We live in an age when ordinary people can send information across continents with a few keystrokes using multiple media types such as WhatsApp, text message or email.
But while the benefits of digital development are widespread – with speed and convenience often being called out – we must not forget the value of a human touch, particularly when it comes to service.
Customer service delivered through solely digital channels can lack the value of human interaction. For example, using tools such as web chat can make it difficult for a customer to know whether they are interacting with a real person or a robot.
When a sector cuts back on physical access, it’s often the customer that loses out
In recent years, banking has gone heavily down the route of digitalisation. While it’s certainly beneficial to be able to check balances and transfer money at the click of a few buttons, the removal of branches from so many high streets also has its drawbacks. Vulnerable customers, or where transactions are not straightforward, for example, often benefit from a human touch.
Moving everything online is not always the most efficient choice. When a sector cuts back on physical access, it’s often the customer that loses out.
Of course, that’s not to say we forgo digitalisation entirely: 69% of adults in the UK used online banking in 2020, up from 35% in 2010, and this was before the pandemic, which further increased the use of such services.
It’s undeniable that digital approaches have their benefits. Instant access is convenient and many customers will expect a digital service as a default in their financial plans. Nevertheless, we mustn’t over-engineer digital processes at the expense of the customer experience.
A personal touch builds trust and fosters relationships
In protection especially, a personal touch builds trust, fosters relationships and provides the best possible outcomes for customers. When customers seek an insurer or financial adviser’s counsel, they will inevitably discuss their lives, medical histories and financial positions – highly personal conversations. In these situations, the value of human relationships cannot be underestimated.
Taking the time to build personal relationships is a statement of intent. It proves we are fully focused on the customer. Granted, face-to-face meetings are not always possible, but that doesn’t mean we shouldn’t get to know our customers and provide a personable service.
According to our 2022 health and financial fears report, customer service is important to 98% of consumers when buying insurance products. Advisers and insurers who make themselves available to support customers and build relationships rather than simply offering a transactional service will likely deliver more satisfactory customer outcomes.
Customer service is important to 98% of consumers when buying insurance products
Digital customer service approaches have revolutionised how companies do business, but it’s important to remember that one size doesn’t fit all. For example, some people may not have broadband access, particularly if they are older or live in a rural area.
Data from Age UK shows 22% of 50 to 64-year-olds do not use the internet because they don’t have good enough equipment or broadband access. This figure rises to 30% for those aged 75 and over, highlighting a large proportion of customers who could value more traditional options such as in-person or telephone support.
While it is much easier to identify a vulnerability when communication is face to face, it’s also important we train our people to identify these vulnerabilities over the phone and even in written communication.
Some may prefer digital contact options but it should not be a binary ‘one-or-the-other’ decision. It is inarguable that digitalisation can aid organisation, administration and help facilitate contact, but it shouldn’t replace human support when needed.
It’s important we train our people to identify vulnerabilities over the phone and in written communication
Answering customer calls promptly, managing client expectations and delivering upon promises are as important as unveiling a slick online portal.
Ultimately, automating manual administrative tasks is one thing but automating client contact is something more extreme. Technology should not only drive efficiencies but also maximise the potential of our people. Freeing up customer service experts by automating routine tasks will allow them to provide even better service to customers.
A personal touch, when it comes to service, will always carry great weight – even in an era where many aspects of our lives are becoming virtual. When dealing with customers’ health and livelihoods, can we offer them anything less than our full attention?
Claire Hird is customer service director at The Exeter
