Transformative AI to revamp prior authorizations


Tech enablement drives lower costs, lessened provider abrasion

Health plans are unnecessarily burdened by administrative tasks such as prior authorization—a costly bottleneck to optimized care and operational outcomes. Recent American Hospital Association (AHA) research states that that 95% of providers spend increasing time seeking prior authorization approval. An astounding 78% of hospitals and health systems said their relationship with commercial insurers is getting worse. What’s needed is relief at this high-impact payer-provider touchpoint. AI-enabled prior authorizations can help. According to McKinsey analysis, AI-enabled prior authorizations can automate up to 75% of manual tasks. This tech enablement solves for many of the inefficiencies while working to improve payer and provider synergy, reduce costs, improve case turnaround time, and, most importantly, drive better health outcomes for patients.

Drivers to Digital Utilization Management

The case has never been clearer for a straightforward, faster, and impactful PA process. High-impact PA ups the ante with an analytical approach to flag clinical decisions that need priority nurse review. The algorithmic decision support can identify high dollar clinical usage patterns, FWA patterns and CPT conversion/alternative treatment. Traditional, siloed UM programs are not adequate to meet current market conditions: a high-cost clinical resource pool and financially pressured payers and providers. Add to that this simple fact: our internal research shows that 80+% of authorizations reviewed are eventually approved without any modifications, and only a few of the cases need a detailed review for necessity. This leaves a lot of room for digital intervention in the provider interaction channel to instantly auto-approve and provide an outcome via digital assists for better member care.

Experts such as healthcare business process management partners have the combined digital solution and skillset: experienced clinicians supported by AI workflows to effectively manage the process and cost. Backed by process re-engineering, automation and digitization of the prior authorization process will ease provider burnout and change the perception of this process. Traditionally, the prior authorization step has been viewed as cumbersome, with high administrative costs running into billions of dollars across the US healthcare sector. BPM partners with experience across both payers and providers can collaborate and bridge gaps to improve the overall ecosystem of population health and give a better dollar accountability and visibility. As a result, transformed, high-value utilization reviews will drive to lower-cost per review using state specific/CMS guidelines and a 99%+ calibration with medical directors on review decisions.

UM Augmented with Transformation Levers

The front- and back-office digital suite of solutions use automated speech recognition (ASR), NLP of medical entities, contextual insights, computer vision, and machine learning feedback to evaluate prior authorization requests against automated guideline rules. The outcomes are provided via digital nurses on some channels and nurse assist flows on others, each with comprehensive criteria summary and recommendation on approval or referral to a medical director.

Outcomes and Future of Clinical Reviews

BPM partners with experienced clinical resources combined with AI workflows can manage the PA process cost effectively and find transformation with process effectiveness. For the first launch of the back-office solution for a top payer client, Sagility’s prior authorization medical record review automation leveraged in-house asset Intelligent Content Processing (ICP) for a 20% efficiency gain across the entire document review process, with a line item gain of 75% error reduction, in some cases. With the buildup of this platform to transform clinical data into intelligence to reduce process complexity, enhance accuracy, and speed TAT which is 7-10 minutes saved per case transaction. Through machine learning, these savings will compound over time, for up to 40% cost savings for identified scenarios. This powerful tool will also drive significant TAT improvements as well as enriched provider and member experience (potential Star and NPS ratings impact) from improvements on quality with reduction in nurse error and nurse glide path, enhanced productivity, decrease in regional medical director (RMD) routes, increase in identification of potential approvals for nurse to review and also decrease in number of cases referred to physician.

Transforming the front office with the voice assist and context bots results in auto-approvals for high volume procedures. This directly reduces call volume reduction by 10-15%. The next-best action and access to unified knowledge bases have driven a shortening of complex prior authorization calls, for 15-20% savings via handle time reduction. The continuous digital bot and agent monitoring metrics have also resulted in an internal training glide path reduction by 50%, ensuring the quality of outcome at above 99%+. Overall savings in the front office can be at least 20% as skilled resources need no longer work on administrative tasks anymore.

As next steps, any outcomes of clinical decision support that sources from a unified data lake of claims, medical records, and member profiles can be successfully linked with population health outcomes and patient profile stratification. This will result in insights on high risk population analysis, population trends and wellness management, and, finally, risk scoring of individuals and proactive population management. Weaving in provider profiles can also help provide in extension insights on the segmentation, scorecards, and comparative analytics to evaluate provider utilization and abuse, if any.

