CASE 1 SOLUTION

QUEST DIAGNOSTICS (A): IMPROVING PERFORMANCE AT THE CALL

CENTERS
Team Tristar | Team ID – 159 | Case
1

Abhishek Nayak | XIMB

Oshin Deewan | XIMB
Sayantan Ghatak | XIMB
Shruti Paradarshi Mishra | XIMB
 VITAL CASE INFORMATION AND INSIGHTS

Organisational Structure & Design Performance Management

• Reps were measured on “speed to answer”—the average
amount of time a caller had to wait on hold—and on calls
• Type of Organization (Based on Work Type) – Mechanistic
completed per hour
• Decentralized Organization
• Attendance was also an important measure of performance
• Span of Control - >8
• A rep with too many “occurrences”— that is, an absence of
• Geographical Divisional
up to five consecutive days—was fired
• Supervisors were salaried employees and were measured on
the productivity of their team

Recruitment, Selection & Hiring
• New reps were hired from the call centers of other companies,
such as MCI and AT&T
• A few of the supervisors had come from the former regional
call centers, but most were new to the company
• People with prior call center experience were preferred
Compensation
• onboarding new reps
Starting pay was $13/hour, slightly higher than what other call
centers paid.
• additional knowledge so that they could complete any call
After their first year, reps who performed well received a
2.5% raise
Learning and Development Small Issues Big Impact
• New reps underwent a six weeks of training (1)
• After the classroom training, each new rep was supposed to • Reps weren't giving correct information on call
“nest” with an experienced colleague to get hands-on • 2 minutes waiting time for the customers
coaching in customer service • Doctors weren't happy if the patients complained about
• Reps had to pass a test at the end of their training to quest
demonstrate their mastery of regulation required competencies • The average number of calls was 55000 per day
and were re-tested after six months on the job to ensure • Majority of the inbound calls-70%, enquired just for the test
that the training had stuck. results, although they were available on their portal
• Reps who did not pass had to do a remedial training.
• On average, it took a rep 90 days after training to become
productive
• Roughly 80% of the company’s training hours were spent
• The rest 20% were spent uptraining; that is, giving reps
with autonomy
IDENTIFIED PROBLEMS DECISION MATRIX
Camacho was confused after figuring out all the
problems. So, she used Eisenhower Matrix to
prioritize the problems
01
01 Low Employee Engagement & Motivation ,High Turnover
Urgent Not Urgent

02
02 Poor Compensation Structure DO DECIDE

Important
• Low Employee • Ineffective and Non-
Engagement & Standardised Training
for New Joiners
03
Poor Workforce Planning Strategy Resulting in Overstaffing & Motivation ,High
• Poor Workforce
03 Understaffing
Turnover
Planning Strategy
• Poor Compensation
Structure Resulting in
Overstaffing &
Understaffing
04
04 Ineffective and Non-Standardised Training for New Joiners

Wastage of Resources Because of High Volume of DROP

05
05 Unnecessary Calls
DELEGATE

Not Important
Wastage of Resources
Lack of Employee Because of High Volume
Centricity in Supervisors of Unnecessary Calls
06 Lack of Employee Centricity in Supervisors
06
 TACKLING POOR COMPENSATION STRUCTURE

• Increase merit based pay (Variable part should be increased in the pay package of
the employees) Market Line
• Introducing Discretionary bonuses such as retention bonus, spot bonus etc. as well
Lab Corp
as nondiscretionary bonuses such as team based incentive, weekly performer
incentive award

Pay Grade
• Focusing on long term incentives for all the employees who have been associated Charles River
Sonic Healthcare
with the organization for many years

Quest Diagnostics

Ideal JE points for any job position at Quest to find out their suitable
package as per industry standards
  Percentage(%) Max  
Compensable factors points Points
      100 First Second Third Fourth Total JE
Skills   degree Degree Degree Degree Points
Job Evaluation Points
Job knowledge and 25           100 
customer handling
skills • Quest’s pay was lesser than the standard
Years of experience 18           18  market line for many profiles. Even other
peer organizations are having better pay
Agile and responsible 23           69 
package than Quest
Critical Thinking and             38 
19  
• Starting pay was $13/hour, slightly higher
Problem Solving
than what other call centers paid.
Interpersonal skills 15           60 
• After first year Reps who performed well
            Gross JE   285
Points received a 2.5% raise
TACKLING LOW ENGAGEMENT & HIGH TURNOVER

