The Connection Magazine The Connection Magazine Spring 2018 | Page 30

SUPERIOR SERVICE
How Internal Efficiencies Translate
To Superior Service
BY: KRISTIN KERR, BUSINESS ANALYST, A.I.M. MUTUAL
WE’VE ALL heard the phrase, “I have an
idea, but it’s silly.” Yet it’s these small ideas
that often amount to significant efficiencies
within a company.
Let’s face it. Adapting to change can
be difficult, but we can ease concerns
by onboarding staff early in the process
and learning how their roles may impact
important decisions. Giving a voice to
employees to influence change also adds
deeper value to their positions, which,
in turn, translates to superior service.
A deeper understanding of the “why” of
company decision-making can be a big
motivator.
Watch And Listen
The first step in initiating an internal
efficiency is through observation. Call a
brief team meeting and distribute idea
cards to jump-start a discussion. Once
you’ve gathered some ideas, set words into
actions. Get your hands dirty. Spend a day
or even a few hours with your employees
and you’ll gain valuable insight into their
processes. Ask questions, refrain from
judgment, and most importantly, listen.
Find out what pains them most about their
jobs, whether it is a process or technology,
and use that as a starting point in creating
a solution. In many situations, frustrations
result from lack of training, which can easily
be remedied.
Putting Concept Into Practice
Once changes have been identified,
the next logical step is to act upon them.
It is the responsibility of leadership to
create an integrated vision of how these
changes impact the organization. To avoid
a silo mentality, it is also important that
when procedures change, those changes
are communicated through all affected
departments. By unifying departments
during a process change, the team works
together more efficiently and has a
better understanding of its impact on the
company as a whole. When an employee has
a total view of his or her relationship with
the company and all departments work
toward achieving a common goal, service
levels rise.
One of the best ways to increase
operational efficiencies is to keep
employees motivated. A happier employee
is more likely to go the extra mile for a
client. There are several ways this can
be accomplished. One of the best ways
to motivate is through appreciation.
Appreciation can be in the form of a
compliment on a job well done, positive
constructive feedback, or through incentive
programs to encourage that extra effort.
Another way to motivate is to communicate
better and set a good example of a positive
attitude. If you show excitement over
change, your employees are more likely to
be on board to achieve these goals.
Automation, another way to promote
efficiencies, is a word that can be worrisome
to many. Common misconceptions are that
it eliminates jobs or reduces one-on-one
interaction with clients. However, true
automation is not about minimizing human-
to-human interaction. In a world of instant
gratification, automation is a must for client
satisfaction. As an efficiency, automation
can preemptively address a client’s needs
in real time. For example, simple requests
for a policy number or contact information
can be handled via automated messaging
services, which frees up a customer service
representative to handle more complex
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questions and provide more in-depth,
personalized service to their clients.
Don’t Forget to Follow Up
The last step in executing a procedural
efficiency is often a forgotten one. After
a process or procedure has changed and
employees are trained, it is important
to check in periodically. This ensures the
momentum continues and no one slips
back to old habits. Change is a collaborative
effort which requires periodic revision.
This is another opportune time to ask your
employees questions and determine how
the new efficiency is improving their quality
of work. Documentation and process guides
should also be created to memorialize
procedures and educate incoming staff. A
business analyst on staff can facilitate the
process.
Engaging employees in efficiencies
gives them the confidence to promote
change and grow within their roles. Leaders
should remain transparent in guiding
change. This boosts morale and, ultimately,
service standards inside and outside the
organization.
Kristin Kerr
Kristin Kerr, Business
Analyst for A.I.M.
Mutual, brings ten years
of industry experience
to the role. Previously,
she was a Senior
Claim Representative,
handling workers’
compensation
insurance claims in
Massachusetts. She
recently completed
classes in Agile Project
Management, Business Analytics, and Change
Management. Kristin holds a B.S. degree in
Business Administration and Marketing from
Merrimack College.