Renown Health – the largest integrated health system in northern Nevada – was experiencing difficulty in managing increasing call volumes in their centralized scheduling center. Post-weekend call volumes put as many as 50 calls in operator queues, so the red ‘calls waiting’ light blinked constantly, no matter how fast they worked the phones. And when they finally connected with a caller, much of their time was spent listening to complaints and defusing angry patients. The result? Stressed operators and schedulers. Long wait times. Frustrated callers.
Texas A&M University
Texas A&M University is the oldest higher education institution in the state of Texas. It ranks as the fourth largest university in the United States with enrollment of nearly 50,000 students occupying a 5,200 acre campus. The university’s strategic initiative to outsource many campus operations necessitated that the school find a vendor to handle their operator services. More specifically, Texas A&M sought a solution that could reduce operator workload and streamline the management of operator services.
Arkansas Children's Hospital
Arkansas Children’s Hospital, one of the largest pediatric hospitals in the U.S. and a top ranked facility by U.S. News & World Report, was experiencing caller experience issues in their scheduling centers.
Callers were frustrated in dealing with a 7 option push-button IVR system, and it could take as long as 2.5 minutes to get to the appropriate resource. This resulted in a high number of opt-outs to agents, who spent an inordinate amount of time dealing with irate callers.
Reebok International Ltd., headquartered in Canton, Massachusetts, is a leading worldwide designer, marketer and distributor of sports, fitness and casual footwear, apparel and equipment. The lack of an enterprise employee directory at Reebok made it difficult for their sales representatives to connect with employees and departments at headquarters while traveling. In order to simplify connections, Reebok provided sales representatives with a direct line to the main switchboard via an 800 number. Operators at the switchboard, who were busy handling customer and prospect calls, could not efficiently handle the additional transfer requests from the sales team, resulting in extended connection times for all callers.
Erie County Medical Center
Erie County Medical Center, a 550 bed facility in Buffalo, NY, was undertaking a facility “redesign” project to create greater departmental efficiencies, improve the patient experience, and reduce costs. The facility was also experiencing constantly increasing activity as a result of recent expansion efforts. This was impacting frontline communications, as operators found it difficult to provide the increasing numbers of callers with excellent service.
staff was tasked with responsibility for call handling on a 24/7 basis, and rising call loads were becoming increasingly difficult to balance with the many other duties assigned to the department.
Doctors Community Hospital
Doctors Community Hospital, a 219 bed, not-for-profit hospital in Lanham, MD, was experiencing call handling challenges due to overwhelming call load to operators. Callers were frequently frustrated by unavailable operators and long hold times. Facility operators also provided answering services to 300 doctor’s offices and clinics in the surrounding communities, adding additional operator call load. The facility found it imperative to improve service levels for callers.
Blue Cross Blue Shield
Blue Cross Blue Shield of Massachusetts was in the process of changing their telecommunications infrastructure, requiring that all of the facility’s employee phones (more than 3,000 at the time) change extension numbers, effectively negating the use of existing company directories previously used by employees to connect with each other.