Customer experience management 26%
The global market share of financial services call centres. FinancesOnline
AI technologies have been incorporated into call centres in several novel ways to enhance the ability of CSRs to solve customer issues and improve troubleshooting.
Research suggests that calling a bank is the costliest channel for the institution and its customers. AI technologies, for their part, will likely completely reshape the role the CSR plays and help cut those costs. At some banks, it is being used to anticipate the CSR by listening in to the call. For instance, if a customer has a question, the CSR often needs to find information to answer it. With AI, the search will have already been done, cutting down waiting times and providing a more seamless interaction. Once the call is completed, the AI can create call summaries with minimal input from the CSR, capturing the required data to identify trends, bottlenecks and problematic functions. AI can also share this information across the bank to better respond in future – all while freeing the CSR to assist another customer. An excellent example of this in practice is at HSBC. In 2019, the bank announced it had been working with Google Cloud to develop an AI-driven call centre chatbot that it said would assist its CSRs with dynamic document searches. The system – called ‘Operational Resilience and Risk Application’ – is accessible to employees via the intranet, reducing the time spent on manually intensive queries.
Game changers
Though RBSI has not leapt into the conversational AI pool just yet, it is nevertheless using the technology in similar ways. “We are applying some AI decision science techniques to augment our decision-making,” Exton emphasises. “So, in terms of looking at, for
Future Banking /
www.nsbanking.com
example, some of the mortgage decisions – how could using that technology give us further insights on what customers might do next? We’ve also done some work looking at our operations to see if we can change some of our operational flows and what impact that is going to have on front-line staff. So we’re using technology to see how we can better do things for our customers.”
This is all good news. Part of this revolution, though, must include the customer and their ability to utilise new channels. “We are currently working on digital conversations and educating our customers on digital and self-serve options,” Exton says, adding the benefits will soon become clear. “Equipping our customers for a digital world is high in our priorities – we see this as an investment in the future.”
“We are [..] working on digital conversations and educating our customers on digital and self-serve options. Equipping our customers for a digital world is high in our priorities.”
What does this mean for the future of CSR? Advances in AI have, naturally, left some asking if they will soon become redundant, going the way of other jobs replaced by technological innovations. That is unlikely. Yet what a CSR does is undoubtedly evolving – and quickly, too. Technology will simply allow CSRs to continue doing what they do best: provide service and support. ●
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