Agent Training, Quality Monitoring, and Performance Management

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


Project Background One of the largest divisions of a major cable operator (serving over 540,000 subscribers).
Division is a collection of geographically discontinuous systems distributed across a single state
Business Challenge 14 autonomous call centers without shared processes or procedures. The current operation led to poor customer service as evidenced by the low sales rates, high error rates, poor service levels, and high abandonment rates.
Project Approach • Two person project team led an eight week assessment of the division’s customer care operations
• Analyzed call center data across the division
• Conducted interviews of key personnel from senior management to frontline employees to gain perspective on current operations
• Performed ride-alongs with field technicians, participated in side by sides with call center agents, and observed supervisors and managers in action
• Reviewed and analyzed best practices across other divisions within the company
Business Benefits Assisted client in implementation of recommendations which included:
• Standardize Call Center and Field Operations
• Centralize Call Center Operations
• Build Customer Care support team
• Organizational Restructuring
• Technology Enhancements


Project Background Major health care provider known for providing outstanding customer service and operational excellence
Business Challenge • Growth in volume led to performance of the claim process becoming unstable and unpredictable as real-time workflow reporting and process information were not available to process owners or participants
• Growth and acquisitions were pushing current process beyond its capability to meet member and provider SLA’s
• Claim Processor Supervisors and Sr. Claim Processors were spending too much time collecting, integrating and defining workflow data and as a result they were not spending time coaching and developing employees
Project Approach • Two person project team worked with cross-functional team of client staff, departmental management, IT, supervisors, process subject matter experts and executive management over 5 weeks to:
• Benchmark “As Is” claim process metric/report capability (inventory current metrics and criteria for claim process)
• Design “To Be” claim process metric/report (Dashboard and Scorecard) requirements
• Identify gaps between “As Is” and “To Be” metric report states
• Provide Level-1 “As Is” process map to identify process Key Performance Indicators (KPI’s) and Performance Indicators (PI’s)
• Establish metric/report standards for claim process that align with corporate values and strategies (Operational Excellence & Growth)
• Develop Level-1 “To Be” process map utilizing BPM best practices
• Provide Findings/Recommendations/Industry Best Practices
Business Benefits • Identified metrics that provide real-time visibility and process control
• Recommended Implementation of BPM solution that automatically prioritizes and routes work
• Brief review identified over $1,000,000 in cost savings, risk reductions, and process improvements
• Projected return on investment based on action plans of 500%, payback in less than six months


Project Background A large cable MSO with five call centers with over 1200 agents with no CRM solution. Over 15 fragmented,out-of-date, and inadequate KBMS. No standard content management tools or processes
Business Challenge Develop strategy for CRM and KBMS to:
• Increase sales and First Call Resolution rates
• Reduce AHT, error rates, agent training time
• Develop common systems to be leveraged by call centers across divisions
• Develop process for managing business knowledge
• Go live in six months or less!
Project Approach • Identified vision and key requirements, developed project budget and assisted in presenting business case to executives
• Worked with corporate IT to develop requirements and designs for CRM and KBMS
• Facilitated rapid business review of requirements ,designs, content management process
• Developed and led user test and agent training for pilot implementation
• Provided post-implementation support to business users.
Business Benefits • Avoided $2 million dollar re-licensing cost for one acquired KBMS
• Met goals for pilot implementation in six months – on time and on budget!
• Positioned business and IT to roll out systems to all centers and agents – completed within two months after pilot!
• Provided conversion strategy for prior KBMS


Project Background Division of a major cable operator, serving more than a half-million subscribers in a metropolitan region, was experiencing an unusually high level of escalation calls and a high contact rate of more than 150%.
Business Challenge The division needed a way to rapidly train agents and provide them with new skills to have an effective means of addressing the issues in advance of an upcoming seasonal peak in volume just four months away.
Project Approach Two person consulting team customized TriSynergy’s “ABC’s of Communication” training to reflect the corporate culture and business rules of its client and then delivered the training to more than 500 front-line call center and field agents and supervisors. The quality program was redesigned and supervisors were trained on new coaching techniques. TriSynergy consultants supported the supervisors and agents with follow-up calibration and coaching reinforcement.
Business Benefits Within two months, the client’s customer satisfaction index rose by 18 points and handle times decreased. Field technician supervisors reported a marked increase in customer compliments and a decrease in customer complaints regarding technician behavior. TriSynergy’s unique approach to training program development allowed the client to use and modify the training materials for additional training of new employees within the division and for use within other divisions as well, further increasing the dramatic return on investment from this highly effective engagement.


Project Background The 450 agent call center supported multiple markets for a cable operator. Call center performance was dropping rapidly. Agent and management morale was low and turnover was climbing rapidly. Customer complaints and call volumes were rising. Management was searching for a Vice President of Customer Care to fill this key leadership role following the departure of the previous Vice President.
Business Challenge • Address critical performance problems
• Rebuild agent and management trust and morale
• Provide day-to-day leadership while new Customer Care executive was hired.
• Support new executive in transition to leadership.
Project Approach • Assumed role of interim VP of Customer Care
• Assessed recruiting, hiring, training processes
• Assessed management structure, staff skills and strengths
• Assisted with evaluation of new VP of Customer Care candidates and transition for new hire.
Business Benefits Four month engagement:
• Dramatically improved morale and agent attendance
• lmproved monthly average service levels from below 50% to above 70%
• Revived relationships with Marketing, Information Technology, Field Service
• Re-defined quality and performance management processes
• Transitioned role to new executive who continues to be successful


Project Background A division of a major cable operator serving over 500,000 subscribers in a metropolitan region. The division provides video, high speed internet and digital phone products to both residential and commercial customers
Business Challenge • High customer contact rate (over 150%) has led to poor service levels and high abandonment rates
• Little visibility on why customers are calling
Project Approach • Based on an eight week call center assessment engagement, identified need to determine call drivers thus allowing the client to develop action plans to reduce calls
• Assessment team recommended the use of Speech Analytics to identify call reasons
• 4 person project worked with client to identify over 20 call categories and subcategories
• Team built over 400 patterns and tuned the speech recognition engine for use within the geographically region
• Team developed and deployed custom dashboards and searches highlighting the areas for the executives to address
Business Benefits • Expected benefits from the engagement include:
• Increase awareness of call drivers
• Outline action plan to address call volume
• Reduction of contact rate to the corporate average of approximately 70%

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