Three healthcare cloud myths, debunked

Three healthcare cloud myths, debunked

With ever-increasing, rigid regulations, and the most sensitive personal data of any industry, healthcare has walked slowly toward technology and transformation. And this is particularly true when it comes to the cloud. COVID-19 may have been the catalyst in forcing healthcare’s hand, with the industry required to quickly implement employee work from home, patient/member self-service and online engagement, and telemedicine solutions.

According to recent research, nearly 70% of healthcare leaders expect to move their technology infrastructures to the cloud this year – a number that is set to rise to 96% by 2024. Today you won’t find many healthcare organizations without a cloud strategy—and that often means partnering with BPOs. These experts have the right technology, tools, training, and processes to launch a Contact Center as a Service (CCaaS), otherwise known as a cloud-based customer experience solution. Deploy-on-demand CCaaS platforms provide full suite or a la carte capabilities and options, making it quick and easy for healthcare organizations of all sizes to personalize and optimize customer experiences.

Here we dispel some common myths about healthcare cloud—and CCaaS, in particular.
  • MYTH: Healthcare CCaaS is expensive.
    • FACT: CCaaS has proven to optimize operations for any size healthcare organization—whether large or small. Expensive legacy on-premise solutions often come with complex pricing and large upfront costs. Increasingly, CCaaS is subscription based or pay-as-you-go. Also, CCaaS allows for healthcare’s seasonality and sizing up for peaks and open enrollment. Additionally, CCaaS is proven to be resilient, with avoidance of painful, frequent outages that cause lapses in service, lost revenue, wasted agent labor, and excessive troubleshooting. With multiple redundancies built in, there is a failover system in place. Finally, the savings of CCaaS are significant. In fact, the industry has observed 30% client savings with leveraging of CCaaS.
  • MYTH: The cloud compromises healthcare organizations’ data and information.
    • FACT: With more security capabilities built into the software stack available to deploy by experts, security is increasingly cited as a benefit of CCaaS. CCaaS reduces dependency on local hardware for storage of sensitive data, with automated software updates to keep systems and security certificates current.
  • MYTH: CCaaS is difficult for organizations to adopt.
    • FACT: Compared to implementing a customized, on-prem call center solution, the CCaaS is turnkey and easy to deploy. And integrating with a healthcare organization’s systems and data is no more difficult than on-prem. With CCaaS, organizations have reduced dependency on one-off custom implementations over-reliant on key individuals. With deployment of CCaaS by BPO experts, you have a resilient, focused workforce.

The healthcare BPOs that can best optimize CCaaS opportunities help drive outcomes like:

  • Dynamic, personalized, and natural automated experiences for member and provider interactions thereby being a NPS/CSAT driver.
  • Up to 30% cost savings on total cost of ownership across CAPEX and OPEX.
  • One AI- and ML-powered platform for workflows, agent management and interactions, routing, and experiences across omnichannel and self-serve for the organization.
  • Reduced call volume by up to 10%.
  • Reduced supervisor effort by up to 20%.
  • Shortened AHT by up to 15%.
  • Reduced training time by at least one week.
  • Reduced license and usage costs by 30%.

Sagility: Voice of the Consumer

Modernized, AI-enabled VoC to Meet Today’s Healthcare interactions

Today’s healthcare members will act on failure to meet their expectations, according to recent Forrester research, with 34% of dissatisfied customers changing health plans. Equipped with this knowledge, health insurance plans can renew their focus on measurement of Voice of the Customer survey feedback to improve customer engagement, loyalty and retention. But a truly effective and statistically significant VoC solution requires not only user-centric (design thinking) questions, tools, and technology—what’s also needed is the right volume and rich quality of data backed by NLP/AI interaction mining platform. Working together, the solutions and data can deliver meaningful and actionable insights to drive positive business outcomes. An Analytics CoE can serve as nerve center of healthcare interactions, using the following frameworks:

  • Journey mapping, measurement, and ownership (customer effort, sentiments, emotion analytics)
  • Insights-driven experience and process improvements to ease customer friction points by contact types, and reduce agent effort reduction by providing tools, with an increased engagement rate
  • Leveraging of technology to meet stated and unstated customer needs and experiences

Increasingly, the healthcare VoC survey is embraced as an essential driver of member/patient satisfaction and retention. In fact, Gartner forecasts that by 2025, 60% of organizations with VoC programs will supplement traditional surveys by analyzing real-time or near real-time voice and text interactions at every customer touchpoint.

