Revenue Cycle: Reimagining for a More Efficient Tomorrow · Reimagining for a More Efficient...

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Revenue Cycle:

Reimagining for a

More Efficient Tomorrow

Using Employee Engagement to Increase

Productivity

Friday, January 18th, 2019Gillette Stadium Clubhouse

Karen Hartzell, VP OperationsMelissa Price, VP of Training and Quality

The CCS Companies

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Who We Are

Karen Hartzell – VP OperationsKaren joined CCS in July 2016. Prior to CCS Karen held a number of senior leadership positions within Customer Care and Business Operations including a 15 year tenure at Comcast Cable.

Melissa Price – VP Training and QualityMelissa has been with CCS since 1996 where she started her career as a Collection Representative. Given her strong performance and her degree in education, she has been promoted several times to her current position.

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Revenue Cycle:

Reimagining for a

More Efficient Tomorrow Using Employee Engagement to Increase Productivity

• Where we started

• Why drive a change

• What we implemented

• How it changed our business

• Your Questions

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More Efficient Tomorrow Our Story - How it All Began

Melissa: “I thought we were aligned and providing quality support, but in reality I learned our silo approach wasn’t working.”

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The Aha Moment!

Yes, we were embracing change always! Yes, we all worked to support the agents! Yes, we put out lots of tools, resources

and support!

The miss? We didn’t truly partner.

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The Case for Change

There is a strong Link between Employee Happiness and Productivity• Unhappy employees don’t tend to do more than the minimum, great

workers who don’t feel appreciated quit, and poor managers negatively affect workers and productivity.

• In Rob Markey’s Harvard Business Review blog post “Transform Your Employees into Passionate Advocates” he states, “Loyal, passionate employees bring a company as much benefit as loyal, passionate customers. They stay longer, work harder, work more creatively, and find ways to go the extra mile. They bring you more great employees. And that spreads even more happiness —happiness for employees, for customers, and for shareholders.”

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The Case for Change

Increased Productivity means increased profitability• The Department of Economics at the University of Warwick found

that happy workers are 12 percent more productive than the average worker, and unhappy workers are 10 percent less productive. In fact, unhappy employees cost American business over $300 billion each year.

• A 142-country Gallup report on the “State of the Global Workplace”shows that 63 percent of employees are not engaged at work and 24 percent are actively disengaged, leaving a mere 13 percent of workers who are engaged in the work that they do.

• This means that the overwhelming majority of people working for you lack motivation and enthusiasm and are not performing at their full potential.

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The Case for Change

"To make customers happy, we have to make sure our employees are happy first.”

Zappos

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What Steps Did We Take?

New Roles and Responsibilities

– Servant Leadership Model– New Leader Expectations– New Governance Model– Clearer Lines of Accountability– Incremental Support of the Front Lines

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Servant Leadership Model

Servant leadership seeks to involve others in decision making, is strongly based in ethical and caring behavior, and enhances the growth of workers while improving the caring and quality of organizational life.

• A servant leader shares power, puts the needs of others first, helps individuals develop and optimize performance, is willing to learn from others, and forsakes personal advancement and rewards.

• Servant leaders concentrate on performance planning, day-to-day coaching, and helping people achieve.

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Servant Leadership

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New Leader Expectations

• Number One Leader Role is to support their employees in reaching their full potential: development focused

• Open lines of communication across all teams; connecting them to the greater organization

• Alignment of individual to collective team goals

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New Governance Model

Weekly All Leader Meeting Align the Leadership Team on department priorities, performance & upcoming changesRaise and resolve any hot issues

Weekly Front Line HuddleReview company performance against goals (client level)Discuss any upcoming changes or challenges facing the front line

Weekly CSA Coachings and CalibrationsOne on One call reviews Discuss any call handling development goals and progress

Monthly Supervisor CSA Team MeetingsDiscuss Team performance against goalsTeam Recognition and best practice sharing

Monthly Supervisor and CSA One on OneEstablish personal individual development goals for each CSADiscuss ongoing performance and support activities

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More Efficient Tomorrow Clearer Lines of Accountability

