Who more and who less has their history. She called or wrote a company customer service and couldn’t fix his problem. Possibly, they have made you jump from one operator to another, telling the same story over and over again. Perhaps he did not get them to understand him, no matter how much he repeated his problem. And he almost certainly ended the conversation in a high level of frustration without having fixed anything. Do customer service templates have a problem solving consumer problems?
In general, it could be said that companies have a problem in how their customer service workers cope with their working hours. According to a Gartner study, only one in three customer service workers is truly connected to their work.
The other two are shown neutral or disconnected. That is to say, it is either a job that they do without more or one that they directly hate. Either way, this leaves most customer service workers in a negative position, which will also be a long-term problem.
According to Gartner statistics, these disenchanted customer service workers are 84% more likely to be looking for a new job than those who are connected to their work. Even those who are not totally burned out and show themselves in a neutral position are more likely (43% more) to be looking for another job than connected workers.
The company is thus facing a potential very high staff turnover, but it is also exposed to not very positive behaviors in customer service work. Gartner estimates that the behavior of these jaded workers implies a workload three times greater for the department than that generated by happy workers.
This occurs because they tend to fail to resolve problems in a first contact, they do not usually reduce the number of steps that the consumer must take and they tend to cause consumers to have to repeat the information several times. The experience for the consumer is thus bad and for the customer service team ineffective.
Why are these workers burned?
This is very bad news for companies, for which customer service has become a key element to connect with consumers (and little new for any customer who has had to face, for example, customer service from a telecommunications operator).
Gartner has not exactly delved into the reason for this situation, although it has established that it has nothing to do with the crisis or teleworking. According to their estimates, this disconnect between customer service workers and their companies is marked by the existence of unclear objectives or that collide with reality, little clarity on how these professionals should work to respond to the needs of the company and ” a general lack of support for the well-being of “customer service representatives.”
And the consultancy doesn’t have to say so: if customer service workers are burned out and hate their jobs, it’s because the conditions of these templates are pretty bad. Salaries are low, pressure is high, and company expectations are excessive.
In fact, call centers were one of the black spots of the coronavirus crisis, forcing their workers to maintain a normalcy during confinement that did not exist. The news has been filled in recent years with headlines denouncing the low wages, working conditions and occupational risks of its workers.
IF companies want good customer service, they must create the optimal framework for their workers to provide it.