Category: Healthcare Call Centers

Make Sure the Procedures You Expect Your Employees to Follow Still Make Sense for Their Job Today

By Peter Lyle DeHaan, PhD

We’ve talked about asking your staff for feedback and using their input to uncover ways to tweak your procedures. One way to do this is to eliminate processes that keep your call center staff from doing the job you hired them to do.

Many of the instructions you provide your staff exist to address a past problem. Though some of these scenarios recur too often, other situations may have been an isolated instance that’s unlikely to repeat. 

Other expectations exist to accomplish management goals and advance operational paradigms. Though well intended and once applicable, their purpose may have lost relevancy over time.

With this background in mind, let’s reevaluate the procedures—that is, the rules—you’ve put into place for your staff. Consider these options:

Eliminate Obsolete Policies

Too many call center procedures once made sense but no longer do. You can make everyone’s job in your medical call center easier by eliminating unnecessary rules. The fewer procedures you expect your staff to follow, the better they’ll adhere to the ones that remain.

Simplify Existing Rules

Another category is procedures that have detailed and exacting expectations to follow. Although the general impetus behind the procedure still stands, you can look to lessen its severity. This could include reducing the number of steps required, removing time-consuming doublechecks, or empowering agents to act in specific situations without supervisor approval.

Implement Helpful Guidelines

Though our focus is on reduction, this doesn’t mean all procedures are bad. In fact, you may need to add some. 

Look for areas of ambiguity that your staff routinely struggles with. Could you ease their burden by giving them specific guidelines to follow? Would a straightforward procedure save them the agony of trying to make a quick determination to address a perplexing scenario?

Conclusion

All call centers, especially those in the healthcare industry, require rules to run efficiently and effectively. But not all rules are good. You should eliminate some and simplify others. Also look to implement judicious rules that will help staff deal with challenging situations. 

The goal is to make their job easier. When you do this, everyone benefits: you, your staff, your organization, and your callers.

Read more in Peter Lyle DeHaan’s Healthcare Call Center Essentials, available in hardcover, paperback, and e-book.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat and Medical Call Center News covering the healthcare call center industry. Read his latest book, Sticky Customer Service.

Remove What’s Unnecessary and Retain What Is

By Peter Lyle DeHaan, PhD

Although I’m not trained as an industrial engineer, I think I’d make a good one. I have a knack of looking at processes and streamlining them. It gives me great satisfaction to take something overly complex and reduce it to its essential elements.

It doesn’t matter what the task is, whether setting an appointment, doing a patient intake, or making a post-discharge phone call, there’s a process to assure it’s done correctly. 

Sometimes we view these steps as common sense and don’t feel a need to document them—that is until someone fails to follow common sense. Other times—be it through past failures or an overly complex process—we document the path to produce success.

Too often, however, these processes are more involved than they need to be. We need to look for ways to streamline them. Here are four considerations.

1. Remove Obsolete Elements: Any process that’s been around for a while, likely contains unnecessary steps. Though once required, they no longer are. 

One healthcare call center compiled data from every call for marketing. But marketing didn’t even know the report existed. The person who requested it had left the organization two years before.

2. Eliminate Redundant Tasks: When I started Medical Call Center News, I entered data into three spreadsheets for each issue. Some numbers went on multiple sheets. 

I reviewed the purpose I sought to accomplish and what I was doing. One section was a carryover from another publication and no longer applied. Another area contained information that was personally interesting but had no business relevance. 

By taking away what was not essential, it was easy to see how the remaining data could smartly fit on one simplified spreadsheet. Not only did I save time with each issue, but the result was easier to use information.

A corollary that applies in many large organizations is multiple departments that want the same data. Enter it in one place and allow everyone to access it there. Don’t do something twice when once will work.

3. Combine Steps: I once toured an apple farm and watched them make cider using an old-fashioned apple press. Though I admired the employee’s diligent work, the inefficiency appalled me. They could have combined five steps into two. And a simple adjustment to the press’s set up would have eliminated all five, which took about 20 percent of the time to make each batch.

4. Cull Historical Baggage: Processes that have been around for a while often include steps that are there because of one error that happened long ago. Yes, mistakes do occur, but it’s not wise to systematize preventing the possible reoccurrence of one long ago oversight.

Conclusion

Streamlining a process may seem like too much work, but once simplified your staff will save time, reduce errors, and be more efficient every time they use it. A little effort now will pay huge dividends for the long-term.

Read more in Peter Lyle DeHaan’s Healthcare Call Center Essentials, available in hardcover, paperback, and e-book.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat and Medical Call Center News covering the healthcare call center industry. Read his latest book, Sticky Customer Service.