Today’s optimized and AI-enabled VoC survey will meet the mark for improved member experience in two key areas across both commercial and Medicare member bases:

  • Commercial
    • Self-service channel friction: A section of healthcare customers expecting an Amazon-like experience will not get it when self-service engagement is not optimized. The right VoC survey will address this with questions that get to the heart of self-service misses with good failure modes and effects analysis (FMEA). Once self-service complexities with simple contact types are discovered, they can be addressed with fixes for a more seamless customer journey. Examples include fulfilment and eligibility contact types (Member ID cards, demographic updates and the routine office visit copay)
    • Contact deflection: On the opposite end of the complex calls are the simpler contacts that can be deflected with proactive digital solutions such as service automation. Deployment of post-call IVR voice of customer with NLP/AI enabled survey verbatim/sentiment mining will improve operational engagement, agent coaching opportunities and experience metrics. And once identified, a good deflection and prevention strategy can digitize the contact solution for millions in savings.  Examples include billing (Monthly Premium payment related contact type)
  • Medicare
    • Unresolved issues resulting in repeat contacts and complaint tracking module (CTM) issues: This is a crucial journey point to check in on with the Medicare member VoC survey. When plans discover root causes of CTM, unresolved issues can be addressed not just for one payer but for a wide demographic—for greater ROI and improvement. Without a team to reach out to a member at this escalation point, you aren’t closing the loop on those issues that cause a member to change health plans. With technology, process, and people in place to address survey-discovered escalations, the long-term gain is significant.
    • Call types that trend toward a higher propensity to appeals: Post-call VoCs can baseline and benchmark closure or the people/process/policy/tech gaps that drive appeals. Sagility has leveraged, for two leading payers with MAPD plans, our VoC solution in areas of transportation/ambulance, late enrollment penalty premium and policy disenrollment/reinstatement. Once value stream mapping is done and upstream/downstream mapping is conducted, pertinent solutions/resolutions are deployed at the upstream (customer service) area to reduce unnecessary downstream appeals.

In these areas and more, AI-empowered healthcare VoC can optimize survey distribution, feedback, and issue root cause analysis. We helped a leading payer to achieve results addressing these common weaknesses, delivering value empowered by automation. This tech enablement has helped expand VoC feedback from 1,000 surveys a year to 1,000 surveys a day. We also redesigned the survey, reducing it from 18 questions to 5, which reduced survey time from 10 minutes to 1 minute. Additional results included:

  • Improved Survey to Call Ratio 0.16% to 9%
  • Increased FCR by 26% (59-85%)
  • Increased ASAT by 22% (71% to 94%)
  • Reduced manual survey administration, achieving cost avoidance by $2 million

These results demonstrate how survey experts can drive to more impactful and much broader feedback, for the true impact and consultative value delivered by healthcare BPOs. These specialty BPOs in are experts with the required skills across tech, process, and teams of experts to make business process improvement recommendations with a VoC champion. With a solid structure in place to support an enhanced VoC survey process, ROI is heightened.  Today’s robust VoC framework builds in feedback that can drive real outcomes when addressing process, product, and engagement channel improvement opportunities.

How Back-Office Accelerators are Steering Optimized Experience

The digital age has shed new light on the need for interoperability for healthcare, as backed by recent imperatives such as the Centers for Medicare & Medicaid Services (CMS) Fast Healthcare Interoperability Resources (FHIR) or the Provider Gold Card standards. These regulations can drive quicker adoption and usher in new approaches for today’s healthcare organizations. Both payers and providers are now turning to these disrupters to check table stakes efficiencies off the list: from proactively improving accuracy and turnaround time of claims data to tracking member and patient interactions to build intelligence for future impact. But in the line-up of technology superpowers, back-office technology is an often unsung hero. As a goldmine of claims-related and member and provider data, back-office transformation is increasingly delivering significant cost savings through the use of intelligent service and technology innovations, with an often less complex implementation. In the back-office—a fulcrum of claims-related and member and provider data—these accelerators are key:

1. Process Mining:

These tools rapidly understand workflow nuances and begin solution development very quickly and with minimal interruption to business processes. By translating the subjective model to an objective one, this mining is a measurable study in the process discovery itself. Process mining initiatives aim to collect insights and intelligence for reimagining the payer-provider operations and develop deeper insights from the process to measure the efficacy, efficiency, and continuous improvement to enable data driven decisions. Process mining can also be the bridge that enables transformational solutions to cut across payer-provider front-office and back-office areas by yielding opportunities to streamline processes to their most optimum form. The combination of a zero-day approach to consulting and process mining will quickly unlock value for payers and providers. This would be the first step in design of enhanced workflow, as part of discovery.

