Hi Tim,
Thank you for opening up this forum to discuss these issues. I appreciate
the opportunity to share my thoughts.
One of the key challenges I’ve noticed is the amount of time spent on
process-driven tasks, particularly managing the CSM within the service
level agreement (SLA). These tasks require significant attention and are
pulling focus away from our core business objectives. The time dedicated to
these operational processes leaves less room for strategic initiatives like
local marketing and lead generation, which are critical for driving growth.
For example, the current SLA requires a consultation, an introduction
visit, a phone call, and another visit—all within seven days. Given that
the CSM only works five days a week, if we have three Starts of Care in
that time, we’re looking at 15 follow-ups in just seven days. This takes
away from seeing our existing clients and impacts our ability to manage
client care effectively, as every follow-up must be documented in addition
to the in-person visits. A potential solution would be to extend the
seven-day visit requirement to fourteen days and the thirty-day follow-up
to forty-five days, significantly reducing the administrative burden and
allowing more focus on delivering high-quality care to our existing client
base. If you keep the current process, then I would suggest hiring another
CSM to manage the burden of all the SLA requirements.
Another area for improvement is our intake process. It’s not driving
business like it should because it lacks a local feel or the follow-up
takes too long to connect with the prospect. Prospective clients want to
speak to someone who understands the local market. Right now, intakes are
handled by someone outside our province, which will turn people off if they
find out. In Calgary, people want to talk with Calgarians, not someone from
eastern Canada with an out-of-province area code phone number. It creates a
sense of disconnection and often leads prospects to seek out competitors
who feel more local and personal.
A similar issue arises with the hiring process. When an applicant clicks on
one of our job postings, they are called by someone in Toronto, who then
hands them off to another person in Toronto to fill out a 27-page document,
followed by a scheduled orientation that could be up to five days away.
After that, they’re finally sent to a scheduler. This whole process can
take 7 to 10 working days, which is too slow. Good applicants often leave
and join another company that can hire them faster. Streamlining this
process is crucial to retaining top talent.
As a GM, I need more visibility into our AdWords campaigns, which are
crucial for driving direct engagement. Without that insight, it’s difficult
to make data-driven decisions that directly impact our business
performance, such as increasing inbound calls. I also feel that Salesforce,
while a valuable tool, can be cumbersome to use in its current form. As a
former business owner, I often wonder if the cost of using Salesforce
justifies the outcomes of home care management. The franchise side
successfully manages their data in Wellsky, so I question why Salesforce is
needed - it seems like an additional expense and administrative burden.
Additionally, many meetings we attend are not relevant to the Canadian
market, which further takes time away from focusing on our key goals.
Canada is a separate country with its distinct approach to business and
home care, particularly with our focus on public healthcare and government
support. Our workforce is also more skilled, as provincial certifications
are a requirement, unlike in the U.S. market. Understanding and adapting to
these differences, rather than conforming to American processes, would
greatly benefit our operations in Canada and improve overall effectiveness.
The focus for our internal staff shouldn’t be on administrative tasks but
rather on seeing our clients, communicating with them, and supporting their
care journey. This will not only elevate the level of care management but
also lead to increased word of mouth referrals as a result.
In short, the time we dedicate to managing these processes detracts from
our ability to focus on core growth objectives and revenue-driving
activities. Streamlining these tasks would help us regain that focus.
I’m open to further discussions on this and happy to offer more specific
suggestions for improvement. I understand that this was a long email, but
I'm passionate about my team and want to have continued success in our
market. I appreciate you allowing me the opportunity to provide you
feedback.
Regards,
Chuck
On Tue, Oct 8, 2024 at 9:05 AM Timothy Thomas <tt@thekey.com> wrote:
> Good Morning Team,
>
> Over the past couple of days, I had the opportunity to meet with our new
> COO, Derek Gordon, and our discussions have been highly insightful. One
> common theme emerging from Derek’s feedback is that many of our teams are
> heavily involved in process-driven tasks and meetings, which may be
> diverting focus from strategic growth and expense management.
>
> I would like to hear your thoughts. Are there specific meetings or
> processes that you feel are time-consuming or detracting from your ability
> to focus on our key objectives? Your candid feedback is invaluable in
> helping us identify areas where we can streamline and optimize.
>
> This is a confidential and open forum, and I welcome any suggestions you
> may have.
>
> Thanks!
> --
>
> *Tim Thomas*
> Head of Midwest & Canada Divisions | *TheKey*
> Mobile: 514.591.9387
> [image: TheKey] <https://www.thekey.com/>
>
--
Chuck Terlesky B.A., CCPE
General Manager
Winnipeg and Calgary
Calgary: 403-301-3777
Winnipeg: 204-489-6000
TheKey.ca <https://thekey.ca/>
[image: TheKey]