Future Generali India Insurance Company Ltd - Customer Service Team of the Year - Recovery Situation

Company: Future Generali India Insurance Company Ltd., Mumbai, India
Company Description: Future Generali India Insurance is a JV between the Future Group: Game-changers in Indian Retail & Generali Group: Renowned 187 year old Insurer. As a second-generation player in our 12th year, we have 125+ offices, 1.5+ million customers, AUM worth Rs. 3,198 crore & settle 210K claims per year. Customers & partners alike recognize us for customer-centricity & fairness in claim-settlement.
Nomination Category: Customer Service & Call Center Awards Team Categories
Nomination Sub Category: Customer Service Team of the Year - Recovery Situation - Financial Services Industries

Nomination Title: From Rock-bottom to Recovery

The Challenges

While the Support-Team did resolve our Sales Agents’ concerns, they could not keep pace with a host of other related expectations. Some of the pressing-challenges, before the Customer Service team took over, were:

No Time-Bound Response – It took more than 48 hours on an average to resolve one ticket.

Pending Cases – A huge chunk of pending cases kept on piling.

Serious breach of Service Level Agreement – Just 5% of the total tickets could be resolved within 3 hours.

No real-time visibility on the status of pending tickets and related metrics

No Escalation Matrix for Sales Agents

Limited resource availability coupled with the high resource cost at the L2 Support, compelled the organization to think of an alternative.

The Customer Service Team Enters

Our organization entrusted us with the responsibility to lead this Support Service Team. As soon as we helmed this process from September 2020, we studied the background and brought about a complete overhaul in its operations. Some of our notable changes that shaped the process were:

All it takes is one determined team to recover from any given situation. This is a story, of how our team took up the challenge of venturing into the technical domain, understanding its nuances, self-teaching its team members and recovering on the service-metrics.

The Background

Agent Virtual Office (AVO), is an interface for Sales Agents to issue policies real-time. The purpose behind empowering Sales Agents to issue policies was to ensure prompt policy-delivery to customers. However, if the Sales Agent could not issue policy due to any technical problem, related to the interface, he had to contact a Support-Team for help. This Support-Team was an outsourced vendor with whom our Organization had partnered with.

Empowering Employees

On-board – We on-boarded agents possessing a blend of good service-attitude and technical know-how, from the existing lot of our employees. We trained them on resolving basic tickets.

Empower – We had now created an L1 team consisting of these newly trained agents. This meant that the L1 team now handled all basic tickets and only highly technical cases were sent to the Support Team. We named the Support Team as L2.

Groom - We conducted periodic refreshers on key learnings from select cases. We carried out this practice once every week for a period of 6 months. We developed scripts and process documents for new agents to become familiar with the process.

Fixing System-Fallacies

Concerns and Fix TATs – We classified frequently-raised queries into different categories and assigned a Turn-Around-Time to each. We could now study trends and identify training-needs if any.

Publicize Contact Avenues & Escalation Matrix – We promoted a new email ID for all our Sales Agents. We promoted its use through various mailers. This meant that Sales Agents had just one point of contact thereby eliminating the confusion of multiple and individual follow-ups

Case Logs in CRM – We registered each case in our CRM for better tracking. We could now easily identify the status of any pending ticket.

Reference any attachments of supporting materials throughout this nomination and how they provide evidence of the claims you have made in this nomination (up to 250 words):

Track and Monitor

We developed an MIS to keep track on the health of the metrics and began publishing it daily to all the stakeholders within the organization.

We even developed an MIS to keep track on the progress of the L2 Support Team and provide them timely feedback.

Results Achieved

Our team reaped invaluable benefits. More importantly, we were able to recover on the metrics and get back on track. Below table shall offer a broad overview of the recovered metrics: