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What Our Clients Are Saying
- Case Study
Management,
Communications, Team Development and Process Improvements at the Claims
Processing Center
Company
Profile:
Global
building materials business with a newly formed division focused on selling
business services. Specific area of
work focused on Claims Processes Service Business, comprised of 45% FT and 55%
contract employees.
Business
Challenge:
Claims
processing numbers not at set targets, teams in competition and not working
together, customer service complaints increasing, errors increasing, good people
starting to look for work and/or leave.
Assessment
and Identification:
Management
team was at odds with one another. Communication
was ineffective and most often non-existent between processing groups.
Work was being duplicated often or lost between the cracks.
‘Firefighting’ seemed to be the prevalent method for solving problems
and issues though seemingly resolved kept returning again and again.
Interviewed
each member of management team to understand core issues in the organization.
Random sampling of employees also interviewed.
The data showed that most of the managers has similar feelings about the
current challenges in the organization, BUT believed that they all were on
different pages in terms of priorities, focus, ability.
It was discovered and shared with the managers that they were more
aligned then they believed.
Plan
and Action:
Team was
engaged in reviewing mass data and determining next steps with coaching on
potential courses of action. It was
determined that key to their success would be a more effective communication and
problem solving skill set and then a clear, shared vision of what they wanted to
accomplish.
Team held
a three-day off-site meeting, at which they focused on:
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Learning
effective communications skills and the impact that personal filters and
‘mental models’ have on how we communicate
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Developing
a problem solving method that had problems get solved and stay solved
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Clarification
of shared team vision of what they together were trying to accomplish as a
processing center.
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Generating
action plans with specific steps to achieve vision
Result:
Processing
center experienced a downsizing due to budget cuts made by corporate in the 2nd
month following the off-site meeting. Overall
staff in the processing center was reduced by 30%.
Yet, at the end of the first three months, teams were more collaborative
in the way they worked, communication was improved and effective, errors and
customer complaints were substantially reduced and most importantly claims
processed increased from 6000 to 10,000 per week (with 1/3 less people).
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