This company relies on a 93-person contact center and a team of 9 call center supervisors to service its members. At the time, many of their contact center supervisors had advanced to other positions, promoting their call center agents within. Although these new call center supervisors were top performers in their agent roles, they had little-to-no leadership or past managerial experience. Consequently, customer service declined as their call center leadership team faced coaching gaps. Furthermore, they needed to get their supervisors up to speed as the busy Open Enrollment season was approaching.
This company needed tools to help pinpoint where to best spend their coaching time and what Customer Service Representative (CSR) behaviors they should be looking for. They wanted to focus specifically on the skills to coach the following critical behaviors centered around high-performing customer service:
This healthcare organization engaged Insite to quickly upskill new contact center supervisors by facilitating a series of performance-focused call center leadership training. They were interested in prioritizing training for coaching, emphasizing the customer experience using our metric-driven contact center training program. The metric they wanted to put at the epicenter is Voice of the Customer, focusing on specific skill competencies around coaching, process management, and analytics to root cause coaching behaviors.
Before we began work, we conducted a management evaluation. At the time, this company had supervisors focusing on Voice of the Customer, CSAT, First-Call Resolution (FCR), and Quality Assurance. Keeping performance metrics at the epicenter, we customized a training module for each metric. We concentrated on learning and applying the competencies identified in our management evaluation within each module. Each module/metric became the focus for 3 to 4 months, with custom training sessions, real-world practice sessions, publishing improvements, and implementation support.
Through the engagement, we helped this company out-perform the #1 healthcare provider within their region in customer service. In addition, they out-performed their biggest competitor significantly – with an 87-point difference in their scores.
We witnessed a reduction in baseline audit errors from 70% to 19%, which the team and reps achieved through error tracking.
After demonstrating to supervisors how to identify if the reps are using the IH Error disposition code correctly through a manual auditing process, we saw a baseline of 57% go down to 44% in errors.
As a result of our contact center leadership training, their supervisors were able to reduce handle time to an average of 32 seconds without sacrificing customer service.