Case Studies for Industry, Processes, and Technologies

Project Background A major health insurance company serving nearly 50 million members with over 24,000 providers and annual revenues of over $2 billion. 400 CSRs in two locations linked as a virtual center. Company regularly ranks among best in class in customer service and employee satisfaction
Business Challenge Advice sought by management on right number and sizing of call centers. Need to increase scheduling efficiency without negatively affecting agent morale. Required independent assessment of overall call center performance.
Project Approach • Two person project team led a six week assessment of the two call center locations
• Analyzed call center data and metrics
• Conducted interviews of key personnel from senior management to frontline employees to gain perspective on current operations
• Assessed technology, quality program, organizational structure, and processes for scheduling and performance assessment
• Observed agents handling voice and email contacts, and observed supervisors and managers in action
Business Benefits The assessment yielded several key recommendations which included:
• Changing Organization Structure
• Revising Quality Program and Coordinating Quality Process between Supervisors and Monitors
• Redesigning and Replacing Call Center Technology to Better Support Call Routing and Improve Disaster Recovery Capabilities
• Redesigning Performance Measures and Integrating into Schedule Bid Process
• Redesigning Performance Reporting System to Reduce Technology Risk

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