It seems like we can accomplish just about anything through a company’s interactive voice response (IVR) these days. Customers can pay bills, get flight information and refill prescriptions. And we are strongly encouraged by companies to do so – to essentially “help ourselves.”

Sometimes we’re glad for a self-service option. It speeds up various chores and gives us independence. But other times, the convenience comes at the cost of some extremely important customer interactions. Some companies are in danger of going too far with customer self-service. Following are the top three reasons why self-service doesn’t always cut it.

1. Customers are growing weary
According to the Genesys Global Consumer Survey, 91 percent of consumers in the United States feel that companies are pushing them to use self-service systems instead of talking to live people. Approximately 66 percent of the survey respondents react negatively to this pressure, and 75 percent feel less loyal or take their business elsewhere. This suggests that consumers may have reached a breaking point and are growing weary of self-service systems. The mundane process of walking through a touchtone IVR system has become a loathsome chore for many.

2. Some issues are too complex
Many companies use self-service as a way to reduce operational expenses. It cuts down on the amount of personnel needed to address basic but time-consuming questions and activities. However, when the strategy is successful for basic activities, some companies begin to automate more processes, including fairly complex ones like filing an insurance claim.

This is where self-service systems often fall short. Customers with complex needs want to interact directly with agents. For example, how does one explain to an IVR that a technical error caused charges to an account when what was needed was a credit on the bill? And how can an IVR give urgency to the frustrated customer’s third call to fix the same problem?

The scenario above not only illustrates a process breakdown. It also showcases the aggravation and frustration that all consumers can relate to. Human interaction is required for real problem-solving. Only real people can fix flawed systems and business processes.

3. Different channels require different methods
Consumers increasingly wish to communicate with companies using newer technologies and value having access to multiple channels, such as email, SMS and Web chat. So companies evaluate all their customer interaction channels – and build in self-service capabilities where they feel it makes sense. But not every channel is well-suited for self-service.

The Web, for example, is more conducive to providing advanced self-service options. First of all, consumers using the Web expect to encounter a self-service option. Further, the Web allows consumers to see next steps and choices, control the pace of interaction and multitask.

A voice channel, on the other hand, is a more frustrating way for consumers to experience self-service. A 2008 Lightspeed survey found that a confusing IVR menu was the first and biggest frustration for customers, and that waiting on hold was the second. This is because customers often don’t know how long they will be on hold. So the minutes can seem like hours.

Bridging the Gap between Self-Service and Live Service
Even with well-deployed self-service applications boasting high call-completion rates, people will always need to talk to people and there will always be a need for live service interactions. However, the move from automated self-service to live service can often be a frustrating experience for customers as well. Often, customers fall into a service gap, whether it’s being disconnected, waiting on hold or having to repeat account information. Each customer interaction that falls into this gap costs organizations money. Technology is needed to bridge the gap between self-service and live service to ensure a smooth transition and a positive customer experience.

Southwest Airlines does a great job of handling their customer service requests, even when traffic is high. The company treats phone calls as important interactions that can’t be resolved via the self-service options on its website. In order to maintain a high-quality experience, the company installed virtual queuing software. With this service, the customer hears a message that reports the expected wait time and gives the caller a choice of whether to continue to hold or request a callback. The callback, if chosen, comes in the same amount of time they would have waited on hold, without losing their place in line.

This feature helps customers feel that their time is important to the company and puts the responsibility for completing the service request back on Southwest. As a result, callers who can “help themselves” via the website do, and those who need extra help get it.

We know that customers often want to “help themselves.” But they also want to be given a choice – and, when it’s too difficult, they want the option of asking for assistance. It’s important not to leave customers feeling like they are doing your job. Don’t give the impression that speaking with a live person is a last-resort option. Don’t charge your customers a fee for asking for basic service. Most importantly, don’t eliminate one-on-one interactions and squander opportunities to show customers you care.