The importance of first contact resolution

When it comes to customer experience, First Contact Resolution (FCR) has become an increasingly important measure which puts a sole focus on resolving a customer issue or complaint at the first time of asking.  

Partly linked with the rapid growth of review sites such as Trustpilot and Google Review, the pressure has never been greater to successfully conclude a problem during a person’s first interaction with a brand as it significantly impacts not only satisfaction and customer loyalty, but also financials, reputation and perception. 

However, executing a successful resolution strategy needs careful thinking and the right team of agents. It doesn’t just happen overnight. It takes extensive work and planning. 

So, with 18 years’ experience in complaints handling, I wanted to share my experience and support others in the industry with some short, sharp tips on how to handle complaints, and understand exactly why having the best, empowered and empathetic people, really can make a difference when it comes to getting it right first time. 

Taking the right steps 

First and foremost, no business can resolve every single complaint successfully at first contact. That’s impossible. There are a number of factors that influence this, but it really can depend on the industry, customer demographic, and even the type of issue being discussed. But as a rough guide, around a 70% FCR is considered as a good benchmark to aim for. That success is all about sending the customer away happy, knowing the issue has been resolved, and turning a negative into a positive so protecting your brand.  

Something brands also have to be careful about is escalation to an Ombudsman, who of course are rightly there to protect consumers. An Ombudsman will review a case impartially to make a decision – often resulting in a cost upwards of £750 per case and potentially damaging headlines or social media posts. So, taking action before it gets to that stage is vital. 

So, where does the road to success begin? And how can you stop a complaint escalating or a customer feeling like they’re going round in circles? The following three key areas will provide some valuable insight. 

1. Training and coaching 

Let’s begin with training. In my experience, a training and coaching programme, which has agent ownership and quick decision-making at its core, is vital. Any training needs a specific focus on how to de-escalate issues quickly, and provide the right tools which not only empower agents to control conversations, but also allows them to make effective decisions, whether that’s over the telephone, or through a live chat. 

Another consideration around training is knowing and understanding what specific agents react to best. For example, how do you engage Generation Z colleagues where perhaps a different approach needs to be taken? This might be looking at tools such as e-learning modules and interactive content which seems to create better engagement. 

The right level of training is also vital in an area which many often struggle to get right first time– dealing with vulnerable customers. Communicating with vulnerable people is rightly viewed as one of the most challenging and pressurised aspects of a contact centre agent’s role. Their situations can differ greatly, especially when it comes to financial or mental health aspects.  

To put it simply, a full and committed training programme allows agents to have the right level of confidence to be assertive, but also trains them in how to be strong by using the correct and consistent tone of voice depending on the situation – ensuring the customer can go away satisfied, or has options to seek further support. It won’t create a positive outcome 100% of the time, but it will be a huge help. 

2. Empowerment 

Next is about empowerment. Can an agent de-escalate a case there and then? It’s a genuine consideration as if it doesn’t get resolved at first contact, then there are ongoing costs to handle, including a second review, then perhaps a team manager to review, and if things really cannot be resolved, onto the Ombudsman.  

That’s not a process anyone wants, so if you give agents empowerment to look at it from a ‘cost to serve’ approach, there are many times where an incident can be concluded by, for example, offering a £30 compensation. But there’s more to it than that. Getting agents involved with cost to serve makes them feel part of the business as they are trying to protect the company’s profits. So, it’s more about a strategy of giving agents a view of how they can first help the customers, but also saving the business money and protecting its reputation, rather than just making it transactional. It gives the agents ownership and makes them feel part of the decision making. 

3. Policies 

My third and final area to give the best possible chance of FCR is about policies. Clear and simple policies!  

It’s one which can slip through the net, but having a suitable credit and refund policy in place is very important. It’s good practice to speak to agents and work out what a suitable policy can be. It takes away the need to go through several stages of approval and if there’s a clear policy in place, they don’t have to then speak to their team leader or get anything signed-off at multiple levels. Effectively, you’re making agents feel more in control to resolve a customer’s complaint, adding to that empowerment I’ve already discussed. 

Summing up 

The art of successful FCR is far from simple. It’s a commitment to training and development, having the best and most appropriate policies in place, and as I’ve mentioned several times, ensuring you have the right people who are knowledgeable, have an eye for detail, can build trust, and most importantly, are empathetic. 

Getting just these areas right, which I know takes time, can considerably make your chances of FCR success so much better.