Decision making under uncertainty. Be organized to deal with the unexpected. In an unstable environment like ours, even the impossible becomes possible! Once the principle is accepted, action must be taken. How? By learning from the past, even from the recent past.
Thanks to the data, ubiquitous in customer relationship centers, it is possible to make mapping and detailed analysis of all flows.
- identify the channels most demanded by customers,
- hyperactivity time slots,
- categorizing the most common requests…
From this preliminary work to understand the behavior of policyholders facing emergency situations, alternative strategic plans can emerge.
What solutions are available when there are call peaks and how to deploy reliable and robust overflow solutions to deal with the large influx of critical requests? This is the answer that must be sought.
First, it is possible to consider greater use of automation for routine requests to maximize the availability of counselors for the most sensitive cases.
Then you should choose alternative organizational models. The latter must be based on a thorough understanding of customer behavior but also on the knowledge of solutions that can be implemented. Load shedding channels other than the voice channel, routing non-critical calls to external service providers: many ways to expect.
But it continues! The development of alternative models to deal with crisis situations without delay also depends on organizational planning scenarios. By adopting a Workforce management solution, managers will be able to compose different organizations, possibly even considering remote work and hybrid work as a flexibility variable to guarantee, to all conditions, the maximum reachability of teams.
Prediction, anticipation, control: the pillars of a great change in customer relations in the insurance sector!
JONATHAN MACZYNSKI, Senior Business Solutions Consultant for NICE
3 QUESTIONS TO…
Jonathan Maczynski, Senior Business Solutions Consultant for NICE
What are the main challenges of change affecting the insurance industry?
Insurers have been hit hard by climate change and its consequences. The regulatory context, appropriate to hyper-competition, further complicates the equation. The customer relationship, more than ever, is an axis of differentiation. The first players in this relationship are the counselors who are on the front line and have to absorb a significant mental load. The quality of the customer relationship is related to the performance, skills, training and organization of the teams.
What advice can you give to address this major predictability issue, particularly in terms of methodology?
It should start from the needs of the insured himself. Understanding their expectations, their behaviors and their backgrounds is the basis for change to begin. From analyzing the flows of contact centers, on a daily basis and in crisis situations, it is possible to identify many possible scenarios and many organizational models that can be easily deployed , in case of an emergency. ambition? Never underestimate the experience of policyholders who are going through difficult times, but also preserve the availability and reach of advisors to deal with current requests.
What role can outsourcers play in this change?
It’s twofold. Obviously, they can intervene when, when there is a peak of activity, it is a question of relieving the internal customer relationship center of non-urgent or less technical requests. This is the vocation of these service providers. On the other hand, some outsourcers have a lot of planning and Workforce management issues. They have mastered its intricacies and operate like advanced laboratories that enable their insurance clients to save time and move their projects forward faster and more efficiently.
To learn more, download our eBook “Customer relations and insurance: the new deal” (url du LB)