Categories
Healthcare Call Centers

Who Signs Your Paycheck?

Knowing Who You Work for Helps You Do a Better Job

Author Peter Lyle DeHaan, PhD

By Peter Lyle DeHaan, Ph.D.

Do you know who signs your paycheck? Whose signature is it that authorizes payment for the work you do? This, of course, is a theoretical question because most workers today receive their compensation electronically. It shows up in their bank account each payday, without a knowledge of who authorized the transfer.

When I ask who signs your paycheck, however, I don’t mean in a literal sense but in a broader, holistic way. That is, who is responsible for the money you make? Who do you work for? Let’s consider the options:

Your Employer

First on the list is the company you work for, your employer. They hired you, trained you, and pay you for your work. Regardless of the size of the organization you work for, however, there are numerous facets to employment.

First is your boss, and the managers and supervisors she has in place to oversee your work. Larger organizations have a hierarchy. There is your bosses’ boss and maybe even their boss. There could be officers and a Board of Directors. A corporation has stockholders, who own the company. You work for them all. In effect, each one signs your paycheck.

What about your coworkers? In a well-functioning organization, everyone works together to meet a common goal: serving callers. And if you’re in a position of authority, you have people working under you. In a way, you work for them, too, by providing support, encouragement, and direction. If they succeed in their jobs, you succeed in yours.

Your Clients

If you’re employed in an outsource call center, where you handle calls for other companies, you work for them too. Serve them well to retain their business, and you will continue to have a job. Serve them poorly, and they’ll cancel service. If this happens too often, your future employment is at risk. In this way, you work for your clients as much as you work for your employer.

Your Callers

Regardless of the type of call center you’re in, you work for your callers too. Without callers, you would have nothing to do. They’re critical to your ongoing employment success as well. 

Though most people who work in call centers have an inherent desire to do their best to help callers, not everyone is so service-oriented. Do your best to take care of them, which is what your company hired you to do. Then you will continue to have a job.

You

In addition to your employer, clients, and callers, you also work for yourself. You work to earn a living. It’s in your best interest to handle calls with excellence, thereby keeping your job.

Conclusion

In practice, you don’t work for one person, but for many. They are who signs your paycheck. Though there’s an obvious priority, strive to give your best work to each one of them, including yourself.

Don’t let this thought of working for everyone overwhelm you. Instead let it motivate you to give your best to your job every day, on every call.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat and Medical Call Center News, covering the healthcare call center industry.

Categories
Call Center Articles

A VAST REPOSITORY OF CALL CENTER INDUSTRY ARTICLES

Three Decades of Valuable Industry Content Available at No Charge

By Peter Lyle DeHaan, PhD

Peter Lyle DeHaan, Publisher and Editor of Connections Magazine

Every article that appeared in Connections Magazine for the past twenty years is available online, as well as most of the articles that occurred in the eight years prior to that, starting with Volume 1, Number 1 in July 1993. That’s twenty-eight years of valuable industry articles.

On ConnectionsMagazibne.com, I’ve grouped each one of these articles by topic, allowing you to quickly find all our content relating to a specific subject. You can also use the search option to find content by keyword, author, or company.

ConnectionsMagazine.com currently has over 1,600 call center industry articles and over 600 news items. That’s a lot of content waiting for you to explore and use. Though we incurred much expense to curate, edit, and post this information, we happily provide it to you at no charge. Our sponsors and other advertisers, which you can see on the left sidebar, make this treasure trove of information available to you whenever you need it. Please join me in thanking them for their continued and invaluable support.

More Peter Lyle DeHaan Articles

This column marks my 188th column for Connections Magazine, give or take a couple. As shocking as it sounds, that means I’ve written over 11 percent of the articles on this website. 

Besides 188 articles here, I’ve so far written 95 for TAS Trader, 140 for AnswerStat, and 56 for Medical Call Center News. That’s 479 industry-related articles.

People sometimes ask if I’ve published an article about a certain topic. Most of the time, I can’t remember. Over my career, I’ve written millions of words, so please don’t be too critical if my words began to blur. And when I have a vague inkling that I’ve covered a subject, I’m not sure which publication it might have been in.

