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Baptist Health South Florida operates a centralized call center, which services not only Baptist Hospital of Miami but also other outpatient diagnostic departments spread throughout the Southeast Florida area. The center schedules approximately 40,000 to 42,000 patients per month and provides diagnostic test results to physician offices.
Despite such volume, the center strives to answer 80 percent of all calls within 20 seconds, with a call abandonment rate of less than 5 percent. Large, highly visible monitors are located throughout the center that continuously track call activity, wait times, and other metrics so that agents and their managers can continuously observe their own, as well as the overall group's performance.
Such real-time feedback helps managers quickly attend to performance aberrations and provide additional support as needed. Transparency of tracking also serves as incentive for agents to reach the same performance levels as high achievers.
In addition, all calls are recorded, with 10 randomly selected calls per agent per month reviewed jointly by a quality analyst and the scheduler for both content and tone. As an incentive for meeting desired measures, agents earn performance points that can be used to "buy" various rewards.
To encourage employee buy-in to its aggressive use of metrics and metric-based goals, Baptist ensures agents have the support they need to succeed. Training processes are designed to provide the necessary foundation of skills and knowledge. This includes exposure to not only information on the scheduling system, scripting, quality standards, and the like, but also courses on medical terminology and human anatomy.
New hires shadow "good" employees-first observing, but eventually transitioning to actually taking calls and scheduling appointments. Notably, new employees also are taken on a site visit to all of the locations for which they are scheduling so they can be familiar with locations, directions, and even equipment at the facilities when speaking with patients.
Use of metric-based goals and processes in a setting seen as rigorous but fair provides a solid base for performance excellence.
Publication Date: Thursday, November 05, 2009
In this Business Profile, Bruce Haupt, president and CEO of ClearBalance, discusses how a patient loan program can increase patient collections, reduce bad debt, and speed cash flow.
In this Business Profile, Jerry Bruno, principal with Deloitte Consulting LLP, discusses the importance of choosing revenue cycle solutions that help an organization meet the challenges of a quickly evolving healthcare environment.
In this business profile, Lane Jackson, a partner in the Grant Thornton LLP Health Care Advisory Services practice, with extensive experience in overseeing system implementations and revenue cycle reorganizations, discusses best practices for elevating revenue cycle performance during an EMR implementation. Grant Thornton LLP is a sponsor of the Large System Controllers Council Affinity Group.
In this business profile, Amy Gross, senior vice president of Key Government Finance, discusses the benefits of private placement transactions to support large-scale financing projects.
In this business profile, Doug Polasky, executive vice president at Xtend Healthcare, explains the importance of having sound workflow processes in a consolidated business office to ensure optimal performance and reduce costs.
In this business profile, sponsored by SSI, Jay Colfer, vice president of sales and marketing, shares how patient access solutions are reversing the trend toward increased bad debt resulting from the rise in high-deductible consumer health plans.
In this business profile of Deloitte Consulting, Matthew Hitch and David Betts explore the potential benefits of elevating the customer experience and outline strategies to change service delivery.
TriMedx helps health systems control costs and uncover savings opportunities by optimizing the clinical engineering function.
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