How Can You Support Vulnerable Customers?

Giving your vulnerable customers the support they need isn't just an ethical concern, it is also a key commercial consideration. Recent research suggests that 67% of customers view a bad customer experience as the reason for switching businesses.

A bad customer experience doesn't simply mean failing to receive the support they need over the phone, it spans across the entire customer journey. This means that organisations need to design their support systems in a simple and effective manner that works for both you and your customers.

Learn more about the traits and classifications of vulnerability.

We have seen a dramatic shift in attitudes towards vulnerability over the past few years.  It's no longer considered to be just about physical disabilities or obvious challenges, but it encompasses a more diverse set of traits and behaviours as Oliver Bareham, Director of Customer Experience puts it. Today, vulnerability includes financial, emotional, and situational factors, all of which can change rapidly and are viewed  as transient, meaning that just because someone is vulnerable in one instance, they might not  be the next time.  Organisations also need to be aware that customers aren't generally going to call and declare themselves vulnerable, making the job of identifying and supporting them even more challenging.

For agents, this means that they need to navigate increasingly complex interactions through a range of channels, such as, Email, WebChat and Voice. Agents now need to work to resolve customer issues and pick up on subtle cues and clues that could signal vulnerability. This is no easy task, especially when agents themselves may be facing similar challenges. This isn't to mention the pressures of compliance and performance metrics, which adds even more complexity to the already demanding role of the agent.

Viewing vulnerability as both customer and agent challenges means that organisations need to be aware of the pressures that agents are under and intervene when appropriate; whilst providing them with the tools and training to support customers appropriately.

To truly address vulnerability, organisations need to empower their agents with the right training, tools and flexibility. This means creating an environment where agents can focus on supporting customers without the fear of missing a compliance box or falling behind on targets. Vulnerability is complex, but with the right approach organisations can ensure both their teams and customers feel supported and understood.

As the world grows increasingly complex, requiring customers to engage with organisations through more platforms than ever, defining vulnerability is no longer as straightforward as it once seemed. 

Take financial services, for instance, where recent regulatory changes like PS24/2 have dramatically expanded the definition of vulnerability. What used to encompass just 5-10% of customers now stretches to include over 50%. This evolution reflects a growing understanding that vulnerability isn't static, it's situational and can change over time.

As our speech and conversational analytics expert Luke Cuthbertson, explains in this video  : "Vulnerability is transient. You might one day be considered vulnerable, and two weeks later, you might not." Whether it's a pregnant individual or someone temporarily out of work, vulnerability can arise and dissipate as life circumstances change. This transient nature makes it crucial for organisations to build processes that are flexible and responsive.

Technology plays a key role here, enabling continuous monitoring and dynamic updates to customer profiles. But as discussed, it's not enough to simply rely on systems to identify triggers; agents remain the backbone of customer service, ensuring interactions are empathetic and tailored to individual needs. The challenge lies in balancing structured processes with the flexibility required for natural, often emotionally charged, conversations.

Instead of relying on rigid, technology-driven cues that interrupt the flow of a conversation, agents should be supported with tools that enhance their ability to empathise and act appropriately. By embracing the transient nature of vulnerability and equipping agents with the right resources, organisations can ensure they're providing meaningful support to both customers and staff.

Helping agents recognise and respond to vulnerable customers starts with understanding of the types of challenges that customers may be experiencing.

As Caroline Thomas, FourNet's Senior CX Service Designer suggests in this video  "It's about helping agents understand the challenges people might be going through; whether financial difficulties or health issues. Because if they haven't lived it themselves, it can be hard to spot and know how to react." 

There are so many factors that shape how people behave, and sometimes even agents themselves may be dealing with these same challenges while trying to help others.

The key is to avoid putting customers into pre-defined boxes, just because they show one trait of vulnerability. It's not about ticking a box and delivering a one-size-fits-all response, it's about making sure agents are equipped to see the bigger picture and adjust to what's happening in the moment.

But contact centres don't always make that easy. The pressure to hit metrics like average handle time can push agents to rush through calls, even when customers clearly need more attention. Add to that the stress of compliance requirements, and you've created  a culture where agents might feel afraid to make mistakes. Companies need to rethink their goals, aligning targets with the kind of service they actually want to deliver.