To address this, I’ve combined all my call center industry articles in one place: here. (I also include over 100 articles about business and 600 about writing and publishing, for over 1,400 of my articles all in one place.) On that website, I grouped my articles by category. It also has a handy search feature.

Peter Lyle DeHaan Books

With all this content, you might wonder if they will ever appear in book form. The answer is yes. They will. I’ll start with some general business books—with an underlying call center perspective—covering customer service, leadership, and sales and marketing.

Look for the first of these books, Sticky Customer Service: Stop Churning Customers and Start Growing Your Business, later this year. More books in the Sticky series will soon follow. 

I’ll also compile content from my various publications to produce some call center industry books as well. These are also in progress. All I need is the time to complete them.

I will announce these books’ availability here as soon as they’re available.

Thank you for reading these call center industry articles and thank you for your encouragement. It keeps me writing.

Categories
Healthcare Call Centers

Use a Quality Assurance Program to Improve Your Call Center Operation

Work to Enhance Customer Service to Better Meet Caller Expectations

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

What does your healthcare call center do to improve quality interactions with your callers and patients? While some call centers have robust programs in place, others struggle with implementation or following through, and a few keep putting it off. 

Regardless of where you stand on the quality spectrum, too many call centers lack a methodical quality assurance (QA) program that they consistently use to track and improve the quality of the interactions that their agents have with callers.

Here are some thoughts to move forward:

Start Small

Though you could begin with a grand comprehensive plan to have a dedicated QA leader or team evaluate every agent every day, this is too big of a vision for most organizations to start with. Instead think small. Aim to evaluate each employee once a month. This feels manageable.

Though evaluating one call a month may not provide statistically meaningful insights, it does communicate to every employee the importance you place on the quality of their work. It also brings a customer service focus to the forefront of their thinking.

Be Consistent

Now that you’ve evaluated one call per person in a month, repeat the process. Do it a second month and then a third. Some employees will catch the vision right away, while others will have a wait-and-see attitude. But as you consistently assess one call per agent per month, your staff will see your commitment and take the goal of quality seriously.

Celebrate Wins

Instead of evaluating calls to discover where agents fall short, seek to catch them doing something right. Focus on the positive whenever possible. Yes, you must address some errors immediately, but even in this case frame them between what they did right. 

Let them self-identify areas to improve. For example, listen to a call with them and ask, “What was good about this call?” You may need to prod a bit, provide suggestions, or offer affirmation. After they’ve identified several areas of success, then ask them, “What is one thing that could’ve gone better?” Then offer instruction, encouragement, or support as needed to help them turn this one weak area into a strength.

Grow as Needed

Once you have a system down and have consistently evaluated one call per agent per month, look to expand your program. Seek to assess two calls per month. This will also be an ideal time to train other people in your QA process so that they, too, can help appraise calls. Continue to add calls to the process until you have a statistically significant dataset for each employee each month. 

Also, be sure to allocate time for your QA manager or team so they can complete their call evaluation work. Don’t expect them to squeeze this task in among many others. If you do, something will suffer, and I suspect it will be your QA program. 

Your employees—and your callers—deserve better.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat and Medical Call Center News, covering the healthcare call center industry.

Categories
Telephone Answering Service

How Well Do You Work from Home?

Empower Employees to Excel Regardless of Where Their Office Is

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

We are now approaching one year since many businesses sent employees home to work. Though some staff have returned to the office, either all the time or on select days, many workers continue to toil from their homes. Some have set up fully functional workspaces, while others persist with cobbled together solutions that mostly work, most of the time. These workers—or the company that employs them—persist in this mode, hoping to return to their office accoutrements any day. Until this occurs, their customers suffer through less-than-satisfactory outcomes.

When businesses first decided to, or were forced to, send workers home, many sent out Covid-19 response emails to their customers and stakeholders. These were both unhelpful and repetitive, providing little useful information. The essential message was for us to lower our expectations because their employees were working from their homes.

One email I received, however, delighted me. This company said their employees had always worked from their homes, so I could expect the same high quality of service and responsiveness I’d always enjoyed. As far as they were concerned, it was business as usual.