2. Intelligent Automation (IA):

As a combination of RPA (Robotic Process Automation) and AI (Artificial Intelligence), IA allows for automation of routine steps that are rule based and repetitive, accessing one or more steps or volume driven. Salient features of IA include:

  • Non-invasive technology
  • Technologically agnostic solution
  • Seamless use of existing end-user interfaces and enterprise applications
  • Ability to use software robots to log into systems, function with security controls, and restrict access rights
  • Ability to analyze structured, semi-structured and unstructured data sources and convert into insights

IA can be effectively leveraged as a transformation lever across the entire claims lifecycle for payers and the revenue cycle journey for providers. An example of IA in action would be a large managed health care payer benefitting from 50% efficiency gains in addition to claim error reduction from intelligent automation bots being created to validate member, provider, billing and coding information as a part of the claims processing in the claims lifecycle.

2. Intelligent Content Processing (ICP):

ICP transforms unstructured and semi-structured information into usable data. Rather than leveraging a single technology as is the case with optical character recognition (OCR), ICP uses a suite of AI technologies including machine learning (ML), natural language processing (NLP), Computer Vision and deep learning to classify, categorize and extract relevant information, and validate the extracted data. This extracted content is formatted to enable downstream processes toutilize it as per the requirements. An embedded ML model, within ICP, can identify the type of document and extract content irrespective of the template of the document. Sagility has deployed ICP in delivery processes across healthcare payers and providers. Some common use-cases are in processing medical records for medical/utilization management, processing appeals and grievances, performing payment integrity audits and KFI activities.

3. Web context channel:

A web-based contact channel works much like a digital voice assistant except that the conversational AI here is comprised of via textual inputs delivered via a web / mobile / progressive application portal. A member or provider will interact with input forms or an NLP-based contextual chat to complete a questionnaire. As a mix of a deterministic and probabilistic model, interactions are sourced from the unified truth, or knowledge base, that has been continually learning and growing over time.

In addition to prior authorization, digital agents via voice and text can also address queries across member eligibility, explanation of benefits and claim status. There is also high applicability in the DME space, where supply chain-related queries pertaining to order status, inquiry, payments, and dispatch can be entirely digital-agent driven.

4. Intelligent Agent Guidance (IAG):

On top of automation and ICP, IAG gives the agent the logical next step—prescriptive analytics to save from an error in workflow to guide workflow and more quickly assist with turnaround work.For processes not a part of unattended RPA processing, intelligent guidance technology can be an excellent way to create a superior agent experience as they cooperate with bots. Intelligent Guidance technology as a layer over payer and provider applications, is an easy to follow, contextual, step-by-step process within existing provider and payer applications that will reduce agent stress levels, andreduce training time while improvingdata processing quality. The guidance appears on screen in real time to guide the agent through each step of the process in question.High-level benefits of a strong digital adoption layer include a user and process-centric approach to enhance onboarding and training.

5. Analytics and Insights:

Good back-office strategy means generating actionable insights through data analytics to help improve the delivery of back-office services and payer-provider experience. Analytics is performed on various data sets to understand the trends and patterns relevant to payer and provider business. From operational metric analytics to agent quality analytics, from post facto to predictive analytics – an integrated approach to analytics helps generate immense value for our clients on ongoing basis. Typical use-cases across payer /provider journeys include population profiler for care management, smart audits of claims, over payments identification and financial recovery forecasting. MIS, reporting, and dashboards are also integral with design of key interfaces to provide near real-time reports to clients.Prior authorizations are a good example of a unified truth source where analytics can help with provider stratification or gold carding, to indicate providers aligned to efficient authorizations and process.

For healthcare payers and providers alike, a digital-first strategy leans on these back-office accelerators for:

  • 10-20% savings via operational insights generated by predictive and business intelligence services offered across healthcare payer services
  • 20-30% savings in intelligent document processing across payment integrity, appeals and grievances, and key for information
  • 25-40% cost savings to key clients through intelligentautomation and process reengineering.

Together, these disrupters seize many opportunities—as a center for payer-provider collaboration and an improved journey for members/patients.

Sagility Future Digital Series: Front-Office Accelerators

Bridging journey gaps through the digital front door

In terms of optimized healthcare experience delivery, the digital front door has been less an entry point and more an essential touchpoint of the complete healthcare member journey that connects experience and care. While health insurance has been flagged for low customer satisfaction in the past, that’s all changing with new digital levers that bridge journey gaps.

