Posts tagged consulting

It’s an exciting time for contact centers in healthcare. More and more health systems recognize the potential contact centers have to enhance the patient experience and generate revenue by using new technology to transform into multi-channel contact centers.

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An effective referral management process improves patient care, and making life easier for patients is always our first goal. But sometimes what is good for the patient is good for the bottom line, and in the case of referral management, it’s very good.

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Assessments are great. They’re the best “Step 1″ for any engagement since they reveal the current state and establish a baseline. Without that baseline, how can you tout all the great improvements you’ll eventually make? But that’s not the whole truth.

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Okay, so you now know what you don’t know. What, exactly, does that mean? It means that it is now time for the next step: a comprehensive assessment.

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Training new hires at a contact center can be daunting. Every day they are not trained is doubly harmful: the company is losing money on the employees not fulfilling their potential, and coworkers have to pick up the slack in order to keep the contact center running properly.

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If you utilize the Ultimate Agent® program, you know that once you have an updated job description out in the world, the applicants come calling. Usually companies focus on the results of recruitment, turning those prospects into employees, but effective recruitment also includes the assessment and interview process.

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The thing is, our clients are busy. Time, energy, and resources get sucked up into the day-to-day responsibilities and operations. That’s when a strategic workshop can be helpful.

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Recently, we had the chance to listen to some calls at a client’s contact center. This client has a high percentage of positive responses from their post-call survey, and all of the calls we heard ended with the customers saying that yes, they were satisfied with the quality of their service that day. Still, we ended our listening session feeling a little disappointed. What was our problem?

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Since founding Singola, we have walked into a lot of healthcare buildings, and we’re going to let you in on a little secret: we can tell by the end of the introductory meeting if the organization will succeed at what it is trying to do.

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Every member of our team has a consultant horror story, and for the most part they sound the same. A recent college graduate with very little work experience came in, spent a lot of time asking exasperating questions, told us we had problems that we already knew about, and then left, leaving behind a giant binder of “solutions” that was never opened again. Why then did we choose to become them?

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