TELL US THE JACKSON STORY .
A : Jackson , founded in 1961 , is a leading annuity provider in the U . S . offering a range of products , financial know-how , history of award-winning service and streamlined experiences designed to reduce the complexity of retirement planning . We are committed to helping people achieve financial freedom by providing clarity to drive better outcomes for tomorrow .
We are well-positioned to capture opportunities as the annuity market expands and the U . S . financial climate continues to evolve , including the aging population , increased technology integration , regulatory changes , and advisory standards .
WHAT CHALLENGES WERE YOU FACING ?
A : In 2017 , we began evaluating ways to overcome challenges in recruiting and retaining our call center associates .
The average turnover rate for these positions ( 30-45 %) is more than double that of other U . S . occupations . Additionally , studies show that “ lack of career advancement opportunities ” is a leading cause of this attrition .
We strongly felt that we could improve our associate recruitment and retention . We believe our call center serves as a launching pad for career advancement within the organization , with the ability to gain product and process knowledge , and the opportunity for growth and career advancement . And we wanted to showcase these opportunities .
WHAT WERE YOUR GOALS ?
A : Our main goal was to ensure that our call center consistently provides best-in-class service for our customers . We believe that engaged and motivated associates play a strong role in our ability to deliver on that goal .
We also wanted to create an environment within Operations where the call center was viewed as the premier place to be for career advancement , providing comprehensive product and process knowledge combined with an end-to-end view of Operations . This is something we communicated to our teams consistently throughout the Operations department .
WHAT METHODS / SOLUTIONS DID YOU SELECT AND WHY ?
A : To help prevent attrition , we established a pipeline for talent into and within our call center . This involved providing access to mentorship , career development , and training opportunities as well as encouraging growth in interest areas through “ Leadership Chats ” and “ Lunch and Learn ” sessions .
Another initiative we launched that continues to support our goals is the Jackson Development Zone in Lansing . It offers flexible work for local college students and community members that allows for hands-on experience in the industry .
While many of the activities taken to accomplish our goals related to career development and retention , we also recognized the need to modernize our call center technology .
In May 2022 , we kicked off the roll out of the Customer Interaction Modernization initiative , which was created with the goal of improving the experience for both our associates and customers when interacting with Jackson .
WHAT , IF ANY , CHALLENGES DID YOU ENCOUNTER AND HOW WERE THEY RESOLVED ?
A : As with any large implementation , we found our share of adjustments that needed to be made along the way .
However , driving associate advocacy was extremely helpful in working through the initial challenges . We also leveraged our agile framework to implement the functionality in digestible components , allowing plenty of opportunity to adjust and pivot based on feedback as we saw fit .
" WE BELIEVE OUR CALL CENTER SERVES AS A LAUNCHING PAD FOR CAREER ADVANCEMENT WITHIN THE ORGANIZATION ..."
-- MAGGIE GARZA
YOU WERE EXECUTING THESE CHANGES WHEN COVID-19 STRUCK . WHAT WAS THE IMPACT OF THE PANDEMIC ON YOUR PROGRAM AND HOW DID YOU ADJUST ?
A : One of the key challenges we experienced during the pandemic was staffing . It shifted the priorities of what candidates were looking for in an employer , including pay , work / life balance , and remote work opportunities .
With this in mind , we made it a priority to review and adjust our recruiting strategies accordingly . We re-evaluated our job descriptions and pay , and implemented new incentives , such as referral and sign-on bonuses .
Additionally , we were having to adapt in real time from an in-office environment to a fully-remote environment and then a hybrid model as we worked our way back to an office-centric call center .
We also focused on our engagement activities to help maintain retention for existing associates . We put a stronger focus on associate mental health and wellness by regularly sharing tips on maintaining a healthy and balanced lifestyle , offering free memberships to Head Space , and prioritizing weekly check-ins from management .
Finally , we increased associate appreciation efforts through monthly engagement activities , in-office amenities , and reward and recognition programs .
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