Managing quality in a remote environment is really
no different than managing quality in a brick-and-mortar
medical call center. However, strong quality control programs have a better chance of emerging in the remote model because we are not lulled into a false sense of security because we can “see” the agent on the phone. Creating a strong quality program requires leveraging technology, sound statistical methods, strong communication skills, and a clear definition of quality.
Technologies such as call recording, activity capture, live screen monitoring, statistical analysis, collaboration software, distance learning infrastructures, and social networking software are essential building blocks of successful remote clinical call center quality programs. However, these technologies are not effective without strong communication skills and practices.
When managing agents in a brick-and-mortar facility, the management team has the ability to physically watch and listen to the agent. They get to know the agent by meeting with them face-to-face in both professional and informal settings. Brick-and-mortar managers may rely on these informal encounters to communicate practice and performance standards.
In the remote model, the metrics must be clearly documented and communicated. At the heart of any metrics program is a strong statistical competency that tracks what is expected of people and ensures that processes do not produce adverse affects. The metrics must support the quality goals.
Special care must be taken to ensure everyone understands the quality goals. This is achieved by continuous communication, measurement, and feedback of metrics. The remote manager must be able to interpret and communicate results in a constructive manner – by email, over the phone, or during video conferences. Casual conversations give way to more structured ones with clearly stated quality goals. Nothing is left to nuance. This requires practice and refinement. The manager must be tech savvy, and have superior writing and speaking skills. Most importantly, the manager must have excellent coaching skills that can overcome distance.
Coaching, 1:1 training, and periodic virtual town hall meetings are instrumental in helping the remote agent become part of the team and understand the quality philosophy, practices and goals. Technologies, such as secure instant messaging, link agents to one another, providing a virtual “water cooler” as well as a means to help one another during difficult calls. Social networking sites like Facebook allow remote employees to share parts of their personal lives with other members of the organization. All these methodologies are used to create an atmosphere of trust and understanding that facilitates communication within the remote environment.
SironaHealth has defined quality as “ensuring patient safety by getting them to the next level of appropriate care with compassion and speed.” In our experience, the remote agent who is listened to, supported by a caring management team, and is treated fairly by unbiased practice and performance metrics, will respond with a high degree of commitment to quality. Technology can facilitate the process but it is the “soft” skills that make it happen.
Lorie Whittemore, RNBC, BSN, CCM is Vice President of Quality & Training at SironaHealth