CULTURE
A company's culture is created through
• experiences that employees have with peers, managers and executives. And maintaining a
positive employee experience is a highly effective retention strategy,
• Creating a more human workplace and culture is one of the three pillars of a more human
workplace, with connection and contribution being the other two. All three pillars support
successful retention.
Culture
CONNECTION
Connection, the second pillar, is supported in two ways.
• One is through positive and productive relationships with coworkers,.
• The other involves work-life balance, so that the employee is not overwhelmed by work but
stays connected with his or her life outside of work. This means that job responsibilities
cannot be 24/7; there is enough flexibility to offer chances to recharge and disconnect,

CONTRBUTION Connection Contribution

The third pillar, contribution, can be supported by
• Careful efforts by management to find out where an employees' abilities are especially strong,
and then to make good use of them.
• Identifying and capitalizing on the skills of its talent.
• Showing that the contribution is valued

ROBUST ONBOARDING PROCESS DEEP EMPLOYEE PULSE SURVEYS

Successful onboarding should accomplish three things,
• Employees learn what makes Quest unique,
• Employees learn exactly how their jobs help fulfil the company's
mission
• Employees experience the mission and values of the company.
Employees should not only be asked to rate aspects of their job and the
workplace on a numerical scale of 1-10. They should also be asked why
they rate as they do, what improvements they would like to see, what is
important to them, and more..
TACKLING OVERSTAFFING & UNDERSTAFFING RESULTING FROM POOR WORKFORCE PLANNING

Measure forecast accuracy and invest in making it better

Engage your employees by involving them in the scheduling process

• High levels of forecast accuracy
allow for better planning. This
results in a better alignment
Shift bidding Involve agents in the conversation
between required staff and staff
Shift bidding means creating a schedule with • Sharing the information and constraints
scheduled, which makes the agent
unassigned shifts. At a certain point in time, a objectively, will help in having real
workload more satisfying and more bidding period is opened and employees are invited conversations with employees. As a result, they
consistent. to place their bid (i.e. are able to pick the shift they become more educated on what goes into the
• Investing in the proper tooling can prefer). This is a win-win-win scenario. The scheduling decisions and are more empathetic
also have a significant impact on business wins, because there will be less change- to what workforce management does.
requests from employees. The employee wins, • The workforce management team can also
your forecast accuracy. For e.g. AI-
because they can pick the shift that they prefer. And build stronger relationships with the reps and
based forecast automatically the customer wins, because their inquiry will be show them that they are not just numbers on a
compares hundreds of forecasting handled by a more engaged employee. spreadsheet.
models, and picks the most
accurate one for Quest
 TACKLING PROBLEMS IN TRAINING & DEVELOPMENT

Handling calls during induction Lunch and learn Start lunchtime learning
Create an agent
training Handling calls during the sessions where staff can elect to deliver a
workgroup to set targets
initial training session is an activity session on their topic of choice. Even if the
Create instant ‘shout outs’ based and KPIs.This will help you
that can not be eliminated from the topic isn’t work-specific, you’re giving staff Buddy-up your new starters
on great customer feedback set realistic and achievable Separate call accuracy from
curriculum. It is imperative that the the opportunity to see a different side of with your best performers
Recognize great customer support in targets that staff will buy customer service .Break your
new hires receive practice handling their colleagues, and the person delivering Use your best agents to
a very public way. When your into, as well as help change quality measures down to
real-time calls. There is no substitute the session is able to share their energy and support the training of new
customers email you about a great the perception of your senior address specific focus areas for
for this experience. Role-play is enthusiasm for something they’re starters. Building
experience, you can announce it to management team as to the agents. For example, split call
good, but real call handling is passionate about. Great for upping the relationships early with the
the group, post it on an overhead call definition of high performers. accuracy from customer service,
essential. Trainers should make sure energy levels. Great for engaging staff top performers makes new
board monitor, and put it on the as someone could be great at one
that equipment works and is agents want to be like them –
‘shout out’ bulletin board in your open but awful at the other.This will
available for each “real-time” call rather than copying the worst
space give you a greater ability to give
handling session. Operations should performers!
agents praise where it is due, but
make this a priority
also address any areas in need of
development
 THANK YOU

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