Inbound Calls Research Articles

Telephone-Based Psychological Care During the 2020 Lockdown in Spain and Protocol for Data Collection.

During the COVID-19 lockdown in 2020, the General Council of Psychology in Spain, together with the regional Official Colleges of Psychology, launched the Psychological Care Telephone Program (PCTP) to provide mental health services to the population. The aim of the present study was to perform a descriptive analysis of the PCTP by analysing the data collected during the lockdown and at the 12-month follow-up, and to develop a brief protocol designed to standardise data collection procedures. A total of 10,119 inbound telephone calls were made to the PCTP from March to May 2020, and 337 follow-up calls at 12 months. The most common reasons for contacting the PCTP were to consult for symptoms of anxiety (66.8%), depression (30.5%), and/or family problems (13.9%). At the 12-month follow-up, many users experienced anxiety (38%), depressive (35%), and panic (34%) symptoms. More than half of users reported using psychopharmacological medicines. This study demonstrates the need to offer the population telephone-based mental health consultations during times of crisis. It also shows the importance of systematising intervention and data collection procedures for future crises. We propose a data collection protocol for use with emergency telephone psychological assistance programmes.

Improvement in post-ablation chest pain and same-day discharge with the use of active esophageal cooling

Abstract Background Active esophageal cooling is a common method of esophageal protection during radiofrequency (RF) ablation for the treatment of atrial fibrillation (AF). Compared to the main alternative, luminal esophageal temperature (LET) monitoring, active esophageal cooling reduces esophageal injury. Recent findings in the community hospital setting indicate that procedure time and post-ablation chest pain may also be reduced, leading to greater same-day patient discharge. Objective We aimed to compare the differences in same-day discharge rates and patient-reported post-ablation chest pain between patients treated with either LET monitoring or active esophageal cooling while undergoing RF ablation in a large academic medical center. Methods We reviewed data from RF ablations performed between January 2020 and October 2022 by five attending electrophysiologists and four electrophysiology fellows. These data were extracted from Epic’s Clarity database by two clinical informaticists. Extracted data points were paired with a manual chart review of inbound phone calls, electronic messages, follow-up visits, and readmissions within 30 days of the procedure. Results A total of 175 patients underwent RF ablation between January 2020 and October 2022, with 63 (36%) patients treated with LET monitoring and 112 (64%) treated with active esophageal cooling. Chest pain was reported by 11 patients (18%) in the LET monitored group and 7 patients (6%) in the actively cooled group (P=<0.001). Of the patients treated with LET monitoring, 13 (20.6%) were discharged within 12 hours of admission compared to 44 (39.3%) of the patients treated with active esophageal cooling (P=0.016). Conclusions The adoption of active esophageal cooling during RF ablation was associated with less postoperative chest pain and increased same-day discharge rates.

Utilization of the medical oncology pager and call center: Characterizing forgotten pillars of telemedicine in the digital era.

518 Background: Oncology has entered the digital era, accompanied by changes in patient interactions and expectations involving telemedicine. While much emphasis is appropriately placed on digital interactions with patients, little is known about modern non-digital interactions with patients in oncology practices. Methods: We analyzed Medical Oncology Pager (MOP) data from 7/1/18 – 4/14/23, during which patients had access to the electronic health record and messaging capabilities. The MOP for Mayo Clinic (Rochester) is covered by the medical oncology fellows, including after hours (6PM – 7AM). It covers consults and direct patient calls after hours and during weekends, in addition to critical results back up and inpatient oncology matters at all times. We also analyzed Medical Oncology Call Center (MOCC) data since 6/1/22, which takes inbound patient calls during working hours (7AM – 6PM) and is staffed by appointment office employees. Results: The MOP received a total of 17,679 pages during the analyzed period for a mean of 10.1 pages per day. Of these, 6,319 pages occurred after hours. The most after-hours pages were received on Fridays (n=1,091) and the least on Sundays (n=701); of those years with fully available data, 2022 had the highest volume (n=1,405) (Table 1). When comparing the MOP activity pre-pandemic (7/1/18 – 3/10/20) and intra-pandemic (3/11/20 – 4/14/23), the mean number of after-hours pages per day was relatively stable with 3.47 pre-pandemic and 3.69 intra-pandemic. Since 6/1/22, the MOCC has averaged 6,464 inbound calls per month during working hours, each of which had an average talk time of approximately five minutes. The majority of inbound calls occur on Monday mornings between 9 – 11AM, with over 6,500 recorded throughout the previous year. Conclusions: Telemedicine is multi-faceted, comprised of both digital and non-digital patient interactions. We show that many oncology patients utilize telephone communication with the healthcare system despite increased availability of digital capabilities. These data have implications for addressing the digital divide for those with limited digital access, serving older patient populations unfamiliar with digital technologies, healthcare navigation, trainee responsibilities, and resource allocation. Further work and standardization in non-digital telemedicine is necessary as it remains a pillar of modern healthcare delivery and oncology practices.[Table: see text]

