Case Study: Staffing a call center
Case study: Staffing a call center California
Children's
Hospital has been receiving numerous customer complaints because of its confusing, decentralized appointment and registration process. When customers want to make appointments or register child patients, they must contact the clinic or department they plan to visit.
Several
problems exist with this current strategy. Parents do not always know the most appropriate clinic or department they must visit to address their children's ailments.
They
therefore spend a significant amount of time on the phone being transferred from clinic to clinic until they reach the most appropriate clinic for their needs. The hospital also does not publish the phone numbers of all clinics and departments, and parents must therefore invest a large amount of time in detective work to track down the correct phone number. Finally, the various clinics and departments do not communicate with each other. For example, when a doctor schedules a referral with a colleague located in another department or clinic, that department or clinic almost never receives word of the referral. The parent must contact the correct department or clinic and provide the needed referral information.
In
efforts to reengineer and improve its appointment and registration process, the children's hospital has decided to centralize the process by establishing one call center devoted exclusively to appointments and registration. The hospital is currently in the middle of the planning stages for the call center.
Lenny
Davis, the hospital manager, plans to operate the call center from
7
AM to 9
PM
during the weekdays.
Several
months ago, the hospital hired an ambitious management-‐consulting firm,
Creative
Children's
Hospital has been receiving numerous customer complaints because of its confusing, decentralized appointment and registration process. When customers want to make appointments or register child patients, they must contact the clinic or department they plan to visit.
Several
problems exist with this current strategy. Parents do not always know the most appropriate clinic or department they must visit to address their children's ailments.
They
therefore spend a significant amount of time on the phone being transferred from clinic to clinic until they reach the most appropriate clinic for their needs. The hospital also does not publish the phone numbers of all clinics and departments, and parents must therefore invest a large amount of time in detective work to track down the correct phone number. Finally, the various clinics and departments do not communicate with each other. For example, when a doctor schedules a referral with a colleague located in another department or clinic, that department or clinic almost never receives word of the referral. The parent must contact the correct department or clinic and provide the needed referral information.
In
efforts to reengineer and improve its appointment and registration process, the children's hospital has decided to centralize the process by establishing one call center devoted exclusively to appointments and registration. The hospital is currently in the middle of the planning stages for the call center.
Lenny
Davis, the hospital manager, plans to operate the call center from
7
AM to 9
PM
during the weekdays.
Several
months ago, the hospital hired an ambitious management-‐consulting firm,
Creative