson activity
Learners review conflicting accounts of a viewing appointment and identify the additional evidence needed before reaching a conclusion.