From Program Initiative to Cultural Change Yvonne Cutler EDUC-6105
An Overview Vangent, Inc. is a government contractor offering services in mainly the healthcare and IT sectors. Customers have included the U.S. Census Bureau, the Federal Student Aid Program, and the Department of Health and Human Services Centers for Medicare and Medicaid Services. Vangent has recently become a part of the General Dynamics family. This presentation will focus on one specific Vangent program, initiatives within the program, as well as the culture within the program. The program will not be named for business purposes.
Culture and StructureThe demographic culture is comprised of mostly young adults between the ages of 18-25 from urban areas.The culture of the site can be described as cynical; it is known for its resistance to change, being externally motivated, and being numbers driven.The hierarchy in each site consists of a site manager, 3-5 call center managers who have under them approximately 10 supervisors each; each supervisor can have anywhere from 8-25 customer service representatives on their team. Above the site manager there is a regional manager, deputy program manager, and director. The hierarchy starts to get a little fuzzy here because there are a host of vice presidents at this point as the subsidiary that is Vangent starts to integrate into GDIT.
Initiatives and Implementation Behavioral Analytics Schedule Adherence Training classes Training classes also offered offered Supervisors were Supervisors did not able to embrace agree with what was before presenting to presented or didnt teams understand it Support during Support was received implementation came mainly from peers from peers
Initiatives and Implementation Behavioral Analytics Schedule Adherence Implementation was Implementation was successful successful Has become the norm to Keen awareness of speak/think about BA. performance metrics and consequences Lesson learned: lead staff need to have the support Lesson learned: People of many so they can think they are entitled to off understand how the phone time instead of initiative will help the site viewing it as a privilege
Resistance and Sustaining Change Behavioral Analytics Schedule AdherenceThe CSRs felt that if they were passing There was more resistance from supervisors than from CSRs because of how the new system their quality assurance evaluations then worked. what was the problem? Many CSRs did and still do struggle with taking The newly implemented program did not allow for ownership of another’s problem; or, late breaks or lunches due to long calls or meetings that lasted longer than anticipated. apologizing for something they did not cause. These CSRs did not understand Leadership held supervisors responsible for how the behavioral program was meeting a goal percentage each day for supposed to help them with their soft schedule adherence but it felt like they were setting supervisors up for failure by denying the skills. What we found was that many schedule exceptions. CSRs were apathetic in their approach to the callers though they gave accurate Supervisors were slipping in segments for time that and complete information. was not considered production time. Eventually audits were performed and leadership removed those segments. Certain permissions were removed from supervisor and CSR control. CSRs did eventually show resistance to the new reporting system once they realized that they had a daily goal they were really being held accountable for even when they couldn’t control the circumstances.
What Went WellFor the behavioral analytic program, the With schedule adherence, there were investment in training and follow-up. training sessions prior to The initiative provided peer ePros. Like implementation. Everyone got to attend peer mentors, these ePros had as well as participate in question and additional training, participated in answer periods. FAQs were made conference calls with other sites, and available. Due to the supervisor provided guidance and support to the exception audits, a SOP was created. rest of the supervisory staff. The also As accountability of schedule adherence performed audits on coaching notes, sat grew, leadership kicked back manual in on coaching sessions, and met with exceptions and questionable exceptions CSRs who were having trouble to reinforce personal and team adjusting to the new performance responsibility for ensuring schedule expectations. The initiative also allotted adherence. The head of the department for job aids, quality scorecards, and a attended supervisor meetings regularly consistent means of measuring soft and participated in question and answer skills. All sites use the program because sessions. This initiative was also a of the success it has had which is success and implemented across all regularly measured by customer sites. The numbers show that we handle satisfaction scores. more calls in more efficient timeframes since the program implementation than before.
Opportunity KnocksThe initiative with the most areas of opportunity for improvement would be schedule adherence. Supervisor exception audits and wasted time could have been reduced dramatically had a SOP been in place in the beginning of the program. This would have helped outlined the proper uses for the system. In addition, supervisors should not have felt threatened with their jobs to meet a number. CSRs were also held to the grindstone because of these numbers that very few agreed with.
ReflectionIt appears that management attempted to use lessons learned as they transitioned from one program initiative to another. They learned to get more support from the supervisory staff prior to implementation. They have learned to communicate, communicate, communicate throughout the entire implementation process.