Construction of the in-housecall-center in conditions of a medical clinicDue to the rapidly growing business, medical clinic’s operatorscould not handle an enormous amount of incoming phone calls.Problematic situations began to appear more often,causing serious issues with interactionbetween patients and doctors

Tasks

1
Constructing the in-house call-center
2
Increasing efficiency of interactions between company’s services and clients
3
Increasing efficiency of inner company’s interactions
4
Reorganizing staff of different qualification. (Train less qualified workers to manage average calls. That way we can free high-qualified workers to manage high-level calls)
5
Establishment of multichannel interactions with clients

Steps

Step 1

Developing new organizational structure:
  • Establishment of the new department (call-center)
  • Segregation of duties between three departments: clinic’s administration, call-center, Medical Advisers.
  • Implementation of new post – Head of Support Service
  • Subordination of those departments to the Head of Support Service

Step 2

Formulation and approval of
  • Step-by-step instructions of processing of incoming calls
  • A single standard of interactions for all workers
  • Training methodology for operators of call-center.
  • Education and certification of call-center personnel.
  • Staff requirements.
  • KPI systems
  • Motivational program
Training of call-center’s personnel in key indicators analysis.

Step 3

Development of requirements for call-center working space.

Step 4

Planning of work schedule for operators. Establishing a system of accounting of operators’ working hours. Introduction of a report system of call-center to improve quality control and simplify decision-making process for Head of Support Service.

Step 5

Establishment of templates of replies to e-mails, SMS, etc. Development and regular updating of a database of templates, clients’ information that can be used by all company workers.

Step 6

Consultation for Client’s managers. Independent assessment of the quality of Support Service.

Step 1

Developing new organizational structure:
  • Establishment of the new department (call-center)
  • Segregation of duties between three departments: clinic’s administration, call-center, Medical Advisers.
  • Implementation of new post – Head of Support Service
  • Subordination of those departments to the Head of Support Service

Step 4

Planning of work schedule for operators. Establishing a system of accounting of operators’ working hours. Introduction of a report system of call-center to improve quality control and simplify decision-making process for Head of Support Service.

Step 2

Formulation and approval of
  • Step-by-step instructions of processing of incoming calls
  • A single standard of interactions for all workers
  • Training methodology for operators of call-center.
  • Education and certification of call-center personnel.
  • Staff requirements.
  • KPI systems
  • Motivational program
Training of call-center’s personnel in key indicators analysis.

Step 5

Establishment of templates of replies to e-mails, SMS, etc. Development and regular updating of a database of templates, clients’ information that can be used by all company workers.

Step 3

Development of requirements for call-center working space.

Step 6

Consultation for Client’s managers. Independent assessment of the quality of Support Service.

Результат:

We succeeded in implementation of call-center that:
Requires minimum expenses
Has high-level qualified employees
who are well educated and work for the company’s development.
Comfortable for clients
Can be easily adapted in case of rapid growth of business