Customer complaints: how SNCF transformed its teams’ writing quality

The starting point: a clear goal for the quality of written complaints

From the start of our collaboration, SNCF had a precise ambition: improve the writing quality of the teams handling customer complaints remotely. The focus was specifically on responses to emails and traditional letters, channels where the quality of the written response is decisive for the customer experience.

Behind this goal were several on-the-ground realities: uneven response quality from one adviser to another, processing times that were too long, and difficulty giving managers an objective, consistent assessment framework. These are common issues in large customer relations services, and yet they are rarely addressed methodically.

Why the writing quality of complaints is a strategic issue

A complaint that is handled poorly in writing has direct, measurable consequences. According to the Institut Qualité et Management (IQM, 2022), 68% of customers whose complaint is handled well become more loyal than customers who have never had a problem. On the other hand, a response perceived as cold, generic, or impersonal increases frustration, triggers a second exchange, and weakens the relationship.

For a service the size of SNCF’s, handling thousands of complaints every month, the impact is significant: a few seconds saved per letter and a higher rate of satisfactory responses quickly translate into meaningful gains, both in costs and customer satisfaction. 

The training program: simple, structured, immediately applicable

To address these challenges, Altival designed a training program built around a founding principle: a simple, structured method that can be applied immediately in the field. No abstract theory, no generic content. Concrete tools, tested on real cases, and adapted to SNCF’s specific context.

A two-day initial training for new employees

The program begins with a two-day initial training for new employees joining the customer relations teams. These two days establish the foundations of the RESC-MIDI method: Rephrase, Empathy, Solution, Advice, Courtesy. Each step is worked through in depth, with writing exercises based on real cases drawn from complaints actually received by SNCF.

The goal is not for employees to know the method: it is for them to have practiced it enough to apply it naturally as soon as they return to their role. That is why the training is 80% practical exercises and role-playing, not theory.

Regular refreshers to anchor practices over time

Initial training is not enough. Without long-term reinforcement, what people learn gradually erodes under the pressure of daily work. That is why the Altival program includes regular refresher sessions, which help strengthen practices, address new situations encountered since the previous session, and maintain a consistent level of quality across all teams.

These refreshers are also an opportunity to evolve the training at the pace of SNCF’s needs: new complaint types, new channels, new quality requirements. The training adapts; it does not stay fixed. 

What makes this collaboration unique: rooted in SNCF’s reality

What sets this partnership apart from a simple external training service is the immersion dimension we have built over the years. By continuously working on concrete cases drawn from actual SNCF customer complaints, our facilitators have developed a real understanding of the company’s culture, internal processes, operational constraints, and public service values.

That knowledge allows us to constantly adapt the training content: the examples used, the cases worked on in workshops, and the suggested wording are always aligned with the daily reality of the advisers. The result: training that resonates, speaks to participants, and whose learning outcomes can be transferred directly to the job.

The RESC-MIDI method: a shared framework across the organization

One of the most structuring contributions of this program is the rollout of a common methodological framework across the service. Before the training, response quality depended largely on each adviser’s experience and individual practices. After the training, everyone shares the same reference point: the RESC-MIDI method.

This standardization has concrete, measurable effects. It reduces quality gaps between advisers, simplifies onboarding for new hires, and allows managers to rely on a shared benchmark to assess and support their teams. 

Concrete benefits: 40% time saved and more confident teams

The results of this program are tangible and documented. Beyond the numbers, it has driven a cultural shift within the teams.

For employees: renewed efficiency and peace of mind

Thanks to its simple, immediately applicable structure, the RESC-MIDI method has enabled employees to save up to 40% of their time when handling letters. This gain comes from several factors: less time spent figuring out how to phrase a response, fewer follow-ups and back-and-forth exchanges caused by unclear replies, and greater confidence that reduces hesitation.

Employees very quickly see how their letters improve. They value having a framework that guides them without constraining them, giving them room to personalize while still ensuring a coherent structure. This sense of control has a direct effect on their day-to-day peace of mind.

For managers: an objective, consistent assessment tool

The RESC-MIDI method also changed how managers support their teams. Having an assessment grid based on shared, objective criteria fundamentally changes the nature of feedback: it becomes more precise, more constructive, and easier for employees to receive because it is anchored in a common method.

Managers can now track their teams’ progress in a structured way, identify individual and collective areas for improvement, and adjust their coaching interventions accordingly. The training created a common language between managers and employees around the quality of written complaints. 

A long-term partnership: what "sustainable training" means

What this collaboration with SNCF shows so clearly is our philosophy of sustainable training. We do not believe in one-off interventions that create an immediate effect before everything returns to its previous state a few weeks later. We believe in support over time, paced to the client and their evolving needs.

A sustainable partnership means a facilitator who deeply knows the organization they are working with. It means a method that adapts without losing its essence. It means a program that evolves with the teams, integrates new situations, and responds to new challenges. And it means a trust-based relationship built over time, where the training organization becomes a true development partner.

That is the spirit behind our customer complaints management training, available on-site, in person or remotely, and adaptable to the specific needs of your sector and your teams. 

FAQ: Frequently asked questions about customer complaints training

What is the RESC-MIDI method?

The RESC-MIDI method is a structured five-step approach to responding to customer complaints in writing: Rephrase (the 3 S’s: Sentiment, Situation, Wish), Empathy, Solution (answer first, explanation after), Advice, Courtesy. The acronym MIDI refers to the four words used to rephrase the customer’s feeling: Discontent, Concern, Disappointment, Questioning. This method is taught and certified by Altival.

How long does it take to train a team to respond to complaints?

The standard Altival program includes an initial two-day training for new employees, followed by regular refresher sessions. This format has been validated through several years of collaboration with large customer relations services. Most of the time is devoted to practice: writing exercises based on real cases, role-playing, and individualized corrections.

What are the concrete results of training in the writing quality of complaints?

As part of our collaboration with SNCF, trained teams saved up to 40% of the time spent handling letters. Beyond that figure, the benefits observed include: more consistent responses, fewer back-and-forth exchanges, greater employee peace of mind, and an objective assessment tool for managers.

Can the training be adapted to our specific sector?

Yes. In fact, it is essential to its effectiveness. All our Altival training programs are designed in-house, based on concrete cases drawn from your own field reality. We invest time in understanding your sector, your complaint types, your internal culture, and your operational constraints before designing the program. This tailored approach is what ensures learning outcomes transfer to the job.

How can we ensure the training learning outcomes last over time?

The durability of learning outcomes relies on two levers: repetition (regular refresher sessions) and managerial reinforcement (managers trained in the method can observe, assess, and coach their teams continuously). We also recommend maintaining a shared reference framework accessible to everyone, so people can adjust day to day without needing to repeat a full training program. 

Conclusion: complaints are a driver of loyalty when they are handled well

The collaboration between Altival and SNCF shows that investing in training for written responses to complaints is not a cost; it is an investment. An investment in time, skills, peace of mind for teams, and trust for customers.

Well-handled complaints do more than reduce friction. They build loyalty, strengthen the company’s image, and turn every incident into proof of professionalism. That is what we help your teams achieve, sustainably, with a method that adapts to your reality.

Want to learn more? Discover our customer complaints management training and contact us for a no-obligation conversation. 

SOURCES

1. Institut Qualité et Management (IQM): Loyalty and Complaints Study, 2022

2. Salesforce: State of the Connected Customer, 2023 :