Reinventing Patient Support and Continuity of Care Using Innovative Physician-staffed Hotline: More than 60,000 Patients Served Across 15 Medical and Surgical Specialties During the First Wave of COVID-19 Lockdown in Qatar

Rising disease prevalence early during the COVID-19 pandemic in the State of Qatar led to stoppage of all non-emergency health care services. To maintain continuity of care and information exchanges for non-emergency patients, a physician-operated telephone hotline was set up that involved triage followed by immediate consultation with a specialized physician. We describe the initiation and evaluate the operations of the Urgent Consultation Centre (UCC) hotline manned by 150 physicians and aimed at urgent non-life-threatening consultations at Hamad Medical Corporation, the public health provider in Qatar. UCC established a hotline to triage inbound patient calls related to 15 medical and surgical specialties. For calls between April-August 2020, we describe call volume, distribution by specialty, outcomes, performance of UCC team, as well as demographics of callers. During the study period, UCC received 60229 calls (average 394 calls/day) from Qatari nationals (38%) and expatriates (62%). Maximum total daily calls peaked at 1670 calls on June 14, 2020. Call volumes were the highest from 9 AM to 2 PM. Response rate varied from 89% to 100%. After an initial telephone triage, calls were most often related to and thus directed to internal medicine (24.61%) and geriatrics (11.97%), while the least percentage of calls were for pain management and oncology/hematology (around 2% for each). By outcome of consultation, repeat prescriptions were provided for 60% of calls, new prescriptions (15%), while referrals were to outpatient department (17%), emergency department/pediatric emergency center (5%), and primary health care centres (3%). We conclude that during a pandemic, physician-staffed telephone hotline is feasible and can be employed in innovative ways to conserve medical resources, maintain continuity of care, and serve patients requiring urgent care.

Usage, acceptability, and preliminary effectiveness of an mHealth-based integrated modality for smoking cessation interventions in Western China.

Many smokers have not accessed professional smoking cessation assistance due to limited smoking cessation services. We developed a novel mHealth-based integrated modality for smoking cessation (WeChat + Quitline modality, WQ modality) and applied it to a large public welfare project (China Western-QUIT Program) in western China. This study evaluated the usage, acceptability, and preliminary effectiveness of the WQ modality in the population of western China. A prospective cohort study was conducted between April and August 2021. Smokers or their relatives were recruited through online advertisements and medical staff referrals. After using the services of the WQ modality for one month, the self-reported awareness, use, and satisfaction with each service among the participants were collected by a telephone interview. We also evaluated the self-reported 7-day point prevalence of abstinence (PPA) and quit attempt rate among baseline current smokers. The usage data of each service were downloaded from quitline and WeChat platforms. Of the 17326 people from western China using the WQ modality, the largest number of users was WeChat official account (11173), followed by WeChat mini program (3734), WeChat group (669), and quitline (541 inbound calls, 605 outbound calls). At one month follow-up, over 70% of participants who completed the baseline survey (n=2221) were aware of WeChat-based services, and over 50% used them. However, the awareness rate (11.1%) and utilization rate (0.5%) of quitline were relatively low. The median satisfaction scores across all services were 9 out of 10 points (IQR: 8-9). Among the baseline current smokers (n=1257), self-reported 7-day PPA was 41.8% (526/1257), and another 225 smokers (17.9%) reported making a quit attempt. The WQ modality could be well used and accepted, and it has great potential to motivate and aid short-term smoking cessation in smokers from western China.

Utility of a Telephone Triage Hotline in Response to the COVID-19 Pandemic: Longitudinal Observational Study.

