Kaiser Permanente

Introduction

Membership Services (MSD) at Kaiser Permanente used to be a modest department of sixty staff. However, over the past few years the department has doubled in size, creating minor departmental reorganization. In addition the increase of departmental staffing, several challenges became apparent. The changes included primary job function, as well as the introduction of new network system software which slowed down the processes of other departments. These departments included Claims (who pay the bills for service providers outside of the Kaiser Permanente network), and Patient Business Services (who send invoices to members for services received within Kaiser Permanente). Due to the unforeseen challenges created by the system upgrade, it was decided that MSD would process the calls for both of the affected departments. Unfortunately, this created a catastrophic event of MSD receiving numerous phone calls from upset members—who had received bills a year after the service had been provided. The average Monday call volume had risen from 1,800 to 2,600 calls per day. The average handling time for each phone call had risen as well—from an acceptable standard of 5.6 minutes to an unfavorable 7.2 minutes. The department continued to be kept inundated with these types of calls for the two years that these changes have been effect.

The Claims and Patient Business Services departments have made remarkable strides on getting back on track due to these changes, which has provided much needed relief to the MSD. However, MSD is still struggling, on the other hand, with a few issues such as high absenteeism and low morale which makes it difficult to balance available staff with incoming call load. There are also a few factions that are often found socializing in other people’s cubicles or going to the lobby to take personal phone calls. Lastly, there has also been difficulty within the management team as a result of both past and future management styles within the department.

Data Collection/Observation

Information and facts in relation to �Organizational Culture’ were gathered by a personal interview with Erica Mettert (a Team 15/85 member and Kaiser Permanente Membership Services Supervisor). Information and facts regarding potential concerns and/or issues within the department were attained through personal interviews with present and former Membership Services staff members. Ms. Mettert has six years tenure with Kaiser Permanente, four of which are with the MSD.

1. Interviews

The interviewees varied in responsibility from supervisors, to call center representatives, to former employees, and were carried out via phone, email, and face-to-face. The questionnaire, in subject, began with general information such as tenure and job duties, and then led into more specific flash-point identifiers such as:

1. What have been some of your greatest challenges as a manager or employee?

2. What do you feel are some of your team’s greatest weakness?

3. How do you reward or prefer to be rewarded for success?

4. If you could say one thing without hesitation about your team, what would it be?

5. If you could change one thing about your team, what would it be?

6. How do you deal with conflict or prefer to be dealt with in matters of conflict?

The interviewees were guaranteed anonymity and were asked to be as candid as possible in their replies—as the questionnaire was designed with the intent and hope of exposing a continuity of concerns or suggestions among those interviewed.

2. Work Space Environment

The call center occupies the entire sixth floor of a large office building located in Portland, Oregon. As expected, the call center is a cubicle, business casual environment. Cubicle clusters are primarily situated in the center of the department, while manager and supervisor offices are the situated on the perimeter of the department – many with windows.

3. Department Hierarchy

The call center currently includes 80 membership services reps. Six employees are department leads, which were high-performing reps who have elevated to the role of facilitator, while another are four are supervisors. Supervisors mentor staff, act as specialists in a specific discipline in the organization, and are responsible for corrective action, rewards and recognition systems, team member reviews, supervisor calls, and administrative details. It is certainly not uncommon for supervisors to assume a lead’s role in the