A large regional health insurer servicing over 3 million members was not meeting key performance targets.
The insurer was not meeting its key performance targets in the customer service, claims, and correspondence areas including:
- Inquiry Timeliness
- Inquiry Accuracy
- Average Speed to Answer
- Abandonment Rate
- Claims Timeliness
- Claims Accuracy
Zelus worked with the insurer to determine the root cause of the issues and implemented customized solutions including:
- Designed and implemented workflow improvements resulting in removing 4 days from the claims cycle.
- Designed and implemented a comprehensive skills assessment for all areas.
- Developed a comprehensive Customer Service Training Program.
- Developed a comprehensive Claims Training Program.
- Developed a comprehensive Correspondence Training Program.
- Assisted struggling trainers by delivering components of the training as needed, often with little to no notice.
- Evaluated team leader and manager capabilities via Zelus-developed calibration process and developed coaching program that upgraded leadership skills significantly.
- Improved performance score results by 17% in six months.
- Improved performance score results by an additional 23% in the next 12 months.
- Performance score improvement earned client significant incentive dollars.
- Strategic plan led to national recognition for the insurer.
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A State Agency was given a mandate to incorporate a new operating system. In addition, new federal mandates needed to be incorporated into the system and new processes simultaneously to the implementation of the new system. This group is a customer interfacing agency and is implementing the new system in two phases over a 3-year time frame.
Continue reading “Learning Design For Technology Implementation, A Case Study”
Today, the customer experience is at the forefront of everyone’s mind. In many industries, it is an elusive goal. Industries where this is most challenging have a lot in common. Most importantly, the work of their contact center is often complex. The transactions are no longer, and maybe never have been simple. Think healthcare.
Continue reading “Don’t Forget the Learning Function in your Customer Experience Improvement Effort”
Organizations work tirelessly to create and operate contact centers that provide an exceptional member experience. That exceptional experience is the face of their brand. It’s never easy. And it can be particularly challenging when the contact center is supporting a complex good or service. Complex contact centers and the agents that work in them are usually subjected to increased levels of industry and technical jargon. Our agents are almost always new to the industry and the task of ingraining industry jargon in how they understand the work they do is even more difficult. In reality, you rarely want your agents to use that jargon on the customer. So, to the agents we say: “Learn the jargon, understand it completely, and then make it sound much simpler to customer”. If memorization isn’t the answer, what is?
Continue reading “Translating Industry Jargon in the Contact Center begins with Learning Design”
In the February issue of TD magazine (Talent Development by ATD), my article: “5 Signs that a Learning Program Needs to Go” was featured. Here is the link to the article.
Only 5 signs made the cut in the article, but I wanted to share a few more that were left on the cutting room floor. Continue reading “Evaluating Learning Programs”