BackgroundDuring the initial months of the COVID-19 pandemic, rapidly rising disease prevalence in the United States created a demand for patient-facing information exchanges that addressed questions and concerns about the disease. One approach to managing increased patient volumes during a pandemic involves the implementation of telephone-based triage systems. During a pandemic, telephone triage hotlines can be employed in innovative ways to conserve medical resources and offer useful population-level data about disease symptomatology and risk factor profiles.ObjectiveThe aim of this study is to describe and evaluate the COVID-19 telephone triage hotline used by a large academic medical center in the midwestern United States.MethodsMichigan Medicine established a telephone hotline to triage inbound patient calls related to COVID-19. For calls received between March 24, 2020, and May 5, 2020, we described total call volume, data reported by callers including COVID-19 risk factors and symptomatology, and distribution of callers to triage algorithm endpoints. We also described symptomatology reported by callers who were directed to the institutional patient portal (online medical visit questionnaire).ResultsA total of 3929 calls (average 91 calls per day) were received by the call center during the study period. The maximum total number of daily calls peaked at 211 on March 24, 2020. Call volumes were the highest from 6 AM to 11 AM and during evening hours. Callers were most often directed to the online patient portal (1654/3929, 42%), nursing hotlines (1338/3929, 34%), or employee health services (709/3929, 18%). Cough (126/370 of callers, 34%), shortness of breath (101/370, 27%), upper respiratory infection (28/111, 25%), and fever (89/370, 24%) were the most commonly reported symptoms. Immunocompromised state (23/370, 6%) and age >65 years (18/370, 5%) were the most commonly reported risk factors.ConclusionsThe triage algorithm successfully diverted low-risk patients to suitable algorithm endpoints, while directing high-risk patients onward for immediate assessment. Data collected from hotline calls also enhanced knowledge of symptoms and risk factors that typified community members, demonstrating that pandemic hotlines can aid in the clinical characterization of novel diseases.

Decision Support System Selection of The Best Citilink Agent Call Center Using the Fuzzy Ahp Method (analytical Hierarchy Process) (case Study: Pt. Infomedia Surabaya Call Center Citilink)

For the selection of employees, there are usually many factors in fulfilling the assessment in order to get a maximum target. Especially in the field of call centers, it is required to have qualified skills which can solve problems complained of by customers. So that as a call center who receives incoming calls or can be called inbound calls, it must be the key to solving problems and be able to convey good suggestions. However, to get the value of the agent so that its performance is good, there are parameters that must be achieved, namely acd call, acd time, aux time, available time, staffed time and agent skill. best. By doing this, the monitoring system is very easy and more efficient to find out which agents are underperforming or agents who have reached the performance target. For this reason, an application with a case study was created in order to achieve the maximum target. This application will greatly help the team, namely Teamleader, Taber, Spv, Manager as they play an important role in evaluating agents in their performance.

Working with emotions: cultural employee perspectives to service management expectations

PurposeDrawing on the emotional labour theory, the purpose of this paper is to explore the effects of cultural orientation on emotion regulation and display processes for service employees.Design/methodology/approachBased on a Nigerian study where literature is scarce, data were gathered from semi-structured interviews conducted with 40 call centre service agents.FindingsThe findings identified three key values around reinforcing social cohesion, anticipated self-curtailment, hierarchy and expressions of servility based on broader societal needs to promote relational harmony when managing customer relations during inbound calls into the call centre.Research limitations/implicationsThe extent to which the findings can be generalised is constrained by the limited and selected sample size. However, the study makes contributions to the service work theory by identifying the extent to which communication of emotions is informed in large parts by local culture and seeks to incite scholarly awareness on the differences of emotional display rules from a developing country other than western contexts.Originality/valueThis paper is among the first to focus on the interface between culture and emotional labour from a Sub-Saharan African context.

Procedures for Inbound Calls

Successful FundraisingVolume 29, Issue 2 p. 5-5 Phone Call Savvy Procedures for Inbound Calls First published: 07 January 2021 https://doi.org/10.1002/sfr.31662Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume29, Issue2February 2021Pages 5-5 RelatedInformation

User Requirement Analysis for Smart Voice Technology for Older Adults with Visual Impairments

ABSTRACT Although many users adopt voice-enabled technology today, there is lack of understanding on voice technology designs suitable for older adults with visual impairments. This study aims at investigating the auditory information processing capability of older adults with visual impairments and their preferences for voice user interfaces and interactions. A convenience sampling method recruited 20 older adults with visual impairments. The auditory information processing capability was measured with a word memory span task, and the Wizard-of-Oz method helped to explore user requirements for voice technology. The word memory span was 3.00 ± 0.34, which leads to the recommendation that information architectures include no greater than three layers of horizontal or vertical menu structures. The majority of the participants (75%) preferred the combination of inbound and outbound calls to interact with the system, and 65% appreciated the interactive, structured navigation menu user interfaces that empower the user to control the system. The study contributes to user-friendly voice technology for older adults with visual impairments.

