Re: Service failures

--000000000000d3045905eff5927a Content-Type: text/plain; charset="UTF-8" Thank you Beth. Again, I appreciate the call yesterday. I'm committed to supporting your efforts and ensuring our operations team lives up to expectations. I have a call with Cheryl and the team on Monday to review the service failures, discuss any checks & balances we can implement to improve. Let me complete this step, and on Tuesday we can come together to work on procedures for onboarding new referral accounts and associated SOC's. @Matt Vijayan I recommend we pull all the HCLs together and align on an SOP. Many thanks, Tim On Fri, Dec 16, 2022 at 11:03 AM Matt Vijayan wrote: > Thank you Beth for your leadership and a detailed report. > > @Timothy Thomas 75% of the Waterloo business is > dependent on referral marketing. We need to create a Standard Operating > Procedure for any new referral partners brought in and how to meet/exceed > the expectation of this partner based on multiple parameters. > > In my weekly meeting, Ashley brought up the increased volume of SLI coming > out of this market and we need to take action immediately. Let me know > where I can help. > > Best regards, > > Matt > > Matt Vijayan, B.Sc., MBA, CCPE > Director of Sales, Canada > *Please note my email has changed:* > mvijayan@TheKey.com > > TheKey.com > [image: TheKey] > > > On Fri, Dec 16, 2022 at 9:21 AM Elizabeth Sparrow > wrote: > >> Hi Tim and Matt, >> >> Matt, to loop you in, I reached out to Tim to have a discussion on the >> increasing number of service failures. I felt that the conversation was >> very helpful, thank you Tim for taking the time. >> >> I don't feel that there is any common thread between service failures, >> nor does it reflect on any one person; we all know failures are expected. >> >> My concern was the recent increase, the reputational risk and the future >> impact. Thank you Tim for the discussion on the opportunity to tighten up >> our processes in quality improvement. I also want to ensure that I >> understand and sell realistic expectations of what we can deliver so that >> the client and operations are set up for success. >> >> I found Tim's perspective very helpful, that the landscape has changed. >> Customer's expectations are higher, rates are higher and the quality of the >> workforce has changed. Also, I am open to any changes I need to make in my >> communication to manage expectations and support operations. This was >> helpful as I plan Q1 goals. >> >> I am going to list a summary below. >> >> *University Gate LTC:* Oct 6 Client (Mausser) refused CG, Client was >> aggressive. >> (The client's complex needs were outside a scope we could manage.) >> >> *University Gates LTC:* Nov 28 Pending, the Client-Zimmerman is still in >> the hospital. Our CG did not meet the expectations of engagement. (5 CG >> have seen this client.) Was also reported later that CG was in the car >> sleeping, other times CG not with the Client. Ended with CG losing the >> Client at th