" OUR PRIMARY GOAL WAS TO IMPROVE PRODUCTIVITY... WE AIMED TO BRING THE CALL ABANDONMENT RATE TO BELOW THE INDUSTRY BEST PRACTICES OF 5 %."
FEATURE
So, how can these organizations – and their contact centers – best plan and respond to ensure favorable outcomes all round?
INTRODUCING CADUCEUSHEALTH
CaduceusHealth, based in Jersey City, N. J., is a leading outsourced management company. It focuses on large physician groups, typically those employing 100 to 1,000 physicians.
Employing the Athena Health software, CaduceusHealth helps physicians and healthcare providers analyze their business processes and discover new ways to create efficient and compliant workflows within their practices. It provides revenue cycle management, analytics, and management services.
To assist the clientele and their patients, CaduceusHealth has a fully remote contact center with over 200 on-staff agents located across the U. S. It moved the center to the remote model during the COVID-19 pandemic and has continued with it.
But like other healthcare organizations, CaduceusHealth has been facing challenges in maintaining that balance in the contact center. It not only has overcome them, but it is also now exceptionally ready to face what is next.
To find out how, we had a virtual conversation with Grant Knaggs, who is CaduceusHealth’ s COO. Here are the highlights and insights from it.
TELL US ABOUT THE FUNCTIONS OF YOUR CONTACT CENTER.
A: Our contact center primarily handles patient billing, inquiries, and scheduling for major healthcare providers. The staff researches and resolves billing discrepancies and ensures patient satisfaction and efficient payment collection.
WHAT WERE THE CHALLENGES THAT YOUR CONTACT CENTER FACED?
A: We had several quality assurance( QA) issues. After shifting to the remote model, we faced significant inefficiencies due to a lack of visibility into agent processes and work hours. This resulted in an unacceptably high call abandonment rate of 14 %, coupled with an equally unsatisfactory staff turnover rate reaching 27 %.
There was also inconsistent tracking of work hours: i. e., agents getting paid for scheduled hours rather than actual hours worked. This not only led to poor call center performance but also unnecessary labor costs.
" OUR PRIMARY GOAL WAS TO IMPROVE PRODUCTIVITY... WE AIMED TO BRING THE CALL ABANDONMENT RATE TO BELOW THE INDUSTRY BEST PRACTICES OF 5 %."
-- GRANT KNAGGS
Despite a skilled workforce, we also faced challenges in meeting growing service demands and maximizing client satisfaction. But traditional tracking methods, manual reporting, and spreadsheets failed to provide real-time visibility. This left managers in the dark about productivity bottlenecks that impeded our meeting those demands and ensuring satisfaction.
We realized there was a pervasive lack of accountability. This was due to the combination of a lack of visibility into remote work, as noted, and an absence of accurate data for measuring and supporting agent processes. Something had to change.
TO HELP WITH QA WERE YOU RECORDING ALL YOUR CALLS OR ONLY SOME OF THEM? AND IF ONLY SOME, WHY WAS THAT?
A: We were recording some of the calls, but we couldn’ t analyze them to help us with quality management at scale. We didn’ t have a technical solution that enables this process.
WHAT SOLUTIONS DID YOU SELECT AND WHY THEM, AND THEIR VENDOR?
A: We wanted a solution that could provide the level of visibility we needed to effectively manage and assess contact center performance.
So, in October 2023, we selected Insightful for its real-time workforce analytics, which has been purpose-built for contact centers. After testing it alongside two other solutions we made our choice due to its ease of use, straightforward deployment, and detailed productivity analytics.
Unlike traditional tracking tools, Insightful pinpointed workflow inefficiencies, optimized staffing based on demand, and increased employee engagement with clear performance insights. Instead of reacting to problems, leadership could now proactively improve efficiency.
WHAT WERE YOUR GOALS AND EXPECTATIONS?
A: Our primary goal was to improve productivity by reducing call abandonment rates, enhancing employee accountability, and building a culture focused on transparency and excellence.
Specifically, we aimed to bring the call abandonment rate to below the industry best practices of 5 %. A significant part of our inefficiency was also due to a discrepancy between paid hours versus worked hours. Our goal was to close the gap in the difference between these two numbers, as this would deliver real efficiency and productivity.
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