In an increasingly competitive marketplace, improve complaints handling in your business is becoming an increasing priority to help win and retain customers. Whilst traditionally it was easy to leave it up to your customer service team or call centre, the reality is that they typically deal with the results of other failures within the business.
To really drive change and improve complaints handling you need to take a wider look across your business so I’ve grouped my 19 tips through an agent, customer, internal and process & targets lens.
Have you added up the actual cost of managing a complaint in your organisation? By the time you factor in everyone’s time (the initial agent, the escalation, processing a refund, fulfilment etc) it’s not uncommon for even a basic claim to cost over $200.
If the customer is seeking a refund for $50 it makes good business sense to empower your agents to issue immediate refunds. It also has the added bonus of improving your customer satisfaction and keeping your agents more engaged.
So do the numbers, put in place some clear processes for the agents to follow and starting reaping the rewards.
With online information and FAQ’s now absorbing some of the more basic enquiries often your staff are left to deal with the more difficult complaints. Making sure they have access to the right information to handle these calls is critical to success.
This can be in the form of more training, access to online information (e.g. knowledge management tools). For success, its critical that this information is maintained and shared – too often training materials and system information are just ‘set and forget’ when in reality information and learning is constantly evolving.
Front-line agents are a great source of insight into the issues that are driving customer complaints and how things could be improved.
By having an internal complaints feedback tool you can harness this information and feed it back to the senior management team.
This information should be acted on and any changes (or reasons for not making changes) should be fed back to agents via your communication channels. By making this process highly visible also ensures your staff are aware of the projects you are currently working on and keeps them involved in the process. Why not have a Hack Day? You can run your own or there are professional companies around that can facilitate them for you.
Measuring the numbers of complaints each agent generates can help you identify further coaching opportunities. Coaching may be required on how to set customer expectations properly (e.g. don’t tell the customer a refund will be issued in 24 hours when it takes 3 weeks) through to system and product training, soft skills.
By understanding which agents are generating more complaints provides you with the best opportunity to support your agents and ultimately help your customer.
For companies with multiple departments its often too easy for agents to “transfer you to another department” and its a surefire way of really pissing off your customers.
One way to tackle this is to embed a culture of accountability where Team Leaders are held accountable for calls that are transferred. This ensures that there is focus on coaching agents to avoid transfers but also ensures that there is a sufficient focus on eliminating some of the (normally internal) reasons calls are required to be transferred.
If there is a significant issue of transferring calls in your organisation you may also want to introduce an unnecessary transfer metric that would typically be assessed by your quality department.
This metric assesses all transferred calls to determine how many of those could have been handled without any escalation and should form part of agent/team and centre quality metrics.
How often is the phone number, complaint form or email address to make a complaint to your organisation buried deep within your website, or worse still, not available at all?
With the proliferation of social media channels, trust me, your customers will still find a way to complain!
By making it difficult to complain does nothing more than create more frustration for your customer, which on top of the original reason for the complaint, is a surefire way to lose your customers in a permanent capacity.
Yes, it takes resources to resolve complaints but by investing in this area you have a better chance of retaining your existing customers and ideally, you will identify and fix the root cause of the issues to ensure future customers don’t have the same problems!
Sometimes despite your best intentions to achieve First Call Resolution, there is often follow up work required. In this instance, its important that a realistic expectation is set with the customer with regards to resolution timelines and where relevant, compensation limits.
This can help to ease the pressure on anyone else involved in resolving the issue and can reduce the likelihood of the customer ringing back in unnecessarily tying up valuable resources.
A generic complaints email address on your website (e.g. email@example.com ) can attract a wide range of emails about generic issues instead of complaints.
Typically someone in your company then has to read and sort through every email to direct it to the appropriate area. By installing a complaints form you have the ability to shape the information you gather typically done through drop down boxes, tick boxes etc. so you can easily sort your enquiries by priority, type etc. making it much easier and faster to resolve the complaint.
Boards and senior management get bombarded by a range of statistics on a daily basis. Amongst all this data a 1% increase in complaint volumes can seem quite insignificant.
To get senior management to understand some of the challenges your organisation is suffering from, use real customer stories to personalise issues this includes playing the actual phone call in the boardroom.
It’s a much more powerful way of getting your message across about issues within your organisation (e.g. delivery issues) that can easily get lost when looking at statistics. Listening to a customer crying about the impact of a late or non-delivery of a parcel or the frustration in your website tracking system continuing to crash is a great way to get some traction.
Once a month, take the initiative to gather key business unit leaders from each area of your business to hold a customer forum.
Share the latest trends, data and insights (use real examples remember!) and work with your stakeholders to come up with practical solutions to some of the common issues facing your customers.
Formally pairing up managers from different departments as complaint champions can help provide individuals with the single point of contact they need to reach the other department and get an issue resolved.
This provides immediate access for escalation/feedback on any situation as it develops saving valuable internal resources and leading to a quicker resolution for the customer.
By having a robust complaints management tool you can harness the power within the complaints without necessarily having to analyse every individual complaint.
In a delivery context, understanding that complaints are always occurring in the same postcode enables you to focus on the root cause of the issue so you can take steps to reduce future complaints.
Whilst the corporate objectives normally include elements of “it’s all about the customer/customer comes first” mentality often Key Performance Indicators don’t reflect this.
A common example is having targets on the number of calls answered or the length of call (e.g. Average Handling Time / AHT) weighted higher than the quality of the call.
By ensuring your KPIs are aligned with the corporate objectives will improve employee engagement and make it easier to drive initiatives with other departments to improve the customer experience.
By having a First Contact Resolution (FCR) target at the agent level, you ensure there is a focus on trying to resolve the customers query without escalating.
Without an FCR target, it’s too easy for agents to just transfer a call when the going gets tough. In my experience, though actually defining an FCR target is not an easy task in a lot of centres so we might have to explore that in another article!
It’s easy to have hundreds of different reason codes right? But if you are too specific with your reason codes it can be hard for agents to decide what goes where and that will lead to calls ultimately being tagged incorrectly.
These days there are a range of other ways to drill into data (e.g. speech analytics) so keep your reason codes to the big ‘buckets’ and keep them under 10 choices.
It is important to have clear definitions of what a complaint actually means to your organisation.
If calls are being mislabelled as complaints when they are actually just general enquires or customers closing an account as theyve found a cheaper deal you could be clogging up the system unnecessarily and delaying genuine complaints from being resolved.
An extensive call-listening exercise (listening to around 2,000 calls) should help you to get to the bottom of this. For example, one contact centre found that 25% of their total volume of complaints were the result of incorrect logging.
And don’t forget to involve all areas of your business in getting sign off on the definition.
Make sure all complaints even those coming in by letter are handled with equal importance.
This can stop duplicate complaints coming in on different channels, as customers try and work out which channel will get the fastest response.
A large proportion of customers social media comments are complaints-related, so it makes sense for your complaints team to have access to, or be in control of this channel instead of dealing with escalations from other departments.
This enables a quick resolution for common problems and for complaints that are sensitive in nature, it makes it easier to quickly move the conversation offline or into a Direct Message (DM).
The main exception to this is serial complainers, who often seek attention long after their complaint has been dealt with.
A public response can help show your other customers that you have resolved the issue, and (hopefully) send the serial complainer on their way.
Often new starters don’t receive complaints handling training until they have gained some more experience dealing with the more basic calls. As you never know where a complaint can originate from this often leads to a poor customer experience if one should arise during a basic call so invest the time up front and train all staff on your complaints handling procedures.
One way to resolve this is to make sure your complaints culture and procedures are firmly embedded in your agents from day one in the business.