Faced with the boom in automation technologies, many French companies wonder about how to reconcile operational efficiency and maintaining a quality human relationship. Some have chosen not to sacrifice the customer or collaborator experience on the altar of productivity, by integrating digital tools gradually and thoughtful. Far from brutal digitalization, these initiatives show that it is possible automate Without dehumanizing, preserving what makes the richness of human interaction.
Give time for employees to better serve
MAIF was one of the pioneers in responsible digitalization. As early as 2015, the mutualist insurer invested in automation tools to process repetitive administrative tasks, such as data entry or simple requests management. The objective was not to replace the advisers, but to free them from time to focus on complex situations and the personalized support of members.
The bet turned out to pay. By reducing the share of low added value tasks, MAIF was able to increase the customer satisfaction rate while improving internal working conditions. This approach shows that automation is not intended to eradicate humans, but to strengthen the role where it is most essential: listening, advice and tailor -made resolution.
Humanize automation by a neat service design
At Leroy Merlin, the integration of automatic funds into stores has been accompanied by an active policy of human mediation. Each new Self-Checkout space is supervised by an “Caisse Ambassador” responsible for supporting customers, answering questions and intervening in the event of a problem. This device prevents digitalization from being perceived as an abandonment of the service, while fluidifying the purchasing course.
The brand has also invested in terminal ergonomics and the clarity of the interface, to make the experience as intuitive as possible. Rather than imposing a unique digital course, Leroy Merlin offers an alternative: the customer chooses if he prefers to interact with a machine or with a seller. This freedom of choice is a key element in the acceptability of automation in physical trade.
Maintain human access despite massive digitalization
The SNCF, via its SNCF Connect subsidiary, has invested massively in the automation of online ticketing and digital customer service. However, aware of the risk of dehumanization, the company has maintained a telephone service accessible for complex cases and less comfortable populations with digital. She also strengthened the training of her agents to manage hybrid interactions: digital assistance at the station, support at terminals, personalized advice.
This strategy is based on a simple observation: not all customers follow the same rate of digitalization. By maintaining several accessible relationship channels, the SNCF avoids the exclusion of part of its customers and strengthens trust in its services, including digital. Far from pushing only towards digital autonomy, it offers adjusted support at each user.
Use the data to personalize without locking up
The Accor group has developed a fine approach to customer personalization in its hotels, thanks to the exploitation of data from its loyalty programs and reservation platforms. However, this automation of customer knowledge does not result in a cold or standardized relationship. On the contrary, on -site teams have simple tools to personalize the reception and adjust the services offered according to the preferences detected.
Rather than imposing impersonal automatic recommendations, Accor lets his collaborators interpret data to provide a tailor -made experience. This decision -making autonomy, supported by technology but not replaced by it, makes it possible to maintain an authentic human dimension, even in highly digital establishments. Data thus becomes a support for attention, not a substitute.
Digitize the reception without erasing human presence
At the Institut Curie, the modernization of the reception of patients has integrated the installation of self-service admission terminals to streamline administrative procedures. These tools allow patients to register quickly upon arrival, check their information and report their presence.
However, the terminal is never the only entry point: reception agents remain present to accompany patients who wish, especially the elderly or in a fragile situation. This cohabitation between digital support and human presence ensures that the simplification of procedures is not done at the expense of the quality of the relationship. Technology acts as a lever for efficiency at the service of a more accessible and more human reception experience.
Associate teams with the design of automated tools
In the banking sector, Crédit Agricole has chosen to directly involve its advisers in the definition and configuration of its automated customer relations tools, in particular chatbots and digital routes. Rather than imposing turnkey solutions designed by external service providers, the company organized participatory workshops to integrate the needs of the field.
This collaborative approach made it possible to design more relevant interfaces, but also to strengthen the membership of the teams to the tools put in place. Advisers do not undergo digitalization: they co-construct it. This promotes intelligent and personalized use of digital solutions, and maintains a high level of satisfaction in customer interactions, including when they go through digital channels.
