In this third and last session from our three-part series, we will look at the Consumer Duty and what it means for colleagues and the skills they need when handling customer complaints.

The Financial Conduct Authority (FCA) has made it clear that colleagues and teams play an essential role in the ability to meet customers  growing expectations. Leaders and managers need to make sure that they have the right levels of resourcing by working with the right people  in the right roles. It is also vital that they have the levels of knowledge and skills that go beyond the technical and into something a lot more customer-service led.

Having the right people handling customer complaints is a given but it is harder than it sounds to achieve. There are some real challenges that firms are facing right now. First, the role of a complaints handler is not for everyone. Not everyone can do it well. Second, firms are reporting that it’s becoming increasingly difficult to attract and retain the right people into these roles. This combination, along with people (and sometimes firms) not seeing the role as a career, is putting an additional strain on an already stretched resource.

So, if firms are to meet the FCA’s expectations in a Consumer Duty driven world, then they must invest in people and complaint handling functions.

In this session, we will look at the make-up of teams and the regulator’s expectations around customer service and the skills that colleagues need. We will also explore the impact of empathy and normalisation fatigue and what firms can do to ensure that colleagues stay engaged, curious, interested and feel rewarded and valued.

By the end of the session, you will:

  • Be clear about the higher level of expectation the Duty now carries on how complaint handling teams provide their service to customers.
  • Understand the level of skill that complaint handlers are expected to have.
  • Have an insight into how a team is set up, and the resources that impact customer outcomes.
  • Be aware of the causes of empathy and normalisation fatigue and how to prevent it from happening and spreading.

Pricing:

Individual session ticket:

  • £450 (+VAT) – Members and Associate Members
  • £575(+VAT) – Non-members

 

Take this training in-house:

This training is also available as an in-house programme, which means you can tailor it to exactly what you and your colleagues require. Pricing for in-house will depend on what is required. Enquire about this option by contacting our training team.

Area of expertise:
Caroline Wells

Caroline Wells

Independent Advisor, Quibble

Caroline has extensive experience of working with firms as a critical friend at a strategic and senior leadership level, to create policies, standards...

Caroline has extensive experience of working with firms as a critical friend at a strategic and senior leadership level, to create policies, standards and procedures which help to embed support for customers. She’s also developed and delivered training and knowledge strategies for customer vulnerability and complaints handling teams within firms, dispute resolution schemes and government bodies.

Outside of Quibble, Caroline also holds several appointed roles, these include:

•          Senior Subject Matter Expert to the Money Advice Trust on consumer vulnerability.

•          Commissioner to Energy UK’s Customers in Vulnerable Circumstances Commission

•          Advisory Board Member to the Money and Mental Health Policy Institute

•          Independent Advisor to the Kent Police and Crime Commissioner

•          Member of CIVEA’s (The Civil Enforcement Association) Compliance, Adjudication and Review of Enforcement (CARE) Panel

Read more

This series is aimed at people who manage and/or have operational and strategic oversight for complaints handling and customer service functions where customer complaints can happen.

This includes:

  • Complaints leaders
  • Managers and team
  • Managers; quality assurance
  • Managers; compliance officers; customer service leaders
  • Managers and team managers, and call centre leaders
  • Managers and team managers