Interviews

New hires shared their level of confidence after training and what portions of training felt most relevant once they were on the job.

Company recruiters outlined their process for onboarding new employees.

Observation

Watched recordings of high and low performing employees

Cataloged the day to day practices of 5 high performing and 5 low performing Care Coordinators

Analysis

Analyzed workplace behaviors and performance patterns

Identified personal history and previous employment trends of those people with the greatest longevity and highest performance rates.

Success Predictors Were Unexpected

Top performers often came from customer service and communication-heavy backgrounds rather than traditional healthcare backgrounds.

Performance ≠ Call Volume

Bilingual CCs supporting non-English speaking patients took more time per call and reached fewer people per day.

However they provide crucial, culturally attuned care.

Work Habits Predicted Success

When reviewing recordings, I could identify top performers within seconds—just by how their desktops were arranged.

High performers consistently organized windows by task priority, and minimized visual clutter.

High Performers Created Their Own Systems

They developed ad-hoc practices to work more efficiently. However, this knowledge was not widely disseminated.

Hiring Profiles

Problem: Hiring focused on healthcare experience rather than communication ability.

Solution: Created behavioral hiring profiles based on traits shared by successful coordinators.

Onboarding Redesign

Problem: New hires felt unprepared once training ended.

Solution: Extended shadowing and shifted QA from punitive scoring to coaching.

Performance Coaching

Problem: High-performing behaviors were individual and invisible.

Solution: Turned observed work habits into coaching and peer-learning practices./p>

Organizational Impact

Hiring

Improved candidate-role alignment

Onboarding

Reduced early turnover

Operations

Created shared standards and coaching practices