These transformation levers are leaning on customized healthcare domain and journey-specific contextual information to drive significant boosts in member / provider engagement, satisfaction, and brand loyalty. The key focus is to empower members / providers to self-serve based on their channel or medium of choice for a faster response.

One core disrupter has been the digital front office leveraging a knowledge base of unified truth across member, provider, and claims data. When framing and enveloping a seamless experience across every step of the customer journey, three accelerators are increasingly critical: voice contact flow, web context channel, and the ultra agent.

1. Voice contact flow:

Evolving tools can address different fluency levels by leaning on a robust knowledge base boost. When supported by intelligent AI-powered IVR, automated speech recognition (ASR) and natural language processing (NLP) can more efficiently address member and provider queries. This HIPAA-compliant integration leverages business and algorithmic edits for suggestion of next-best actions for decision making. With automation built on top of business rules and contextual inferences from interactions, IVR integration is optimized with experience, cognitive learning, and an evolving knowledge base.

One case example would be prior authorization approvals in real time — for example, a digital nurse providing required approvals via voice for the procedure type in question. The auto-approval process is reinforced via feedback from an approval propensity model which draws from the unified truth. Based on the voice-driven contact flow, if the auto-approval process is incomplete or needs more evidence, it will be routed to an ultra agent for closure.

2. Web context channel:

A web-based contact channel works much like a digital voice assistant except that the conversational AI here is comprised of via textual inputs delivered via a web / mobile / progressive application portal. A member or provider will interact with input forms or an NLP-based contextual chat to complete a questionnaire. As a mix of a deterministic and probabilistic model, interactions are sourced from the unified truth, or knowledge base, that has been continually learning and growing over time.

In addition to prior authorization, digital agents via voice and text can also address queries across member eligibility, explanation of benefits and claim status. There is also high applicability in the DME space, where supply chain-related queries pertaining to order status, inquiry, payments, and dispatch can be entirely digital-agent driven.

3. Ultra agent:

With introduction of these solutions and the foundation of a machine learning (ML)-powered knowledge base — involvement of the agent will be more exception based. When an ultra agent is introduced for escalation, tech-agent ingenuity better addresses any complexities. The ultra agent is super powered and armed with more accurate and timely information with a unified desktop for next-best actions supported by comprehensive case history, interaction disposition, AI-powered suggestions, and the unified knowledge truth. All of this comes in the form of digital tools that help with timely assimilation of the required information and optimized interaction with member experience focus.

Working in tandem across interaction channels, these three accelerators are delivering:

  • Contact volume reductions of 15-20%
  • Call handle time reductions of 15-20%
  • Reduced provider and member abrasion
  • Enhanced provider and member satisfaction with NPS®, CSAT, and Star ratings boosts
  • Aggregate cost savings of up to 30-35%, including administrative costs

A well-traveled journey starts with a good map and guideposts. Ultimately, these digital-first front-office accelerators help meet member / provider demand for a concierge, frictionless, and fast experience. For healthcare organizations, a digital-first strategy leverages these accelerators to drive to positive impact across care experience, costs, and outcomes.

3 Fresh Ideas for Winning the Competition for Healthcare Talent

The past two years have brought a perfect storm of challenges for healthcare providers. COVID-19 has had a profound impact on healthcare overall—resulting in one of the all-time worst financial crises for providers. And the talent supply and demand gap has only widened as a result of compounding factors like the Great Resignation, the remote work shift, and workforce competition with employers crossing state lines to resource affordable talent. As a result, today’s healthcare providers are seeking transformation at the core of the challenge: attracting and retaining customer contact center provider services and revenue cycle talent.

Kaufman Hall surveyed hospital and health system leaders and learned that 75% of these leaders said their organization has experienced adverse revenue cycle impacts during the pandemic. And 92% of leaders said their organization is challenged with attracting and retaining support staff.

With high staff turnover due to vaccine mandates, employee burnout, and other new normal challenges, there is a pressing need for not just qualified resources—but the required supporting operational excellence and innovation needed to successfully execute on within new operating models. Today’s smart healthcare business process management (BPM) partners are among the best equipped to assist healthcare providers in accomplishing how to effectively address talent new challenges—with well-refined workforce management agility strategies to recruit, hire, and train the right talent across multiple geographies.

