Effortless and seamless experiences are critical to happy loyal customers and organizations that meet customer needs will consequently maximize profit.
Brands, ultimately, seem to recognize the internal shortcomings that are undermining their customer experience initiatives. But, why are organizations not fixing this crucial CX initiative?
However, our CCW Digital Market Study shows that 47.67% of organizations are not succeeding in reducing customer effort and 47.86% are not succeeding in reducing agent effort.
There are in fact many operational steps involved to reduce customer and agent effort. To find and invest in the right tools or solutions can be difficult and overwhelming when there is a plethora of options. Even when you do finally find the solution, your journey doesn’t end there. You have to develop a program to train your agents and ensure that the integration of the new solution does indeed work and provide value to reduce effort for both your customers and your agents.
Making these transitions and changes are difficult but it’s even more difficult when you don’t have anything to benchmark against.
To shed some light into how organizations can better invest into reducing effort, Lisa Griffin, SVP, Enterprise Access from Jefferson Health will share her insight on how Jefferson Health is reducing effort with automation as Seamless Access is a top priority for their integrated Jefferson Health enterprise.
Lisa Griffin is the SVP, Enterprise Access from Jefferson Health. It is a newly created, enterprise-wide role at Jefferson Health. In this leadership role, she is leading and managing change to transform access across the enterprise to gain a competitive advantage by delivering a highly differentiated patient experience. Together with physician practice administration, leadership, and providers, Jefferson Health is making a significant investment to improve how quickly and easily patients can access their services. It's about creating a consistently positive experience for patients — everywhere and every time.
Working arm-in-arm with the operational and clinical leaders across the enterprise, they are implementing a multi-year, Omnichannel vision for a Patient Engagement Center to support seamless patient access across the care continuum at all patient touchpoints. The goal is to lead access-focused initiatives that create and support exceptional patient access and service, provider and staff satisfaction, growth and volume management, the advancement of process and technology innovation, and strong financial performance with superior efficiency and productivity. She is resolved to influence and enthuse others through personal advocacy, commitment, and resiliency to build a robust platform for change.
Reducing effort is an initiative that is a primary investment focus for many organizations, and automation is one way to accomplish this. It can empower agents to be more productive, connect with customers, and make them better agents.
But how can an organization identify the right technology investments to achieve their goal?
Technology is the great equalizer. If deployed correctly, it will not only improve efficiency but also connect people. Thomas Jefferson is delivering an exceptional patient experience in the patient's channel of choice, when and where they want it and with the right doctor is what creates a competitive advantage. And, healthcare can't do that well without technology.
Make no mistake; you need a robust technology infrastructure that will put you in the best position to develop solutions to give patients choice and flexibility. Focus on better web-based content and conversational voice-based IVR. Then you’ll be ready to consider other solutions like chatbots, AI, callbacks, mobility, video, process automation, and more to further reduce effort.
At Jefferson Health, Lisa works to identify organizational efficiencies as she implements their new seamless access model. For example, they recently deployed an enterprise-wide contact center cloud solution to unite voice, email, and chat channels. They also used their first chatbot that assists online requests to schedule an appointment.
Technology may not be replacing agents, but it will fundamentally change their roles. Organizations will need to prepare this transition for their agents.
Great customer experience can only be achieved with great contact center agents. The skills needed today will become even more critical in the future – courtesy, professionalism, empathy, compassion, and a positive attitude.
Let's imagine how AI will change the agent's life.
Mary is a scheduler in the call center. She puts her headset on, logs in, and is ready to take the first patient call. If AI is assisting with voice biometrics authentication, Mary will personally greet the patient by name as the patient’s name will pop on her screen as the call arrives. As the patient explains the reason for the request, AI is working in the background to access the patient’s records and immediately gather and display pertinent data about the patient's last visit, open orders, and medications. This would allow Mary to focus on the caller and not get distracted while navigating the system. Conversational guides would optimize communication and enable an exceptional experience. This will also result in a reduced effort for both the patient and Mary.
Finally, speech analytics would evaluate the effectiveness of the interaction, providing a quality score, patient effort rating, and identify any coaching opportunities. The system would automatically push a 5-minute eLearning module to Mary to help develop her ability to demonstrate empathy. Mary would complete the module, and the system would schedule a huddle with her supervisor to review her progress.
We know technology will continue to be an integral part of creating an effortless and seamless experience for our customers and employees.
But how will technology evolve the way our stakeholders engage with organizations in the next five years?
As a lifelong learner, Lisa follows healthcare visionaries to put in perspective what the future holds for call center technology.
She is in agreement with Tom Lawry, director of worldwide health for Microsoft, when he says, “What really is going to be needed in the future is not just the breakthroughs in technology, but breakthroughs in creative thinking and the ability of leaders to think differently when redeveloping their processes to leverage the power of the technologies rather than trying to insert these new technologies into a framework.”
Healthcare is a late adopter, but patients are also consumers who demand greater connectivity and engagement – and that’s a good thing. Medical devices, wellness apps, and telehealth promote positive patient behavior, such as obtaining preventive care or exercising regularly. We need patients to be an active member of their health care team to prompt health and wellness.
There is no shortcut to seamless and effortless experience. Organizations urgently need to work on elevating customer experiences and cannot make any compromises to deliver this experience.
When done correctly, automation is a way to reduce effort for both agents and patients. As Lisa mentioned, “If [technology is] deployed correctly, it will not only improve efficiency but also connect people”. At the end of the day, we want to connect with our customers. We want to empathize with them and resolve their issues.
Thomas Jefferson Health is delivering an exceptional patient experience in the patient's channel of choice and when and where they want it and with the right doctor. This is how they are elevating their customers experience and what creates a competitive advantage in our extremely competitive experience economy.
Reducing effort is a difficult CX initiative but can be accomplished to a more successful business.
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