Should We Wait Before Outsourcing? Analysis of a Revenue-Generating Blended Contact Center

Problem definition : We consider a revenue-generating call center with inbound and outbound calls, where service and sales activities are blended. For maximizing the call center’s revenue, the call center manager exercises two levels of control: agent reservation for inbound calls and call outsourcing. Given the influence of waits on purchase probability, we investigate the strategy of outsourcing customers who have waited already as opposed to outsourcing customers directly at arrival. Academic/practical relevance : The main novelty of this article arises from the use of a single framework to investigate both the combination of agent reservation with outsourcing decisions, and a waiting time–based outsourcing strategy. The existing literature only considers these two strategies in isolation and is restricted to quantity-based decisions. From a practical viewpoint, our results aim to provide decision support tools that are directly implementable in a call center’s routing software. Methodology : We apply a Markov decision process approach to optimize the manager’s decisions. The particularity of our approach is that we use the experienced waiting time as a decision variable. Results : We prove that the optimal policy for reservation and outsourcing is of threshold type. Our main conclusion is that outsourcing customers after letting them wait in-house generates higher revenue than outsourcing calls at arrival. However, it is also detrimental to service quality. In addition, we identify contexts in which the difference between the two outsourcing strategies is significant. Managerial implications : Contrary to standard call center practices, which either consist of specialized teams for one type of call or only exercise one specific level of decision-making (reservation or outsourcing), we demonstrate the potential of partial outsourcing with partial reservation. Our study shows that the benefits of implementing our results are greatest in small congested call centers.

Impact of Proactive Postsales Service and Cross-Selling Activities on Customer Churn and Service Calls

In recent years, service providers have identified the proactive postsales service (PPS) as a viable measure for preempting service failures and their negative consequences. Due to the high costs associated with PPSs, companies are looking for ways to increase their efficiency. To understand how companies can increase their revenues and lower their costs, this study investigates how cross-selling activities and different media types affect the impact of a PPS on inbound service calls and customer churn. Based on a large-scale field experiment in the telecommunications industry, as well as a controlled lab experiment, the results demonstrate the overall effectiveness of the PPS and indicate two mediating effects. While the effect of cross-selling on customer churn and service calls is mediated by the customers’ uncertainty regarding the company’s motives, it is the customers’ perception of privacy invasion that mediates the influence of the contact medium on the effectiveness of the PPS. Our finding that PPS contacts have to be clear in their message and should not be perceived as invasive is an indication of the importance of service-(post)sales ambidexterity.

Variation in accessibility of the population to an Emergency Medical Communication Centre: a multicentre observational study

BackgroundAccess to an Emergency Medical Communication Centre is essential for the population in emergency situations. Handling inbound calls without delay requires managing activity, process and outcome measures of the Emergency Medical Communication Centre to improve the workforce management and the level of service. France is facing political decisions on the evolution of the organisation of Emergency Medical Communication Centres to improve accessibility for the population. First, we aim to describe the variation in activity between Emergency Medical Communication Centres, and second, to explore the correlation between process measures and outcome measures.MethodsUsing telephone activity data extraction, we conducted an observational multicentre study of six French Emergency Medical Communication Centres from 1 July 2016 to 30 June 2017. We described the activity (number of incoming calls, call rate per 1000 inhabitants), process measure (agent occupation rate), and outcome measure (number of calls answered within 20 s) by hourly range and estimated the correlation between them according to the structural equation methods.ResultsA total of 52,542 h of activity were analysed, during which 2,544,254 calls were received. The annual Emergency Medical Communication Centre call rate was 285.5 [95% CI: 285.2–285.8] per 1000 inhabitants. The average hourly number of calls ranged from 29 to 61 and the call-handled rate from 75 to 98%. There are variations in activity between Emergency Medical Communication Centres. The mean agent occupation rate was correlated with the quality of service at 20 s (coefficient at − 0.54). The number of incoming calls per agent was correlated with the mean occupation rate (coefficient at 0.67). Correlation coefficients varied according to the centres and existed between different process measures.ConclusionsThe activity dynamics of the six Emergency Medical Communication Centres are not identical. This variability, illustrating the particularity of each centre, must be accurately assessed and should be taken into account in managerial considerations. The call taker occupation rate is the leverage in the workforce management to improve the population accessibility.

Call center performance to drive patient access.