This business-as-usual message should have come from every organization, whether accomplished at having home-based employees or pursuing working from home as a new initiative. Yet I still hear companies apologize for their poor service and delayed responses because their staff struggles with the limitations of their home-based offices. 

On the onset of this development to send staff home, I offered tolerance for a week, even a month, as employees adjusted their perspectives and equipped their offices to provide full-functional support in all they did. Yet for them to remain mired in this mindset eleven months later is unacceptable.

Although some jobs require face-to-face interaction, most work occurs at a distance using the telephone, email, and video. Office location shouldn’t matter. And it certainly shouldn’t be an issue after all this time.

Though we hope that employees who once worked in an office will soon be able to return, the wise approach is to proceed as if this might never happen. 

If you’re working from home, look at your office configuration. Is there anything you can’t do or can’t do as well from home as you could in your office? What do you need to do to correct that? Don’t let the limitations of your home-based office affect your staff or clients any longer.

And if you have employees working from home, are they fully functional or partially provisioned? What do you need to do to close that gap? What must you do to ensure their location isn’t an issue?

It shouldn’t matter to your stakeholders where you work from. They deserve the same quality of service and responsiveness whether you’re at home or in the office.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader, covering the telephone answering service industry. Check out his book How to Start a Telephone Answering Service.

Categories
Healthcare Call Centers

Mixing Full-time And Part-time Call Center Staff

Discover the Right Balance in Agent Scheduling for Your Healthcare Contact Center

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

Some healthcare call centers only employ full-time staff. Others do the opposite and only hire part-timers. The ideal solution might be to balance a combination of both full-time and part-time agents.

Full-Time Call Center Agents

A key benefit of staffing your call center with full-time employees is greater stability and predictability. A full-time employee with benefits, especially healthcare benefits, is more likely to be committed to their work and less likely to seek a new job.

This commitment results in having an accomplished workforce that possesses the knowledge accumulated only through longevity. The typical result is more accurate communication with callers and the potential for better outcomes. With these as the benefits of having a full-time staff, why wouldn’t every call center want to hire only full timers?

Call centers with only full-time staff face a couple limitations. The key one is that call traffic seldom fits the nice 9-to-5 work schedule of full-time employees. Instead, callers arrive in predictable surges throughout the day. When attempting to address these traffic peaks with full-time staff working eight-hour shifts, the result is they will need to work like crazy some of the time and still not be able to keep up. At other times they won’t have enough to do.

Another limitation is a lack of flexibility. If a full timer’s shift is over, having worked there eight hours, but you need them to stay late to take more calls, you’re looking at an overtime situation. On the other hand, if you have people sitting around twiddling their thumbs, you can’t send a full-time employee home early because they won’t get there forty hours of work that you promised them and that they expect.

Part-Time Call Center Agents

As a reaction of this, other call centers hire only part-time staff. This gives them maximum scheduling flexibility. They’re able to have employees work exactly when they need them, no more and no less. If things get especially busy and you need someone to stay later, many are happy to pick up extra hours. Conversely, if it is slower than expected and you want to send staff home, there is usually someone anxious to accommodate.

Yet this maximum flexibility comes at a price. Part-time staff are less committed to you, your call center, and your callers. They’re more likely to look for other jobs that pay more, have better benefits, or offer more appealing schedules. They may desire full-time work and only accepted your offer because the hours you offered them were better than no hours.

This means that a call center of part-time employees has higher turnover, along with all the problems that the constant churn of employees can present.

Hybrid Staffing

The solution is to strategically hire full-time and part-time employees. This provides the best solution to achieve both a degree of stability along with much-needed flexibility. Though the ideal ratio of full-time to part-time workers varies from one call center to the next, a general initial goal is 50-50. That is to have a foundation of full-time employees filling half of your typical schedule, using part-time staffers for the remaining half.

In your actual operation, however, you may find it works better to have fewer full-time agents or have more, but you won’t know what the ideal ratio is and will have to home in on it over time.

Call center staffing is part art and part science, balancing your organization’s fiscal responsibility with your caller’s healthcare needs. A hybrid staff comprised of both full-time and part-time agents may be the best way to get there.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.