Aligning workforce and vendor culture to deliver positive customer experience and engagement Performance Excellence Network Fall Conference

Transcription

1 Aligning workforce and vendor culture to deliver positive customer experience and engagement Performance Excellence Network Fall Conference The Rev. Jeffrey Thiemann Portico Benefit Services President and CEO

2 2 Agenda Portico Benefit Services Our Strategic Shift Aligning Strategy and Culture Achievements What Worked What s Next Takeaways

3 3 Portico Benefit Services A Ministry of the Evangelical Lutheran Church in America Exists to provide retirement, health and related benefits and services to enhance the well-being of those who serve through the ELCA and other faith-based organizations

4 4 Our Vision Enhancing Lives. Strengthening Ministry. Together For Life.

5 5 Our Strategic Shift Customer Intimacy Old Model New Model (July 2013)

6 6 Customer-Focused Excellence Directed toward customer acquisition, retention and loyalty, stronger brand recognition, market share gain, and growth Demands constant sensitivity to changing and emerging customer and market requirements and to the factors that drive customer engagement Therefore, customer-focused excellence demands a customer-focused culture and organizational agility Source: Baldrige Excellence Framework

7 7 Relational Engagement Customer intimacy is key to forming and growing relationships that truly impact well-being for life Relational Engagement is our strategy to deliver Enhanced Member and Employer Experience Know our customers Focus on ministry Transition from transactional to relational focus. Coordinate across channels 4 Pillars: Communication, Education, Outreach and Service

8 8 Aligning Strategy with Culture Achieving customer intimacy requires a customer focused culture in the workforce based on a thorough understanding of business strategy and customers behaviors and preferences A high-performing workforce - people doing their utmost for their customer benefit and organization s success

9 9 Aligning Strategy with Culture 1.1.a Senior Leadership: How do your senior leaders lead the organization? (70 pts.) (1) VISION and VALUES HOW do SENIOR LEADERS DEPLOY the VISION and VALUES through your LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers and PARTNERS, and to CUSTOMERS and other STAKEHOLDERS, as appropriate? (3) Creating a Successful Organization HOW do SENIOR LEADERS create a WORKFORCE culture that delivers a consistently positive CUSTOMER experience and fosters CUSTOMER ENGAGEMENT? Source: Baldrige Excellence Framework

10 10 Aligning Strategy and Culture Culture Training Portico Employees Key Vendor Partners an extension of Portico

11 11 Portico Employee Culture Training Buddy ELCA Culture Training at Start Transparency Strategy, Results, Customer Comments, etc. Job Aids Outcomes Minister to PEOPLE on the other side of the phone National perspective (not just MN) Strong relations and Ongoing monitoring member feedback, call monitoring

12 12 Measuring Organizational Culture (1 st Half)

13 13 Benchmark Portal Center of Excellence Certification

14 Road to Excellence: Improvements in last 18 months Improved member Top Box satisfaction by 1.7% (to 74.9%) and decreased dissatisfaction by 1.2% (to 0.9%) Workforce Management efforts have decreased time spent waiting for calls by 6% and increased agent utilization by 15% Average Speed of Answer over the past 18 months is 27 seconds (vs. 30 second national standard) Decreased the cost per member contact by $4.77 (21.5%) 14

15 Key Vendor Partners Extension of Portico 15 Due Diligence before contracting Want cost savings, accuracy, etc. Test for cultural fit - Almost like evaluation before a merger (e.g., leadership fit, organizational reputation, values, service model, experience with faith-based clients, etc.) Visit site, Meet call center leadership Review training practices Listen to member calls

16 Key Vendor Partners Extension of Portico Culture training for customer service, supervisors and trainers (train the trainers) What is the ELCA and its structure? Who are our members and where do they live? A day in the life of our members Service expectations Time for Q&A Agree on performance guarantees and regular meeting/touch-base schedule Establish a relationship Approach not as just a vendor but a partner in delivering benefits, service Results in priority treatment, quicker resolution of issues, better service for members 16

17 Vendor Partner #1 Results = Payoff for our members 17 Average member satisfaction Jan. 1-Sept 30, 2015 Book of business top box satisfaction: 34.5% Portico top box satisfaction: 43.3% JD Power Best in Class: 38% Performance guarantees for claims processing and call handling: Met

18 18 Analysis Why did this work well? Vendor partner is right fit, similar values Culture training Established performance guarantees, service expectations Open, two-way communication between Portico and vendor partner (no surprises) Established partnership, tend it

19 19 Vendor #2 Results Member Satisfaction 100% 90% 80% 70% 60% 50% 40% ELCA Overall Linear (ELCA) 30% 20% 10% 0% 2013 Q Q Q Q Q Q Q Q Q3

20 20 Vendor #2 Analysis Why aren t we seeing more significant results? Multiple departments Turnover Partnership longevity What s next Systemic annual training Ad hoc tools (e.g. video based training)

21 Key Vendors Our Vision Old Model Vendor Relationship New Model Strategic Relationship 21 Vendors promote their brand to our members Vendor partners enhance OUR brand and OUR relationship with OUR members CONFIDENTIAL

22 22 Takeaways: Culture matters Senior leadership commitment Contracting with the right vendor partner Onboarding (employees and vendor partners) Ongoing two-way communication Measuring the impact Regular satisfaction information Monthly call and processing statistics Member comments