Verify Key Information and Don’t Assume You Know the Answer 

By Peter Lyle DeHaan, PhD

My first full-time job was repairing copy machines. One day, toward the end of my short tenure there, the new service manager shared his vision for the future of his department.

The company had two product lines, each with its own technical staff. This was inefficient, as the paths of the respective service teams would often cross.

His grand idea was to cross train us on both product lines so we would do less driving and be more efficient. Customers would receive quicker service, and the company would save money.

It was a clever idea, but I pointed out something he overlooked. Already jammed with copier machine parts, my service vehicle had no room left to carry additional supplies for another product line. In fact, I revealed that I had removed my spare tire to make room for the parts I needed to carry.

His once pleased smile evaporated. My revelation left him dismayed, shooting down his brilliant idea. I’m not sure if I were the first technician that he shared his plan with, but I was the first one to point out why it wouldn’t succeed.

I respected him as a leader, in part because he understood my job. In fact, he once did what I and my three dozen compatriots were doing now. But things changed over time with more models to service and more spare parts to carry. His assumption that his knowledge from years ago still applied left him vulnerable to making a miscalculation.

This error can happen in any organization, including medical call centers and answering services. Many people in management and leadership rose through the ranks, having once answered patient phone calls themselves. But things change over time, and what may have once made sense, no longer applies.

That’s why it’s important for leaders to keep in touch with what their frontline staff does each day. This doesn’t mean caring a vague comprehension, but instead possessing an in-depth understanding.

Short of periodically taking calls—which is a great idea—the solution is to talk with your telephone representatives. This will help you better understand what they do on a day-to-day basis and aid you in making informed decisions about the work they do and the policies that support them.

Don’t assume you know the answer. Ask the people who know. They’ll either confirm or correct your perspective. Either way it’s a win.

Read more in Peter Lyle DeHaan’s Healthcare Call Center Essentials, available in hardcover, paperback, and e-book.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat and Medical Call Center News covering the healthcare call center industry. Read his latest book, Sticky Customer Service.

Work to Enhance Customer Service to Better Meet Caller Expectations

By Peter Lyle DeHaan, PhD

What does your healthcare call center do to improve quality interactions with your callers and patients? While some call centers have robust programs in place, others struggle with implementation or following through, and a few keep putting it off. 

Regardless of where you stand on the quality spectrum, too many call centers lack a methodical quality assurance (QA) program that they consistently use to track and improve the quality of the interactions that their agents have with callers.

Here are some thoughts to move forward:

Start Small

Though you could begin with a grand comprehensive plan to have a dedicated QA leader or team evaluate every agent every day, this is too big of a vision for most organizations to start with. Instead think small. Aim to evaluate each employee once a month. This feels manageable.

Though evaluating one call a month may not provide statistically meaningful insights, it does communicate to every employee the importance you place on the quality of their work. It also brings a customer service focus to the forefront of their thinking.

Be Consistent

Now that you’ve evaluated one call per person in a month, repeat the process. Do it a second month and then a third. Some employees will catch the vision right away, while others will have a wait-and-see attitude. But as you consistently assess one call per agent per month, your staff will see your commitment and take the goal of quality seriously.

Celebrate Wins

Instead of evaluating calls to discover where agents fall short, seek to catch them doing something right. Focus on the positive whenever possible. Yes, you must address some errors immediately, but even in this case frame them between what they did right. 

Let them self-identify areas to improve. For example, listen to a call with them and ask, “What was good about this call?” You may need to prod a bit, provide suggestions, or offer affirmation.

After they’ve identified several areas of success, then ask them, “What is one thing that could’ve gone better?” Then offer instruction, encouragement, or support as needed to help them turn this one weak area into a strength.

Grow as Needed

Once you have a system down and have consistently evaluated one call per agent per month, look to expand your program. Seek to assess two calls per month. This will also be an ideal time to train other people in your QA process so that they, too, can help appraise calls.

Continue to add calls to the process until you have a statistically significant dataset for each employee each month. 

Also, be sure to allocate time for your QA manager or team so they can complete their call evaluation work. Don’t expect them to squeeze this task in among many others. If you do, something will suffer, and I suspect it will be your QA program. 

Your employees—and your callers—deserve better.

Read more in Peter Lyle DeHaan’s Healthcare Call Center Essentials, available in hardcover, paperback, and e-book.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat and Medical Call Center News covering the healthcare call center industry. Read his latest book, Sticky Customer Service.