To improve the customer experience, which had become very demanding and volatile, and the employee experience, whose commitment was waning in the difficult business of helping people and companies in distress, the insurance subsidiary of a French bank decided to reinvent the management of its call centres.
An initial consultancy visit is made to help managers understand the situation and prioritise actions. This is done through meetings, seminars and conference discussions with experts in the field. The implementation plan is then agreed upon and carried out by the local units. This is done through interviews that lead to a complete analysis of the situation, site by site, and the formalisation of a summary report that is made available in full transparency to the teams on the platforms. This is followed by joint work to reorganise teams, rules of engagement and prioritise roadmaps by entity. Managers are trained in new practices. Communication training modules are also available to employees. Unit managers are supported in managing change. Individual coaching is provided for those who feel affected.
After eighteen months, the organisation has finished re-engineering itself. Some pockets of natural resistance remain. With the involvement of employees, problems are dealt with transparently. Customers are delighted with the staff’s attitude and their new ability to make quick decisions about the handling of their files. In over 80% of our locations, employee motivation has improved significantly. The company’s financial results are on the rise. The subsidiary is an example to the rest of the group.
