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ROI Communication helped a statewide
membership organization with large call centers streamline and
strengthen its internal communication to improve customer service.
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A large, statewide
membership organization selling insurance and travel services was
struggling to overcome “information overload” among its 1,500 call
center employees, who regularly reported confusion, frustration and a
lack of necessary tools to deliver good customer service. Specifically:
- The call center organization was swamped by the volume of
non-business information communicated through competing channels. Under
the weight of massive emails, key business information was getting
misunderstood, lost in the shuffle or ignored altogether.
- Business demands and metrics conflicted with a strong need
and desire for face to face communication between employees and
supervisors, resulting in limited interaction.
- Multiple, disparate systems for posting and accessing
information interfered with call center employees’ ability to navigate
through information consistently to help customers.
- Organizational communication processes were inconsistent and
hard to manage.
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Recognizing that
addressing these issues would require restructuring the way it
communicated with — and within — its call centers, the organization
brought in ROI Communication to help guide the transformation. The ROI
team worked with the client to:
- Create a Contact Center portal, integrating multiple contact
center sites into one coordinated intranet designed specifically for
call center employees.
- Establish email guidelines for call center and associated
communicators, including how to take advantage of Microsoft Outlook
features.
- Develop a core set of communication vehicles, including a
call center e-newsletter, brown-bag lunch meetings, daily and weekly
huddles, and location-based messaging boards that employees can trust to
provide relevant and up-to-date information.
- Create standardized templates for communication planning,
project timelines, presentations and tool kits.
- Develop communication baseline metrics to evaluate ongoing success.
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To accurately gauge the effectiveness of changes, call
center employees were designated as either “huddle” teams or
“non-huddle” teams. Both types of team received the benefits of the
e-newsletter, brown-bag lunch meetings and messaging boards. However,
only the huddle teams participated in the daily and weekly communication
huddles with their managers. After six months, a survey found that:
- More
supervisors now feel they have the time to communicate effectively (83%
in June compared to 13% in January).
- More call
center employees are now satisfied with communication from their
supervisors (88% in June compared to 77% in January).
- 80%
of huddle teams felt the meetings improved their ability to handle
member calls and requests.
- Huddles have improved results in two key performance metrics: promoting
member benefits and first call resolution. Members of huddle teams
showed 13% improvement in resolving customer issues on their first
call. Non-huddle teams improved 6%.
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