Sadly, Paul Rhodes’ heartbreaking stories of managing the frontline body of workers at monetary establishments are far from uncommon (Letters, May 15).
In principle, the so-called “customer support group of workers” in large organizations are trained handiest to cope with a list of wellknown questions from standard customers made traditionally, and the structures they use make it extraordinarily tough to method any inquiry that doesn’t meet those criteria.
Only a few clients have the right touch at the senior management stage, to which Mr. Rhodes refers, and even senior managers are limited through systems and guidelines that make it impossible to exercise the not unusual feel and judgment he craves. The time, fee, and irritation of handling financial institutions have, for this reason, vastly expanded.