135 Background: Access to oncology care through a specialty call center within a large academic institution was analyzed to determine service levels necessary to schedule patient consults within 7 days of contact. The specialty call center is the primary resource for ambulatory appointment scheduling, and staffed by 1 licensed provider and 6 agents who administratively coordinate patient care. Hours of operation are 8AM-5PM. Methods: Data was analyzed between a period of 1/1/2018 and 9/30/2018 (P1), providing call statistics (S1): inbound & outbound calls, calls not answered, average speed of answer, agent availability. Observations of agents identified key processes, staffing analysis, and productivity levels. A dependency map was developed to identify key inputs and outputs for all call center activities. The number of dependencies were identified for each activity. Results: A dependency map identified 22 unique agent activities, categorized by administrative tasks (n = 9), multi-disciplinary team coordination (n = 7), direct patient interaction (n = 5), and patient benefit processing (n = 3). Average number of inputs per activity yielded 2.4 (Range = 0 to 8), while outputs were 2.0 (Range = 0 to 6). Inbound and outbound calls spanned multiple categories, with 28,730 calls received or placed during P1. 77% of inbound calls were answered, and remaining calls were directed to voicemail. 89% of all calls occurred between 9AM and 4PM, with slight variation each hour. Staffing Analysis revealed 91.3% availability rate equivalent to 5.48 agents available per day. Average call hours (inbound and outbound) per agent ranged from 2.45hrs/day to 5.18 hours/day, with variation attributed to the unique activities. An algorithm was created to determine appropriate staffing levels to ensure S1 requirements and timely coordination of care. Conclusions: A specialty call center requires a detailed understanding of dependencies that contribute to timely scheduling, while maximizing customer service. Dependency mapping provides visibility to clinical and non-clinical teams of necessary activities to coordinate appointments. Staffing models can assist in understanding the variables that influence S1, and provide support for staffing decisions in periods of high/low demand.

Using telephone call rates and nurse-to-patient ratios as measures of resilient performance under high patient flow conditions

Patient admissions, discharges, and transfers are high work demand activities that have been associated with 30-day readmissions and increased patient mortality. Most mitigation strategies target peak demand, but variable demand may be more significant. Self-organizing holarchic open systems (SOHOs) and resilience engineering frameworks may explain system behavior, but a few quantitative studies of resilient organizational performance have been published. We used three measures to explore SOHO and resilience engineering constructs. We collected hourly data over 2 years, from five inter-related units in a cardiovascular disease division of a metropolitan teaching hospital. Our results show that information flows (inbound, outbound, answered, and unanswered telephone calls) representing anticipatory management are related to patient flows (patient admissions discharges and transfers) and nurse-staffing levels (nurse-to-patient ratios). We also found overall system stability despite high patient flow effects in lower level units. Unexpectedly, the time to recovery from high patient flow events lasted up to 7 days. We conclude that constructs proposed by resilience engineering can be quantified using simple measures collated within routine operations. The application of nonlinear statistical analyses can uncover important insights about resilient performance that may assist managers in better preparing for managing and recovering from unexpected variation in patient flow.

Blended call center with idling times during the call service

ABSTRACTWe consider a blended call center with calls arriving over time and an infinitely backlogged amount of outbound jobs. Inbound calls have a non-preemptive priority over outbound jobs. The inbound call service is characterized by three successive stages where the second one is a break; i.e., there is no required interaction between the customer and the agent for a non-negligible duration. This leads to a new opportunity to efficiently split the agent time between inbound calls and outbound jobs. We focus on the optimization of the outbound job routing to agents. The objective is to maximize the expected throughput of outbound jobs subject to a constraint on the inbound call waiting time. We develop a general framework with two parameters for the outbound job routing to agents. One parameter controls the routing between calls and the other performs the control inside a call. We then derive structural results with regard to the optimization problem and numerically illustrate them. Various guidelines to call center managers are provided. In particular, we prove for the optimal routing that at least one of the two outbound job routing parameters has an extreme value.

A multicenter, open-label, pilot study evaluating the functionality of an integrated call center for a digital medicine system to optimize monitoring of adherence to oral aripiprazole in adult patients with serious mental illness.

