-Lack of allowance for communication among employees for teamwork and learning.
-Company didn't have accounts with insurance providers' online tools as many transitioned to moving away from telephone service, particularly for medical prior authorizations.
-Internal tools were often not intelligent enough to assign work to proper staff or at the proper time of day.
-Escalation pathways to upper management and other teams were often not available or not made clear.
-Company hired entry-level staff (at least in my role) under the pretense of being employees, but the job contract listed them as consultants. As staff worked and were paid by the hour and had how the work was done specifically instructed and controlled, this doesn't meet the IRS definition of an independent contractor.
-Onboarding, at least at the time of my hiring, was ill-equipped. Training was self-study, which was ok, but to start working staff had to test out with a live staff on a video call. These staff were booked very far out and had no flexibility with their time. Case in point, on my first testing call, we were on the last test question and needed about 2-3 minutes to complete it, but because that would exceed the allotted time of the call, the staff could not stay on with me and allow me to test out. This meant waiting for an open meeting slot 2 weeks later with no available paid hours for training in the meantime.
