Your Company’s Brand is heard in the Contact Center

Health insurance plans are more focused than ever on evaluating and maintaining their brand. Most plans are working to be more than simply a low-cost provider of healthcare or the plan with the biggest network.  For years now, we’ve seen that singularly focused strategies like that don’t work.  One of the biggest opportunities plans have is to emerge as the health plan of choice for members by choosing to deliver a personal connection in every member interaction.

This personal connection starts in your contact center.  What’s interesting though, is that the push for Artificial Intelligence (“AI”) to take over customer service entirely isn’t what members really want. Members want our Contact Centers to be MORE human! And for those humans to be enabled by technology. We’re seeing this desire for a human touch in every industry but especially in healthcare. It’s one of the main reasons we created a proprietary training program to assist health plan contact centers.  When Zelus trains contact center agents we always incorporate empathy, we use a simple, yet comprehensive, approach:

I’m looking forward to speaking more about this at the upcoming 9th Annual Medicare Market Innovations Forum in San Diego, CA. on a distinguished panel.  The panel will be focused building a year-round branding strategy that extends beyond Medicare’s Annual Enrollment Period (“AEP”).  Zelus will also be in the Exhibit Hall at the Conference, so stop by and see us.  We’d love to talk about your challenges and what’s working in your organization to deliver that consistent brand experience! If you need a push in the right direction talk to us about our PACE™ program.  We built a comprehensive healthcare contact center program to marry proficiency, accuracy, confidence, and empathy seamlessly. There is nothing like it in the marketplace.

We’re working on an upcoming webinar with Contact Center Week about connecting with customers on a human level, learn more and register here.

To learn more about our suite of services and the additional benefits of partnering with Zelus for your call center training needs, please contact us at (617) 821-1061 or

Jenny Graham, co-founder of Zelus LLC, is an expert in operational performance and excellence with over 15 years of experience developing and implementing innovative operational strategies to improve overall business performance and utilization. 

Call Center Reorganization, A Case Study

A regional health care company that offers a broad spectrum of group and network-based health care products to over 2.8 million customers.


The executive team was concerned about the level of service provided by multiple call centers across the organization.  Preliminary evaluations showed that the level of service was inconsistent and hurting their image in the marketplace.


A detailed needs analysis by the Zelus team revealed that performance standards differed from call center to call center as did level of training between these groups.

It was also discovered that each group had different practices for handling exceptions and executing work that was not metrically measured but important to service level.


  • Consolidation of smaller call centers into a larger central team to improve key performance metrics by increasing the staff pool available.
  • Revised set of organizational effectiveness measures aimed at ensuring all aspects of the customer experience are viewed with equal importance.
  • Development of a comprehensive training curriculum for the call center that focuses on functional knowledge and expertise while creating a career path for representatives.
  • The team also executed a comprehensive and aggressive re-training plan addressing individual and department deficiencies without sacrificing overall performance
  • Execution of a rigorous quality program that monitored individual quality across three dimensions.
  • Creation of area specific performance standard expectations for each distinct work product including development of reporting automation, exception handling, and guidelines for non-measurable work in the department.
  • Development of a corresponding self-funding incentive plan and roll-out strategy to support the quality and performance measures.

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Process Improvement and Implementation, A Case Study

A large regional health insurer servicing over 3 million members was not meeting key performance targets.


The insurer was not meeting its key performance targets in the customer   service, claims, and correspondence areas including:

  • Inquiry Timeliness
  • Inquiry Accuracy
  • Average Speed to Answer
  • Abandonment Rate
  • Claims Timeliness
  • Claims Accuracy


Zelus worked with the insurer to determine the root cause of the issues and implemented customized solutions including:

  • Designed and implemented workflow improvements resulting in removing 4 days from the claims cycle.
  • Designed and implemented a comprehensive skills assessment for all areas.
  • Developed a comprehensive Customer Service Training Program.
  • Developed a comprehensive Claims Training Program.
  • Developed a comprehensive Correspondence Training Program.
  • Assisted struggling trainers by delivering components of the training as needed, often with little to no notice.
  • Evaluated team leader and manager capabilities via Zelus-developed calibration process and developed coaching program that upgraded leadership skills significantly.


  • Improved performance score results by 17% in six months.
  • Improved performance score results by an additional 23% in the next 12 months.
  • Performance score improvement earned client significant incentive dollars.
  • Strategic plan led to national recognition for the insurer.

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Learning Design For Technology Implementation, A Case Study

A State Agency was given a mandate to incorporate a new operating system.  In addition, new federal mandates needed to be incorporated into the system and new processes simultaneously to the implementation of the new system.  This group is a customer interfacing agency and is implementing the new system in two phases over a 3-year time frame.

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Don’t Forget the Learning Function in your Customer Experience Improvement Effort

Today, the customer experience is at the forefront of everyone’s mind. In many industries, it is an elusive goal.  Industries where this is most challenging have a lot in common.  Most importantly, the work of their contact center is often complex.  The transactions are no longer, and maybe never have been simple.  Think healthcare.

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