Surveys are everywhere and provoke a collective sigh from customers. Survey fatigue sets in as they are bombarded with requests for feedback at every turn. To make matters worse, companies’ lack of action can often make the process seem pointless. After all, what do they gain from it?
Customers invest time and energy in providing feedback, only to see little or no change or problem resolution. The surveys themselves often add to the frustration, as they are long, monotonous, and repetitive.
Twenty surveys a month might seem manageable, but in reality, they barely scratch the surface of an agent’s workload. Yet, these few surveys hold immense power: they can make or break a month for an agent, often affecting bonuses and morale.
Moreover, agents often find themselves at the mercy of factors beyond their control. Policies, products, or processes can have a huge impact on customer interactions, leaving agents unfairly accountable for the consequences.
Finally, there is the issue of accuracy. Scores without context or supporting comments can be misleading at best and inaccurate at worst, leaving agents unsure of where they stand.
Survey volumes are often too low, meaning the results are not representative and the conclusions are not robust. Research suggests that only 1 in 26 people will complain. The rest will churn. This means that relying solely on survey data can provide a skewed view of customer satisfaction.
There is also often a disconnect and inconsistency between different departments when it comes to survey implementation. Each department may have its own approach or even use different survey solutions, leading to fragmented insights and data.
Furthermore, surveys often miss a significant portion of valuable feedback shared by customers during various interactions. This oversight represents a lost opportunity for organizations to truly understand and address customer needs.
Lastly, there is the risk that survey results become the focal point of employee discussions rather than the customer experience. This is especially true when survey results are tied to bonuses or incentives, potentially incentivizing employees to prioritize survey scores over authentic customer interactions.
The dissatisfaction surrounding post-call surveys is varied and affects agents, customers, and contact center management. Agents are bothered by the disruption to their workflow and the added pressure to meet performance metrics, while customers find post-call surveys intrusive and irrelevant.
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