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Da Presentation

  1. 1. Call Center Assessment 8/9/2004 Prepared by The Beryl Companies Dental Associates
  2. 2. Directive <ul><li>Assess the effectiveness of the telephony and organizational changes to the GB, Appleton, and Fon du Lac facilities. </li></ul><ul><li>Assess the Burleigh office effectiveness prior to similar changes. </li></ul><ul><li>Recommend a course of action including partnering opportunities. </li></ul><ul><li>Assess the root cause of Poor Press Ganey results </li></ul><ul><li>Poor feedback from patients </li></ul>
  3. 3. Program Overview <ul><li>Issues </li></ul><ul><ul><li>High levels of caller frustration with the phone system. </li></ul></ul><ul><ul><li>Poor communication between PCC and doctor </li></ul></ul><ul><ul><li>Poor Press Ganey results </li></ul></ul><ul><li>Action taken </li></ul><ul><ul><li>Appointment centers have been broken up </li></ul></ul><ul><ul><li>PCC’s moved closer to the doctors </li></ul></ul><ul><ul><li>DID’s have been given to each queue and General PCC </li></ul></ul>
  4. 4. Program Philosophy <ul><li>Callers should talk to a live person </li></ul><ul><li>Doctor, Dental Assistant, and PCC should work as a team </li></ul><ul><li>Doctors come to DA because they don’t want to deal with the headache of a private practice </li></ul><ul><ul><li>Personnel issues/staffing </li></ul></ul><ul><ul><li>Insurance/Billing </li></ul></ul>
  5. 5. Methodology <ul><li>Performance Consulting Approach </li></ul><ul><ul><li>Interview </li></ul></ul><ul><ul><li>Documentation research </li></ul></ul><ul><ul><li>Observation </li></ul></ul>
  6. 6. Systems <ul><li>Consistent positive feedback on changes, however multiple facilities still report dropped or bounced calls </li></ul><ul><li>We were able to reproduce a routing error in Fon du Lac </li></ul><ul><li>ACD calls are sent to the second line </li></ul><ul><li>Televox used for simple automated confirmation calls. Callers can confirm, but not make changes to appointment. </li></ul><ul><li>The Operator can’t see when an agent is on a DID call. End up sending a second call to the agent. The caller often opts back to the Operator, increasing their frustration. </li></ul>
  7. 7. Process <ul><li>Patients in the office take priority over the patients on the phone. Agent attitude, “It will go to voicemail”. Produces a poor caller experience. </li></ul><ul><li>PCC’s moved closer to the doctors to increase communication. Some doctors better than others at setting expectations. No process in place to formalize communication. </li></ul><ul><li>Calls are sent first to the Operator, then to a phone tree. Only one Operator phone in all but one facility. In addition to other duties, they answer the phone. Decreased focus on call triage leads to misdirected calls. </li></ul><ul><li>The caller experience is very inconsistent. PCC’s use their own greeting which may or may not be professional. </li></ul><ul><li>Not all PCC’s have access to email. Creates inconsistent processes and communication. </li></ul><ul><li>High level of frustration with misdirected calls from the Operator. </li></ul><ul><li>Most PCC’s work 4x10, does not maximize productivity. Overstaffed in mornings and evenings, understaffed during peak periods. </li></ul><ul><li>By breaking the PCC queues into smaller groups, they lose efficiency and redundancy. </li></ul>
  8. 8. July Performance 19% 10% 9% 13 37% 7,601 5,522 61,647 74,770 Total 1,078 2,433 3,441 515 Voice mail 19% 11% 8% 11 29% 618 8,042 9,738 FDL 20% 13% 7% 11 36% 1,138 15,505 19,076 APP 24% 18% 6% 7 40% 901 14,557 18,899 GRB 15% 2% 13% 25 34% 2,744 20,643 23,902 BUR Not Handled Voice mail Abandon % ASA TSF Abandoned Answered Total Calls
  9. 9. Standards & Measures <ul><li>There is no standard of performance for PCC’s </li></ul><ul><li>There is no standard of performance for Supervisors </li></ul><ul><li>No quality assurance program </li></ul>
  10. 10. Hiring & Interviewing <ul><li>New hire process can take 6 to 9 weeks from position opening to phones. </li></ul><ul><li>Little HR involvement </li></ul><ul><li>No skills testing </li></ul>
  11. 11. People <ul><li>Collective bargaining agreement limits the effectiveness of supervisors to deal with individual non-performers </li></ul><ul><li>Separate union agreements prohibit cross-training of Assistants to perform PCC duties </li></ul><ul><li>Absenteeism is high </li></ul><ul><li>Turnover has improved over the last 6 months, but continues to be higher than average for a healthcare oriented facility </li></ul><ul><li>High level of frustration with peers not, “Pulling their own weight”. No repercussions. </li></ul><ul><li>The quality of Supervisor varies greatly </li></ul><ul><ul><li>Primarily promoted from within </li></ul></ul><ul><ul><li>There is no formal supervisor training </li></ul></ul><ul><ul><li>Many supervisors prefer administrative duties over people interaction </li></ul></ul><ul><ul><li>There is very little development of their subordinates </li></ul></ul>