Today’s leading BPMs bring the healthcare operational best practices and astute skills to enable healthcare providers to compete more effectively under the current and evolving market conditions. Here we highlight three critical areas where the right BPM partner can help healthcare providers win the competition for talent:

1. Optimized virtual recruitment with tech-enabled, right-fit profiling:

With delivery centers strategically placed to align with unique provider staffing and labor cost requirements, and proven work-at-home programs, BPMs also have developed refined processes to recruit in the post-pandemic reality.

Well-experienced healthcare BPMs bring the flexibility to adjust to the changing needs of clients to right-size staff to meet volume fluctuations. These BPMs can often offer multiple delivery location options onshore, nearshore, or offshore, as well as blended shore options to optimize staff availability and specific process expertise.

To align with current remote-working solutions, some BPMs have developed the requisite artificial intelligence (AI) and machine learning tools to perform role-based assessments to assist with finding the most qualified resources, while as well leveraging live video technologies to conduct interviews for successful hiring. These partners can incorporate virtual onboarding used with an integrated system and structured hiring process, regardless of geography.

Sagility case example:

Achieving a highly qualified hire is a top-of-mind item for every organization. Adding in remote hiring, video interviews, and remote assessments only creates greater risk of bad hires. In our experience of running captive healthcare payer operations, personnel is always a priority. The BPM industry has always provided a solution to staffing challenges, and Sagility is no exception.

At Sagility, all aspects of the employee lifecycle are conducted virtually and handheld by our cultural ambassadors for immediate connection to the organization. Our hiring strategy is supported by industry experts who create profile-matching, strong geography-hiring strategy, and realistic job previews. We have adapted to create a complete technological application that is built around AI learning, self-service, and real-time recruiter attention. This is all front-ended by our house-built bot application, which yields prepared, on-time hires.

2. Strong work-at-home solutions with improved quality and reduced attrition:

During the COVID-19 pandemic, the healthcare industry was required to quickly implement work-at-home solutions. There was a new appreciation for the value of offsite employees, with BPM partners already accustomed to secure work-at-home implementations.

Due to the lack of experience and limited understanding of these new approaches, some healthcare providers have been turning to the right BPM with a well-refined work-at-home program, including compliant technologies, standard operating procedures, remote processes, infrastructure, and training programs ready to deploy.

Ensuring strong program quality and resource retention means providing these remote employees the right tools for the job, while also providing the training and management structure needed to ensure successful job performance. BPMs have the expertise to quickly configure tools for secure access to necessary client systems while adhering to all compliance requirements. With the right technology, tools, training, and processes, the quality control and service-level adherence is achieved as a result of well-prepared employees.

Sagility case example:

Sagility has adapted to COVID-19 market changes to ensure work-at-home solutions are efficient and comfortable with speech analytics, an employee engagement reward system, and a complete remote performance dashboard and coaching platform. These integrations increase retention, maintain compliance, and ensure an always-ready workforce. Additionally, this strategy creates ease in the member experience. More importantly, we have increased our ability to right-fit candidates to our diverse profile of client needs. Year over year, our CSAT, NPS, and VOE results increase despite the current work conditions. Providing these types of tools for support and advocate use creates a more effective candidate and a better quality of care. Ultimately, Sagility strategies have often become enterprise-adopted practices, as the quality of service is unmatched.

3. Better satisfaction scores for clients, customers, and employees:

Winning the talent competition means harnessing the power of engaged, inspired employees. Engaged and inspired employees translate to better results.

Sagility prioritizes maintaining employee engagement and mental wellness in a virtual environment. Today’s BPMs encourage employee engagement activities, like gamification, during training sessions. Employee Assistance Programs (EAPs) and HR helplines are always at the ready to provide needed support.

Sagility case example:

COVID-19 has been a straining exercise on our community, family, and individual well-being. Additional stress includes an aggressive opening in remote opportunities, which has made interpersonal connectively a foreign concept. Sagility knows people are everything; we have a people-first mentality and create a structure that supports overall well-being.

Our mission is a motivated and dedicated employee who understands their individual contribution is larger than it seems. Internal campaigns around access to care, first contact resolution, and best outcome treatment keeps the staff grounded and focused. Our leadership focus is access to EAP, HR helplines, paid leave, future preparedness, and crisis help services. When people come first, the results for our clients are high CSAT, NPS, and Star ratings. This results in growth and success for all included.

Undoubtedly, the past two-plus years have tested even the strongest healthcare organizations. Hiring and retaining the best talent has never been more crucial to the financial health of healthcare providers. The right BPM can deliver strong and consistent results to achieve success with the winning talent required