• Aligned like resources to maximize impact

• Clarified difference between supervisor role and coaching support roles

• Implemented new leader goal for accountability of associates hitting their performance goals versus team averages

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More Efficient Tomorrow Incremental Support of the Front Lines

• Reduced our Customer Support Reps to Supervisor Ratios (moved to 12:1)

• Added night and weekend Manager coverage

• Added dedicated resource for GamificationSpecialist and purchased RMG Software

• Reallocated Administration Resource for Analytical Resource

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Gamification Strategy

CHALLENGE REWARD COMPETITION USER ENGAGEMENTGAMIFICATION APPROACH

GOAL LEARNING SKILL ACHIEVEMENT

CHALLENGE REWARD COMPETITION USER ENGAGEMENT

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Examples of our Contests

“The agents feel valued

and the extra break

times, movie tickets and

prizes always lift them up”

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More Efficient Tomorrow Examples of our Recognition

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More Efficient Tomorrow Examples of Performance Updates

RMG Tools are used to report daily performance results utilizing the

Wallboards in the Call Center.

Collection Performance

Agent Performance

Agent Performance

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More Efficient Tomorrow Examples of RMG Software Agent Desktop Inviews

“It creates Friendly competition and is

a great morale boost”

“I like that it shows me the payments I’ve processed”

“Shows me where I am compared to other Agents”

AGENT LEADERBOARD

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Phase II of our Strategy

• Expanding beyond just the Operations line organization

• Engaging at new levels with support teams

• Implemented new partnership opportunities and forums

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What is TRUE Partnership

• Engagement between departments through various touchpoints

• Meetings to discuss opportunities, challenges and data

• Agreement on next steps and actions, collectively• Shared communication plan for rollouts• Review successes and challenges• Repeat!

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Everyone Has A VOICE

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So How Do You Do This?

EMPLOYEE

Operation Leaders

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Shared Governance Model

Projects In Motion (PIM) – Bi-WeeklyTraining Team Leads meeting with leaders to discuss ongoing projects, roll-outs and communication plans about our business or new clients. Partner on methods of delivery

Quality Monitoring Review - Monthly Review agent QM Scores, overall trends and opportunities for improvement.How can all areas assist to help with designated improvement areas.

Training Review - Monthly Discuss recent training programs deployed (classroom and e-learning) as well as upcoming programs and or needs.

Dialer Scripting Review - WeeklyDiscuss open and or projects on scripting screen or dialer updates impacting CSA’s that are ready to go live or be built.

Specialty Meetings – As ScheduledAdHoc meetings to manage special projects or tools.

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5 Point Learning Events

Introduction of Concept via Video

Classroom Workshop

Leader Talking Points

E-Module Course

Article & Survey

6 Week Timeline

All OPS Leaders are involved in the build and

receive training prior to main

event

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Cross Functional Activity

New Hire Acquisitio

n and Retention

New Hire Acquisition

and Retention

Focus Area Actions

• New Testing Tool –“Employment Technologies CA$H Simulation Tool

• New Pay for Experience Model

• Identified Top 8 Competencies for Success

• Additional Training Time

• New On Boarding Strategy, 90 Day Plan

Results

Employee Turnover Rates decreased 19%

Year over Year

Collection Operations, Human Resources, Training and Development

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Driving the Results

10% Increase

20% Increase

22% Increase

34% Increase

Q1

Q2

Q3

Q4

CR

PH

2018

2017

CSA Collection Rate Per Hour – Double Digit Improvement $$$

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Driving the Results

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

96.0%

98.0%

Q12016

Q22016

Q32016

Q42016

Q12017

Q22017

Q32017

Q42017

Q12018

Q22018

Q32018

86.2%

89.2% 89.7% 90.2%91.4% 91.5% 91.7%

93.3%94.2% 94.7%94.9%CSA Quality Scores

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More Efficient Tomorrow Engagement Strategy

Does your Organization have a culture that motivates, empowers, challenges, and respects employees?

Do leaders motivate their employees to do their best? Are leaders building strong relationships and developing cohesive teams?

Do your employees understand where the organization is headed and how they contribute to the organization’s success?

Are leaders clearly defining expectations, holding employees accountable, and focused on delivering results?

Driving High Performance

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Questions?

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