And here's a surprising takeaway: even organisations like the National Trust, where you might  assume most calls would be about scenic views, historic houses or great scones, regularly have to deal with vulnerable customers. ? 

Caroline highlights her experience working with the charity  and her surprise at the number of difficult conversations handled by  their contact centres. From bereavement calls to helping customers struggling to pay their memberships, organisations of all shapes and sizes need to consider vulnerability. .

This is where technology comes in and specifically tools like Speech Analytics, which can help identify trends and offer insights, but they can't replace human understanding. By combining tailored training with the right tech, businesses can give agents the confidence to handle even the trickiest conversations while ensuring customers feel heard and supported.

Perhaps not surprisingly, , at FourNet we believe that AI is one of the best tools that you can utilise to support vulnerable customers. In this video, our speech and conversational analytics expert Luke Cuthbertson considers three key uses for  AI to assist with this challenge.

First, Speech Analytics helps to ensure customers fully understand their interactions with agents. It's not just about hearing what's being said; it's about making sure customers leave a call or chat knowing what comes next. This technology allows organisations to monitor conversations on a larger scale, identifying gaps in understanding and addressing them before they turn into bigger issues.

Next is real-time analytics, which has completely changed how contact centres handle interactions. In the past, mistakes were only spotted during audits or reviews after an interaction had taken place, meaning a problem had already occurred. Real-time analytics provides agents with immediate guidance during interactions, reducing errors and ensuring vulnerable customers get the right support in the moment.

Lastly, AI is improving digital journeys by using statistical models to spot potential vulnerabilities based on online behaviour. For instance, hesitation or confusion while navigating a website could indicate that a customer is unsure about their actions. These models don't treat vulnerability as a black-and-white issue; instead, they help highlight potential risks so organisations can step in with the right support.

But where AI falls short is its ability to replicate empathy in human intuition, which is why the agent is still so important. Instead, it's a tool to enhance how organisations identify and assist vulnerable customers, ensuring interactions are clear, timely, and tailored to individual needs.

When creating policies to support vulnerable customers, compliance is often the first driver, especially with recent headlines about fines and failures around Consumer Duty. Organisations need to ensure their processes meet regulatory requirements, but it's not just about sticking to the rules. The FCA, for example, focuses on guidance, encouraging businesses to aim for positive outcomes rather than rigidly following the letter of the law.

But policies can only do so much when vulnerability is nuanced, and it's impossible to write a rulebook for every scenario. Overly strict policies can miss the mark when real-life complexity comes into play. Throw contact centre metrics into the mix and it becomes even more complex. How can you provide the right level of support when many contact centres often prioritise stats like average handle time or first-contact  resolution, which can clash with the time and care vulnerable customers need? It raises a tough question of whether these metrics are helping or getting in the way of doing what's right.

This is where culture steps in and does what policies can't. As Luke said in the discussion, culture trumps policy every time. Take our work with Alzheimer's Society as an example. They don't worry about traditional metrics like how fast they get through calls or avoiding repeat contacts. Instead, they focus on supporting people, even if it means repeating themselves or having the same individual call back multiple times. Their approach shows that understanding the bigger picture is what really makes a difference.

Policies can be important at setting the framework, but it's culture that drives real impact. Organisations that build a culture of empathy and flexibility empower their teams to go beyond the script and truly support vulnerable customers. That's where the magic happens, when you stop focusing on ticking boxes and start focusing on the people behind them.

Debt collection is a delicate issue that unsurprisingly encounters a lot of vulnerability. People dealing with issues around debt need to be treated carefully by organisations and this should be a key consideration when designing services in this area. 

A big part of this is giving customers the flexibility to deal with debt in a way that suits them. For many, the idea of discussing their financial struggles with a human agent can feel embarrassing or even overwhelming. Technology like virtual assistants, can make a real difference in this area, guiding customers through creating repayment plans or gathering financial information without the discomfort of human interaction.

But it's not just about technology, having the choice of how you can contact an organisation  about  debt is the key. While some customers might prefer a virtual assistant, others will want the option to pick up the phone and talk to someone. A one-size-fits-all approach simply won't work in these situations and it's about offering a range of channels and making sure each one delivers a smooth and supportive experience. There's nothing worse than starting a conversation with a chatbot that repeatedly fails to understand you, or being stuck in an Interactive Voice Response (IVR) loop because the system wasn't designed with the customer in mind.