  12. 12. Skills & Knowledge <ul><li>The quality of the training materials is excellent </li></ul><ul><li>There is no consequence for failing a test </li></ul><ul><li>No training on phone systems provided </li></ul><ul><li>There is very little communication between the trainers and the supervisors during training. With the 60 day probation period, there is little time for supervisor to evaluate. </li></ul><ul><li>Working on a post training “Report Card”. </li></ul><ul><li>No formal end user training on phone system and routing </li></ul><ul><li>New hires feel as though they are inconveniencing tenured PCC’s when they need help </li></ul><ul><li>Supervisors judge new hires by how many times they ask for help </li></ul>
  13. 13. Strengths <ul><li>Strong, diverse set of Clinic Directors </li></ul><ul><li>Excellent face-to-face customer service </li></ul><ul><li>Good individual performers </li></ul><ul><li>PCC/doctor proximity has had a positive affect on relations </li></ul><ul><li>Televox is automating a high percentage of outbound calls </li></ul>
  14. 14. Recommendations
  15. 15. Recommendations: Feedback <ul><li>Modify Press Ganey questions: </li></ul><ul><ul><li>Track by PCC (if possible) </li></ul></ul><ul><ul><li>Customer service </li></ul></ul><ul><ul><li>Accuracy of information </li></ul></ul><ul><ul><li>Ease of navigation </li></ul></ul><ul><li>Establish a recognition program </li></ul>
  16. 16. Recommendations: Hiring & Interviewing <ul><li>Conduct a personality inventory of your highest and lowest performers </li></ul><ul><li>Utilize testing software for spelling, grammar, and call center simulation </li></ul>
  17. 17. Recommendations: Telephony <ul><li>Bring in a Nortel expert to assess routing </li></ul><ul><ul><li>Identify existing errors in the routing tables </li></ul></ul><ul><ul><li>Start with the Hygienists queue in Fon du Lac </li></ul></ul><ul><li>Move supervisors to their own agent group </li></ul><ul><ul><li>Reporting is skewed with supervisor time in queue </li></ul></ul>
  18. 18. Recommendations: Skills & Knowledge <ul><li>Train existing staff on phone features </li></ul><ul><li>Include phone training in future new hire classes </li></ul><ul><li>Establish an end of week “Report Card” for each new hire </li></ul><ul><li>Schedule an in person meeting or call between training and the supervisor </li></ul><ul><li>Use at least two barrier tests during training </li></ul><ul><li>Conduct a Needs Analysis to identify knowledge gaps </li></ul>
  19. 19. Recommendations: Standards <ul><li>First interaction resolution </li></ul><ul><li>Create a monthly balanced report card for PCC’s and provide feedback </li></ul><ul><ul><li>Productivity </li></ul></ul><ul><ul><li>Quality (Press Ganey) </li></ul></ul><ul><ul><li>Error rate </li></ul></ul><ul><ul><li>Attendance </li></ul></ul><ul><ul><li>Attitude </li></ul></ul><ul><ul><li>Collection rate </li></ul></ul><ul><li>Create a monthly balanced report card for supervisors and provide feedback </li></ul><ul><ul><li>Rollup of agent goals </li></ul></ul><ul><ul><li>Turnover </li></ul></ul>
  20. 20. Recommendations: Process <ul><li>Create accountability for ACD metrics </li></ul><ul><li>Combine the similar specialized queues </li></ul><ul><li>Written communication of all future process and systems changes prior to go-live </li></ul><ul><li>Establish a Telco “Trouble Ticket” system to track and categorize issues </li></ul><ul><li>Establish Operator triage “protocols” to reduce misdirected calls </li></ul><ul><li>Provide line supervisor training </li></ul><ul><li>Establish a career path </li></ul><ul><li>Set expectations for communication between Specialist PCC’s and doctors </li></ul><ul><li>Give the Urgent Care PCC’s wireless headsets </li></ul><ul><li>Give all PCC’s access to email </li></ul>
  21. 21. Outsourcing Recommendations <ul><li>Bring the Operator and Recall function to Beryl </li></ul><ul><ul><li>Switchboard </li></ul></ul><ul><ul><li>First column appointment setting </li></ul></ul><ul><ul><li>Outbound appointment confirmation calls </li></ul></ul><ul><ul><li>Inbound appointment confirmations </li></ul></ul><ul><ul><li>Appointment rescheduling </li></ul></ul><ul><ul><li>Hygienist appointment rescheduling </li></ul></ul><ul><li>Need for scale in smaller queues </li></ul><ul><li>Add overflow capabilities </li></ul>
  22. 22. Outsourcing Recommendations <ul><li>The Bottom Line: Focus </li></ul><ul><li>Recommendation #1 </li></ul><ul><ul><li>Phased outsource of Operator and Appointment calls by office </li></ul></ul><ul><ul><li>Beryl acts as backup for other queues over time </li></ul></ul><ul><li>Recommendation #2 </li></ul><ul><ul><li>Phased outsource of Operator and Appointment calls by office </li></ul></ul><ul><ul><li>Purchase Symposium to aggregate other queues regardless of location </li></ul></ul><ul><li>Recommendation #3 </li></ul><ul><ul><li>Purchase Symposium to aggregate all current call queues </li></ul></ul>
  23. 23. Next Steps <ul><li>Perform detailed staffing analysis </li></ul><ul><li>Determine connectivity requirements </li></ul><ul><li>Make staffing recommendations </li></ul><ul><li>Determine scope and length of training </li></ul><ul><li>Determine phase and approach </li></ul>
  24. 24. The Beryl Companies <ul><li>Eric Davis </li></ul><ul><ul><li>Director of Operations </li></ul></ul><ul><ul><li>(817) 799-3723 </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul><ul><li>Dave Hoekstra </li></ul><ul><ul><li>Operations Support Manager </li></ul></ul><ul><ul><li>(817) 770-8010 </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul>

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