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Unformatted text preview: eaks together. The socialization is important to them and can motivate and energize them when they return. I pick number 2 from my experience. © Copyright 2005 BenchmarkPortal, Inc. 156 This report is for internal Aspect use only. Distribution of this Report outside of Aspect is strictly forbidden. Frequently Asked Questions From The Popular “Ask Dr. Jon” Column Question Answer I am hearing more and more about moving calls off shore to reduce costs. What does your research offer on this issue? On average, 60% of the operational cost of a call center is tied up in human resources, and just finding great agents who can read, write and speak English articulately is becoming tougher and tougher. Countries that were part of the English Commonwealth, like India, British Guyana and others, are stepping in to take up the slack. Many citizens of these countries are receiving an excellent education. With the globalization of telephone networks resulting in lower long-distance costs, call centers in these remote areas have become quite viable financially. Handling e-mail from these countries, especially technical support e-mail, is a great way to begin. I manage a small call center (25 agents) for an insurance company in southeastern Indiana. Our CSR's often have post call work that takes them away from answering inbound calls. We have struggled with finding a meaningful way of measuring these activities and the time they take. We believe some of this work is related to training, or lack of available information. Do you have any suggestions for effectively and efficiently tracking post call work that might help us to better understand the resources needed to staff for this work? Are there any working models that you are aware of that might help us see into this “black hole”? I would begin by asking each CSR to document the “type” of activities required after the call, for example reasons like, a) claims correspondence, b) claims paperwork completion, c) claims investigation, etc. I would then create a frequency report of these activities to determine the major time “hogs.” I would then determine if a “less skilled” (i.e., less expensive) clerk could handle some or all of these activities. I would investigate if there is software available to minimize the agent's time spent on these post call activities. And finally, I suggest you benchmark your call center's post call work time against a peer group of insurance call centers through the Purdue performance database. By benchmarking, you will better “see” if your amount of post call work time is normal, or is it really too big, and therefore needs your attention. I'm trying to figure out an appropriate percentage of my budget to allocate to overtime expenses to handle calls during peak times rather than staff up for the peaks. I am not aware of a specific article that addresses overtime issues in call centers. However, from our work in benchmarking call centers, I would suggest an average budget...
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This note was uploaded on 02/22/2012 for the course CSR 309 taught by Professor Staff during the Fall '08 term at Purdue University-West Lafayette.

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