Healthcare Company Goes Virtual

A large Midwest healthcare provider specializing in pain management was faced with a dilemma. Due to an inability to attract and retain qualified people to fill customer service positions in their scheduling and pre-certification departments, they were facing a decline in patient volume, referrals from other physicians, and prompt payment from third party insurance companies. Feeling that a crisis point had been reached, the management team at the practice began discussions with ARO, desperate for a solution. That solution was a “concierge” approach to customer service with the focus placed primarily on patient satisfaction.

The transformation began in the scheduling department. After implementing a business model that incorporated the use of home-based telephone agents to perform the scheduling functions, the results were both immediate and dramatic. Patient volumes increased by 50% in the first week. It was apparent to both patients and referring physician’s offices that something different was happening.

That something was ARO. The work-at-home opportunity attracted a very different demographic in comparison to what the healthcare provider was accustomed. The remote worker tends to be a baby-boomer with a higher level of education, a stronger work ethic, and a more empathetic approach to patient interaction. The result was a more pleasant, more positive telephone experience for those calling the practice, and the compassion and the efficiency of the new scheduling staff were reflected in the increase in patient volumes.

Much like the scheduling, the pre-certification department was hampered by inefficiency due to high turnover and poor hiring choices. Once again, the remote model created dramatic results. Due to the quality of the work-at-home staff, productivity was increased to the point that fewer people were actually required to produce better results. The fact that the pre-certification department was receiving more accurate insurance information from the new and improved scheduling staff also played a key role in the increased efficiency.

The practice continues to consult with ARO to determine if efficiency can be enhanced in other areas of their operation.

Our solution was a “concierge” approach to customer service with the focus placed primarily on patient satisfaction.