Opportunity
This leading mutual life insurer operates for the benefit of its members and policyholders. The company provides a range of quality products—from life, disability income, and long-term care insurance to annuities and retirement planning—that help protect its clients’ interests and shape their future.
The insurer had already experienced great success with Verint Workforce Management1 in its life services contact centers to automate and improve scheduling efficiency and align agent phone activities to schedules. The insurer next set its sights on its back-office operations, starting with the service and operations division of its U.S. life insurance group. With a staff of nearly 200, the division, which provides account maintenance services, was experiencing significant delays in service. Service delivery was running an average of eight days versus a target of two days, despite the division incurring excessive overtime.
An inability to match employee schedules to volumes and to track inventory of work items was perceived as a key driver of the inefficiency. In addition, the company acknowledged that staff was spending an undue amount of time on non-production-related activities, such as special projects, meetings, and administrative tasks. However, it lacked a means to track and report on actual time and/or effectiveness of resources against individual goals and customer service delivery targets.
1Formerly Verint Enterprise Workforce Management
