humana
Humana
Disney Institute Helps Humana Reach "Perfect Service" Goals
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Challenges
In 2006, health insurance and health services provider Humana was challenged with a variety of customer and employee problems that were costing the company time and money. The small business division alone was losing 7,000 members a month due to service issues. Executives turned to Disney Institute for guidance on how to make theirs a more customer-focused business that would also be a great place to work for the company’s 25,000 associates.
Disney Institute Solution
Disney Institute conducted a "Perfect Service Summit" for Humana executives and managers to help them understand any weak points in their business model. Attendees learned that the key drivers of customer satisfaction are not products, but people. They were given concrete examples from The Walt Disney Company, followed by guidance on how to incorporate those examples into Humana’s business model.
Results
Following the work with Disney Institute, Humana realized a $50 million savings thanks to improvements in customer service as well as reduced employee turnover rates. The small business division added 7,000 members a month for a net of 14,000 new or retained members; call center volumes decreased by 15 percent; and employee engagement scores increased to the 75th percentile from the 50th percentile. The company was ranked first in overall satisfaction in Texas and Ohio in a national health customer satisfaction study, and an audit declared Humana the best in the industry for claims resolution.
Full Story
Humana had startled many in the health benefits field by saying that consumers should be the focus of the health insurance business. It had brought products, services and financial arrangements to market that were groundbreaking consumer-centric innovations. Still, something was just not connecting.
Humana conducted a self-diagnosis. Claims were being reworked in
Disney Institute Helps Humana Reach "Perfect Service" Goals
________________________________________
Challenges
In 2006, health insurance and health services provider Humana was challenged with a variety of customer and employee problems that were costing the company time and money. The small business division alone was losing 7,000 members a month due to service issues. Executives turned to Disney Institute for guidance on how to make theirs a more customer-focused business that would also be a great place to work for the company’s 25,000 associates.
Disney Institute Solution
Disney Institute conducted a "Perfect Service Summit" for Humana executives and managers to help them understand any weak points in their business model. Attendees learned that the key drivers of customer satisfaction are not products, but people. They were given concrete examples from The Walt Disney Company, followed by guidance on how to incorporate those examples into Humana’s business model.
Results
Following the work with Disney Institute, Humana realized a $50 million savings thanks to improvements in customer service as well as reduced employee turnover rates. The small business division added 7,000 members a month for a net of 14,000 new or retained members; call center volumes decreased by 15 percent; and employee engagement scores increased to the 75th percentile from the 50th percentile. The company was ranked first in overall satisfaction in Texas and Ohio in a national health customer satisfaction study, and an audit declared Humana the best in the industry for claims resolution.
Full Story
Humana had startled many in the health benefits field by saying that consumers should be the focus of the health insurance business. It had brought products, services and financial arrangements to market that were groundbreaking consumer-centric innovations. Still, something was just not connecting.
Humana conducted a self-diagnosis. Claims were being reworked in