1. Call Center Operations
Dyana Bogan

2. Rhode Island’s Call Center Operations
Operational Struggles
Plan for Improvement
Results

3. Operational Struggles
Insufficient Staffing
Training Needs
Lack of Support
Conflicting Priorities
Poor Planning

4. Insufficient Staffing
Call Center staffing has consistently decreased over the last few years
2013 average staffing level = 60
2014 average staffing level = 48
2015 average staffing level = 42
2016 average staffing level = 38
Turnover is high in the UI Call Center
The interviewer position is an entry level job
New positions are posted as part time but staff work full time

5. Training Needs
Staff lacked the resources they needed to do the job on their own
Staff were dependent on management for help with claims
Training tools and memos were underutilized
Turnover
Vacancies are created
Extensive training is needed for new staff
Management resources are depleted

6. Lack Of Support Human Resources IT
No performance and attendance policies
When attendance and performance were poor
Management had little guidance
Staff, management, and union relationships suffered IT
The AS400 is a legacy system
Updates and maintenance are required

7. Conflicting Priorities
Hierarchy
Call Center reports to Administrative Benefits
Administrative Benefits reports to Executive Office
Executive Office reports to Governor’s Office
Priorities
Administrative Benefits considers USDOL standards and customer service for all claimants
Executive Office understands Administrative Benefits needs but must consider governor
Governor’s Office reports to a portion of the unemployed public therefore views on operational issues and what needs attention is sometimes skewed

8. Poor Planning Workload Management Oversight
Influx in work due to the on and off extensions made it difficult to predict future peak periods and needs
Front line managers lacked understanding of their programs and it’s workload
Management Oversight
Call Center and CAU were managed by different people
Work that could be easily transferable between units was not identified due to conflicting priorities between managers

9. Plan For Improvement Identify your workload and performance goals
Plan for the future
Balance your priorities
Get Lean
Motivate
Ask for support

10. Identify Your Workload
Reports and Analysis
Create and maintain daily reports
Compare one peak season to the next to identify influx in workload
Counts
Programs should be well organized and managed
Know the incoming and outgoing numbers to help track performance and identify issues
Weekly Work Assessments
Meet to discuss the numbers
Key Performance Indicators
Know data for your performance metrics before its too late to improve

11. Plan For The Future Training Tools Crosstrain Prepare for your peaks
Online Resources
Crosstrain
Avoid silos of knowledge
Staff are best utilized when their skills are flexible
Prepare for your peaks
Workload increases should be planned
Plans to handle the influx need to be outlined in advance
Allocate staff accordingly
Put less important projects aside
Have an “all hands on deck” approach

12. Balance Priorities Discuss the goals Communicate the objective
Conflicting priorities create confusion
Have open discussions and come to an agreement on what is important
Communicate the objective
Managers and staff must be aware of priorities in order to help achieve goals

13. Get Lean Reorganize your work week Review processes
Identify how to complete your goals efficiently
Review processes
Eliminate unnecessary steps
Update outdated procedures
Utilize IT resources to update system inefficiencies

14. Motivate Staff suggestion box Bi-weekly team meetings Anonymous Survey
Consistent feedback on what's working and what's not
Bi-weekly team meetings
Develops a team based environment
Builds management and staff relationships
Anonymous Survey
Gives you a “feel” for what employees are struggling with and what matters to them
Helps improve relationships
Reward hard work
Certificates of appreciation can be personalized
Events to show appreciation for staff can boost morale and productivity

15. Ask For Support HR Improvements IT Help Access to HR personnel
Greater guidance for issues
Quick response for action needed
IT Help
Monthly meetings on outstanding projects
Quicker response to needs

16. Results Performance Prior to Plan for Improvement:
High call wait times
Unmanageable internet claim load
Failing 1st payment
Performance After Plan for Improvement
Wait times below 20 minutes
Manageable internet claim load
Meeting performance expectations

17. Historical Data Internal Performance Measurements
Call Wait Times
Pending Internet Claims

18. Historical Data Department of Labor Performance Measure
Timely Payments
1st payments made within 14 days
Acceptable level of performance = 87%

19. Thank You