Healthcare Industry
Employee Engagement & Development: Contact Center Training Redesign
Operational performance improvement through structured learning and knowledge enablement.
The Challenge
A leading healthcare insurance provider needed to redesign its new hire training program to ensure frontline contact center associates could deliver accurate, personalized service to both members and providers.
Several performance gaps were limiting effectiveness:
Training materials were difficult to access and not structured for efficient use.
Associates struggled to quickly locate policy and procedural information.
Content was not tailored to the distinct needs of Medicaid Member Services, Marketplace Member Services, and Provider Services.
- New hires required too much time to reach proficiency, contributing to higher average handling time (AHT) and lower first contact resolution (FCR).
Leadership sought to improve member and provider experiences while simultaneously increasing FCR, reducing AHT, accelerating time to proficiency, and lowering attrition.
The Strategy
Northridge conducted a focused evaluation of the existing training structure and knowledge access model to identify root causes of performance variability. The strategy centered on creating a structured, role-based learning framework that aligned directly to frontline interaction types and operational KPIs.Key design principles included:
Delivering only targeted, high-retention content tied to real call drivers
Defining clear learning objectives aligned to performance outcomes
Structuring content around member and provider reason-for-contact categories
Embedding practical application exercises to reinforce skill development
- Directing learners into the knowledge management system for policies and procedures rather than duplicating content
- Tailoring learning pathways to each of the three business groups
The objective was to improve frontline performance while strengthening employee experience.
The Execution
Northridge redesigned the end-to-end training experience for both facilitators and new hire associates.
Execution included:
Development of streamlined facilitator lesson plans and learner guides
Reformatting materials for ease of navigation and quick reference
Integration of structured practice aligned to real interaction scenarios
Training facilitators to drive engagement, reinforce knowledge retention, and connect learning to production expectations
- Clear guidance on how and where to access information within the knowledge management database
The redesigned structure reduced cognitive overload, improved clarity, and accelerated applied learning.
The Impact
The structured redesign directly improved operational performance across the contact center.
Outcomes included:
Improved service accuracy and effectiveness for members and providers
Faster new hire time to proficiency
Reduced attrition among frontline associates
Increased first contact resolution (FCR)
- Decreased average handling time (AHT)
- Greater associate confidence and engagement
By aligning structured learning with knowledge access and operational metrics, the organization strengthened both frontline capability and measurable business performance.
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