Navigating grief is one of the most challenging experiences anyone can face. The last thing someone needs during such a difficult time is poor customer service from bereavement teams.
Unfortunately, I’ve encountered significant hurdles: from the painful ordeal of cancelling my late father’s phone contract to companies repeatedly calling my mother for payments already made, asking to speak to my father, whom she has informed has passed away. Naturally, as someone who works in market research, it has astounded me how little research seems to have been done in this area.
Many companies fall short in this area, adding unnecessary stress to an already painful process — being passed from pillar to post, being on hold for hours, not being able to speak to an actual human being, and when you finally do, having to fill in yet another form.
Companies need to understand that their approach to bereavement matters immensely
It’s not just about handling a transaction; it’s about supporting a human being during a vulnerable moment. The quality of customer service in these interactions can leave a lasting impression, not only on the grieving individual but also on potential future customers.
It’s time for companies to invest in research and training to improve their bereavement services. Market research could play a crucial role in understanding and addressing the needs of grieving customers. By conducting market research, companies could gather insights into the specific pain points and challenges faced by individuals during the bereavement process. This information would be invaluable for designing services that are empathetic, efficient, and respectful.
Investing in training for customer service representatives is another critical aspect of improving bereavement services. Employees should be educated on the emotional impact of loss and trained to respond with empathy and sensitivity. This training should go beyond standard customer service protocols, focusing on the unique needs of grieving individuals.
By fostering a culture of empathy within the organisation, companies can create a more supportive environment for both their employees and customers. Customers want to feel heard, and everyone’s grieving journey is different. One customer might not want to speak to anyone, while another customer might simply just need someone to sit down and explain to them exactly what they need to do.
This isn’t just about good business practice; it’s about showing genuine care and respect for people when they need it most.
Companies must recognise the profound impact their actions can have on grieving individuals. Are companies not considering the impact of their actions on their customers? Aren’t they aware that how they handle these situations can significantly affect their reputation and customer loyalty?
The answer lies in a commitment to continuous improvement. Companies should actively seek feedback from bereaved customers, using their experiences to refine and enhance bereavement services. This feedback loop ensures that services remain responsive to the evolving needs of customers, ultimately leading to a more compassionate and effective approach.
In the end, fostering empathy and competence in bereavement services isn’t solely the responsibility of customer service teams—it’s a reflection of an organisation’s core values. By prioritising the emotional wellbeing of customers, companies can forge stronger connections and demonstrate their commitment to supporting individuals through every stage of life.
This is not just about improving customer satisfaction; it’s about setting a standard for genuine human decency. Handling bereavement with care and efficiency isn’t just a nice-to-have — it’s a must. It shows that companies truly value their customers, even in their darkest hours. The difference it makes can truly be transformative, providing much-needed solace during the most difficult of times. The companies that get this right won’t just stand out — they’ll be remembered for their humanity and integrity… and not for filling out yet another bloomin’ form!
This article was first published on Research Live in June 2024.