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$3.2 million in potential savings found in the call centers

$3.2 million in potential savings found in the call centers

CSAA (California State Automobile Association)

Financial Services

$3.2M

in total potential savings identified

$2.2M

from 4 core areas (potential)

~80%

employees positive

The problem

CSAA wanted happier, more productive call center staff, lower turnover, and better member service at the lowest cost. Hour-by-hour analysis for every call group across a full year exposed a mismatch between schedules and the actual call volume and duration. That meant idle time when overstaffed and abandoned calls, and lost revenue, when understaffed.

What we did

  • Analyzed a full year of call data in one-hour increments for every call group
  • Replaced the standard 8-hour shift with 4, 5, 6, 9, and 10-hour shifts
  • Ran a proctored employee survey on schedules and policies such as attendance and dress code
  • Built a buy-in program for management and employees
  • Guided the transition to AB-60, California's 'overtime over 8' law

The results

  • $1,531,845 potential savings from matching workforce to workload
  • $255,300 potential savings from reducing turnover
  • $310,820 in abandoned-call costs and $141,092 from optimized operating hours (potential)
  • $1,000,000 additional opportunity from adjusting the SLA, for $3,239,057 total potential value
  • Nearly 80% of employees surveyed were positive about the program, only 1% negative

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