ROI Communication helped a statewide membership organization with large call centers streamline and strengthen its internal communication to improve customer service.
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:
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:
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: