AI efficiency and human empathy defining the new face of support

Since the introduction and widespread adoption of artificial intelligence (AI) tools, their role in the workplace has been a matter of complex, often contentious conversation. Contact centres are particularly sensitive to AI topics, as automation and AI workflows can massively increase team capabilities but also prompt concerns about team members being replaced by machines.

Claire Ross, Group Manager of Operations at TSA, has seen both the positive impacts and potential pitfalls of AI integration, reinforcing the need for well-considered adoption.

She is an advocate of people-first supportive technologies and holistic adoption strategies, especially with the rising pressure and expectations for human agents in modern contact centres.

Rising expectations for human agents

The automation of low-order tasks is not a new concept, especially in customer service. “Ten years ago, it was FAQs and self-service,” Ross reflects, “and then we had simple chatbots. But generative AI has made those chatbots much more capable.”

As software tools grow more sophisticated and contact centres automate simpler tasks, team members are spending a larger part of their day dealing with more complex interactions.

Enquiries that follow a simple script (form submissions, product questions, etc.) often don’t even make it to a phone call, with online chatbots and online resources providing all the answers casual customers need.

This means that the enquiries that do come through to a human agent are much more likely to be complex, emotionally charged, and urgent.

Every call that makes it past digital triage comes with higher expectations; team members must be fully switched-on and prepared to respond with empathy, accuracy, and a deep understanding of what the customer is experiencing.

Impacts on businesses and employees

In Ross’s experience, major upgrades to customer service technology can do more harm than good if a business’s training and general approach aren’t upgraded at the same rate.

“If team members are coming to work and really enjoying their time, they’re going to deliver a better experience,” says Ross. “But when they’re having a really tough time with their job, they leave. You might see higher attrition rates or more sick leave, because people need to take that break.

“[Businesses] might also be seeing lower culture and engagement scores, which can impact the way team members are engaging with customers.”

Higher-order enquiries are more likely to turn a customer into a brand advocate or detractor, so the way conflicts and complex conversations are handled can have a very real impact on the business. These high-value, high-impact interactions (and the increased rate at which they occur) require highly trained, well-equipped, and emotionally supported staff.

The importance of people-first integration

Businesses struggling with AI integration are often the ones who try to move too quickly or focus on customer-facing tools. The organisations seeing the best results begin with internal integrations and let supportive technologies slowly weave into everyday operations.

“AI tools can be invaluable for mid-call support. Live transcriptions can flag trigger words that a human agent might miss, allowing them to respond more effectively in real time.

“Call summaries and sentiment reports also streamline admin and cross-department communication, giving team members more time to reset and decompress after difficult calls.”

While these benefits can be tantalising for a business, it’s vital not to rush adoption. Clear communication and a collaborative strategy with staff can make all the difference; it’s important that everyone knows that new tools are used to support them, not replace them.

Bring human solutions to human problems

Successfully integrating supportive technologies takes more than just training your team to use new tools. Managing the higher stakes and intensity of complex calls requires an investment in soft skills; empathy, listening, and resilience are just as important for customer service as system training.

“We need to redefine what ‘good’ looks like,” Ross reflects. “Team members aren’t just there to answer a phone call; they’re providing a human touch in a moment that really matters for our customers.”

Traditional metrics and KPIs often don’t reflect the emotional labour of dealing with complex enquiries, so it’s vital to create a workplace that acknowledges and values human contributions.

Rather than creating an environment where people are treated more like machines, AI tools can help managers tailor training and support to the emotional needs of their staff.

Sentiment summaries can flag when specific team members have had a run of particularly rough calls and could benefit from a check-in.

“The key focus is making sure you’ve got the technology to support your humans who are handling more complex enquiries, because ultimately those enquiries are what’s going to retain your customer base.”

Build the right culture, not just the right tools

Expectations for contact centre team members are rising, but supportive technologies are becoming more sophisticated—and they can be integrated more easily than you may think.

A 2025 McKinsey study found that employees are already three times more engaged with AI tools than their employers assume. The performance bottleneck isn’t in the tools, but in the system and culture you build around them.

Keeping employee wellbeing at the forefront of AI adoption ensures that new tools are multiplying capacity and capability, not stress and attrition. TSA has guided clients across multiple industries through successful AI integration processes, letting the needs and insights of frontline team members inform each strategy.

To find out how your business can build a stronger foundation for AI scaling,  speak to us today.