There are also nuances in debt collections services, most predominantly the times that people tend to deal with these issues. People often need support outside the traditional 9-to-5 window, especially for something as stressful as managing debt. Offering options like after-hours support, scheduled callbacks, or digital tools that customers can access whenever they need can go a long way in easing their burden.

Ultimately, the focus should always be on empowering customers to manage their debt on their terms. Whether it's through technology, human interaction, or better availability, the goal is to provide an experience that reduces stress, respects their situation, and helps them move forward.

While there's still progress to be made, some industries are making impressive strides in how they support vulnerable customers. The charity sector stands out as a shining example, with organisations like Alzheimer's Society setting a benchmark. Our CX expdert Caroline Thomas shared insights from her experience working with them, emphasising that success starts with understanding. It's about delving into the nature of the conversations, the needs of the customers, and what the organisation is ultimately trying to achieve.

Alzheimer's Society wanted to ensure that their service was more than just a lifeline for those affected by dementia and it needed to reflect empathy at every step. By combining years of expertise from different contact centre environments, the focus was on creating the perfect balance between people and technology. As a charity, they faced unique constraints, such as limited budgets, meaning hiring additional staff wasn't always an option. Instead, the goal was to optimise existing resources and introduce thoughtful, tailored technologies to enhance their service.

What's encouraging is the growing shift in mindset across many industries. As Caroline notes, more organisations are moving from "I have to care about my customers" to "I want to care about my customers." It's this intentionality that drives meaningful change. The most successful examples come from businesses that genuinely invest in understanding their customers and don't treat vulnerability as just another compliance box to tick.

However, there's still work to do. Supporting vulnerable customers requires a mix of empathy, innovation and practical solutions. The industries making the most progress are those actively pursuing that balance and, in doing so, setting the standard for others to follow.

As discussed throughout this guide, technology has a significant role in supporting vulnerable customers; but we don't want you to think that it’s your only way of improving your support. There are a number of other factors that should be considered and developed before onboarding new technology, to ensure that technology can then be implemented quickly and used effectively.

It's tempting to jump straight into implementing new technologies, but without understanding the current state of your operations, this approach often leads to wasted resources and limited results. For instance, tackling long wait times by immediately deploying technology might seem like the answer, but it's not always the most effective starting point.

The first step is evaluating existing processes and systems. Are your contact centres operating efficiently? Are your teams working on effective shift patterns? Is the handling of current interactions meeting basic standards? Addressing these operational issues upfront ensures a smoother transition when new technology is introduced.

Organisations also need to be clear about the purpose of the transformation, as we've experienced many organisations looking to technology as a silver bullet; when in fact, it's a tool to enhance operations, not replace fundamental practices. As highlighted in the discussion, investing in tools like Speech Analytics without understanding their full potential can lead to unnecessary costs.

The best example of this is FourNet's  work with Your Homes Newcastle, which  approached us for a Call Back solution, but before proceeding our Customer Experience (CX) experts  went on site to assess things in depth. Learn more about that project and the drastic results they achieved with no new technology, here.

Transformation projects should start with the basics; understanding the challenges, identifying areas for improvement, and only then exploring how technology can amplify success. Proper preparation ensures your efforts are focused, effective, and ultimately deliver better outcomes for both customers and teams.

When it comes to helping organisations refine their services and preparing to support vulnerable customers, FourNet combines technology with a deep understanding of customer needs. It's not just about deploying tools but ensuring that every solution is tailored to fit the nuances of your operations and the unique challenges your customers face.

FourNet works closely with leadership teams and the people on the front lines of service. By spending time with your people and even stepping into the shoes of a customer, we help identify the real-world challenges your teams and customers experience. Whether it's testing how accessible your services are late at night or reviewing how agents handle complex situations, we believe that building this insight is crucial before implementing changes.

From there, we help identify the right tools to enhance efficiency, improve customer experiences, and provide agents with the support they need to handle vulnerabilities effectively. Whether it's real-time guidance tools, analytics, or innovative digital solutions, our approach ensures that technology amplifies, rather than replaces, human empathy.

Our approach is best displayed in our work alongside Alzheimer's Society, in which  we helped to develop one of the UK's first dementia-friendly contact centres. This project highlighted the importance of analysing the charitiy's  requirements and the unique needs of the people that they serve when designing service programmes. Read more about that project here.