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Healthcare Call Centers

Use a Quality Assurance Program to Improve Your Call Center

Use a Quality Assurance Program to Improve Your Call Center

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

In the last issue, we talked about improving your call center by providing ongoing skills training. Now we’ll continue the discussion by addressing a quality assurance (QA) program.

In the call center industry, everyone’s talking about providing quality transactions. Quality call center work helps bring about quality healthcare outcomes, which starts with quality agent communication.

One essential step to keep the focus on quality is to have a quality assurance process. Most leading call centers have a QA program in place. Others plan to add one. And some had one but, in a rush to deal with the urgent, they put the practice on hold, which they later pushed aside.

Last are those call centers that don’t have a QA program, never did, and aren’t planning to. It’s time for this to change. Every call center that cares about its callers needs to put quality at the forefront of all they do, and a QA program is the surest way to accomplish that.

A QA program is a methodical system that regularly evaluates calls from each agent. These calls can be live or recorded. Regardless of the format, a trained quality professional evaluates each call according to established criteria. They then share the results with each agent, providing encouragement whenever possible, and offering constructive criticism when appropriate. The goal of a QA program stands to reinforce the positive and offer corrections to improve the not so great.

Successful QA programs have an established process they follow without fail. And most programs have dedicated a trained quality professional to administer the program. Conducting QA evaluations and providing immediate feedback are generally this person’s sole responsibility.

To start a QA program or restart one on hold, think small. This might be performing one call evaluation per agent per month. As the process becomes fine-tuned and the practice becomes routine, increase the frequency to twice a month and then weekly. Some established robust QA programs evaluate their agents much more frequently.

In addition to dedicating a person to do QA evaluations, another key is to secure agent buy-in from the onset. This starts before launching the program and continues as a QA professional provides feedback to each agent. The goal of each feedback session is to celebrate what the agent did well. Make it a positive experience that they can anticipate. Then add one area to work on. Eventually, some calls won’t warrant any suggestions for improvement at all. And that’s the goal of a QA program.

Categories
Healthcare Call Centers

Pursuing Work-Life Balance in the Medical Call Center

Take Key Steps to Reduce Burnout and Increase Retention

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

We hear a lot about work-life balance. This is extra challenging in the healthcare industry, as well as with call center work. The combination of these two areas in the medical call center results in a need to strive to achieve a work-life balance. Doing so will help reduce employee burnout and increase retention of both management and frontline staff.

Consider these areas.

Nurses and Frontline Staff

Strive to provide a separation between work and nonwork activities for all non-management staff. Employees in the office, taking calls are working. Nonwork time is when they’re not in the office taking calls. Don’t intrude on their non-work time. This means not calling, texting, or emailing. Even if the interaction seems minimal, it sucks the employee back into a workplace mindset and detracts them from the nonwork activity they’re immersed in. Great bosses don’t do this.

Management and Administration 

It’s harder for people in management to not take their work home, be it mentally or physically. Yet when they do, it intrudes on their nonwork reality and threatens to unbalance their life. 

Managers, give supervisors and employees clear guidelines about when they should and shouldn’t contact you when you’re not in the office. Though you don’t want to shut yourself off from urgent communication, you also don’t want to open yourself to around-the-clock interruption. 

Two key steps to aid in this are empowering on-site supervisors and establishing on-call staff. When implemented properly, these two functions can help shield management from work-related interruptions when they’re not working.

Shift Supervision

Most call centers have shift supervisors. Train and empower supervisors to make decisions on your behalf when you’re not in the office. That is when you’re not working and are attending to the rest of your life.

You may worry about the possibility of shift supervisors making an error in judgment. It will happen, but don’t view this as a mistake. Instead, consider it as a learning opportunity to equip them to perform their job with greater effectiveness.

On-Call Personnel

Some call centers have management and administration rotate on-call responsibilities. In this way, the on-call person deals with all emergency and urgent situations that arise in the call center outside of regular business hours. In doing so they shield all other management and administration from enduring work-related interruptions to their life. 

Ideally, the on-site supervisors should be so well trained and fully empowered that they’ll never need to reach the on-call person with a question or problem. This is how it should be, but for those exceptions, it’s great to have a designated contact person to assist the shift supervisor.

Conclusion

True work-life balance may be an illusion that we’ll never reach, but that doesn’t mean we shouldn’t try. Follow these steps to bring you and your staff closer to this important equilibrium. When you do, you’ll increase their job satisfaction, minimize the risk of burnout, and increase their tenure at your medical call center. And you’ll realize these same benefits for yourself.