The initial business driver for the project was to reduce the amount of overtime, increase agent productivity, improve planning and reduce backlog across several back-office teams, including; new business, claims, underwriting, policy amendments and quality. In total over 100 FTEs were employed.
To support the digitisation of the front office, the operations management team needed a more accurate way of collecting and analysing incoming work, together with team and agent activities.
The business used in-house developed spreadsheets to record agent productivity based on the manual recording of agent activity. The analysis, however, solely measured the number of cases closed by individual agents. It was believed that additional capacity was available within the teams but there was no means of capturing how time was being spent.
The information available to management only itemised the agent who ultimately closed a case, even though the case itself may have been worked on by one or more other agents. Consequently, agents who worked on more cases than they closed were allocated a lower productivity rate than they deserved, which in turn had an adverse effect on morale.