BackgroundMedication nonadherence is common in the treatment of serious mental illness (SMI) and leads to poor outcomes. The digital medicine system (DMS) objectively measures adherence with oral aripiprazole in near-real time, allowing recognition of adherence issues. This pilot study evaluated the functionality of an integrated call center in optimizing the use of the DMS.Materials and methodsAn 8-week, open-label, single-arm trial at four US sites enrolled adults with bipolar I disorder, major depressive disorder, and schizophrenia on stable oral aripiprazole doses and willing to use the DMS (oral aripiprazole + ingestible event marker [IEM], IEM-detecting skin patch, and software application). Integrated call-center functionality was assessed based on numbers and types of calls. Ingestion adherence with prescribed treatment (aripiprazole + IEM) during good patch wear and proportion of time with good patch wear (days with ≥80% patch data or detected IEM) were also assessed.ResultsAll enrolled patients (n=49) used the DMS and were included in analyses; disease duration overall approached 10 years. For a duration of 8 weeks, 136 calls were made by patients, and a comparable 160 calls were made to patients, demonstrating interactive communication. The mean (SD) number of calls made by patients was 2.8 (3.5). Approximately half of the inbound calls made by patients occurred during the first 2 weeks and were software application- or patch-related. Mean ingestion adherence was 88.6%, and corresponding good patch wear occurred on 80.1% of study days.ConclusionIn this pilot study, the integrated call center facilitated DMS implementation in patients with SMI on stable doses of oral aripiprazole. In clinical practice, the call center and the DMS will facilitate objective measurement of adherence and potentially improve rates of adherence in patients with SMI.

Call centers with a postponed callback offer

We study a call center model with a postponed callback option. A customer at the head of the queue whose elapsed waiting time achieves a given threshold receives a voice message mentioning the option to be called back later. This callback option differs from the traditional ones found in the literature where the callback offer is given at customer’s arrival. We approximate this system by a two-dimensional Markov chain, with one dimension being a unit of a discretization of the waiting time. We next show that this approximation model converges to the exact one. This allows us to obtain explicitly the performance measures without abandonment and to compute them numerically otherwise. From the performance analysis, we derive a series of practical insights and recommendations for a clever use of the callback offer. In particular, we show that this time-based offer outperforms traditional ones when considering the waiting time of inbound calls.

Developing and piloting an electronic telephone triage application.

e21680 Background: With the shift of cancer care to the outpatient setting, telephone triage is a vital part of today’s oncology practice. UPMC CancerCenter (UPMC) desires to streamline the current telephone triage process across its 31 outpatient clinics. UPMC and Via Oncology collaborated to develop and pilot a prototype of an electronic telephone triage application. The key components of the prototype were defined as decision support, EHR integration, reporting, and workflow management. Methods: A prototype application, Symptom Manager (SM), was developed and piloted with 4 nurses at 3 outpatient clinics. Front office staff registered inbound calls in SM, which populated a phone triage queue. The nurse was prompted to enter information about the call. Decision support materials were displayed for reference, including algorithms for symptom assessment, adjudication, and treatment. The output was a structured summary of the encounter that was copied to the patient’s chart. From the queue, the nurse was also prompted to make outbound calls for symptom reassessment. A feedback session with the nurse users and institution leadership was held following the pilot. Results: A total of 235 inbound calls were captured in the application, of which 74 (31.5%) were symptom-related. Additional data fields collected during the pilot included symptom, adjudication, time elapsed for callback, and symptom status at follow up. The ability to extract and report on data of this type was viewed as valuable for quality and process improvement. The nurse users praised SM’s ease of use, but prototype performance issues shortened the pilot. They indicated that the standardized documentation increased efficiency. Requests for future enhancements included deeper EHR integration and additional fields for data capture. Conclusions: This pilot provided the feedback necessary to develop the latest version of SM which begins roll out across UPMC in November 2016 and includes EMR integration. An update on the software and additional data captured during the pilot will be provided at presentation.

Understanding Promotional Service Interactions through Social Exchange Theory of Affect

ABSTRACTDyadic commercial relations during service interactions are not possible without exchange of emotions between the interactional partners. The study theorizes social exchange theory of affect and explores triggers of emotions from customers and service agents that enable rapport during promotion of products. The study conceptualizes that service agents deliver overall authentic service delivery, which is a composite of authentic emotions and affective service delivery. These delivered emotions are reciprocated by the customers who are high on agreeableness. The study also validates the link between rapport, customer satisfaction, and future buying intentions of the customers. Data were collected through between subjects experimental design on 120 participants. The results were analyzed and structural model was developed using partial least-square structural equation modeling (PLS-SEM) technique. Results indicate that customer employee rapport is best predicted when overall authentic service delivery and customer agreeableness mutually interacts. The study is limited to outbound promotional services and its validity for other kinds of services and inbound calls awaits exploration.