Post Series C
Short-staffing hurts healthcare workers, facilities, and patients. Fixing that is our mission.
As many as
90% of registered nurses have
considered quitting the profession
next year if critical workplace issues like short-staffing aren’t resolved, according to this study. This crisis touches us all, because we all need healthcare.
Clipboard Health exists to solve the problem of short-staffed facilities and to lift as many people up the socio-economic ladder as possible. To do this, we've created an efficient and transparent marketplace for healthcare facilities and healthcare professionals to fill shifts.
About Clipboard Health:
Clipboard Health is a post-Series C, extremely fast-growing tech startup with classic two-sided network effects, revolutionizing the market for healthcare talent. We are a diverse and inclusive company with a global, remote team. We have been named one of YC’s Top Companies for two years running, and have grown 25x across all key metrics in the last 18 months. There has never been a more exciting time to join our growing team and help us serve even more healthcare professionals and healthcare facilities, who can then better serve patients. To learn more about the culture at Clipboard Health, take a look at our culture hub here.
About the Role
The Quality Management Department sits within the Workforce and Productivity Division of the Customer Operations Group. Consisting of approximately 25 auditors on 4 teams, and supporting near 600 agents across a dozen functional units, the Quality Department is responsible for developing targeted scorecards for each function and reviewing agent deliverables against these scorecards. Auditors are also responsible for doing root cause analysis on negative CSAT and NPS surveys and presenting their summarized findings to management. The team also presents collated data to the Training Department to develop refresher training requirements. Finally, they execute Defect Hunts - reviewing a customer’s journey end-to-end, potentially across multiple tickets and teams - to calibrate our quality processes against the customer experience.
The Manager of Quality Management is responsible for driving this team toward, and consistently refining the definition of, Excellence. As a manager of Team Leads, this role will be critical in developing subordinate leadership through well-written feedback, rigorous talent assessments, and a clear long term vision for the Department. It will partner with the broader leadership team within the Workforce and Productivity Division (Training, Quality, Knowledge, Workforce, People Ops, and Systems) to continue to optimize the Talent Lifecycle for all agents, team leads, and managers within the Customer Operations Group. This is a senior management role within a hyper-growth, high-velocity company; it is not for every person - it is for the right person.
- Treat Quality Assurance as a product at Clipboard Health improving and iterating on the internal and external customer experiences.
- Meet frequently with leadership across the Customer Operations Group to review the Quality roadmap and drive continuous improvement.
- Run skip-level meetings with Quality Auditors to maintain an accurate pulse on the organization.
- Perform audit-on-audit (AOA) reviews to verify Team Leads are effectively reviewing their team members’ audits.
- First lead weekly calibration sessions between QA and various operational units, then train Team Leads to run these calibration sessions independently.
- Work with managers of new functions to develop a Quality Program to suit their team’s needs and customer-oriented deliverables.
- Understanding how all elements of the customer operations ecosystem work together and developing QA approaches that fit the overall strategy.
- Develop and measure key performance indicators (KPIs) of the team in the areas of efficiency, accuracy, and team calibration.
- Ensure consistency of scoring across all members of the team by hosting calibration sessions and rubric/scoring deep dives.
- Scale the Quality Assurance team by capitalizing on opportunities for increased efficiency, driving productivity plans, and maintaining an appropriate headcount as the team's QA serve scales.
Your First 90 Days
In your first 90 days you can expect to:
- Write the Quality Management Charter to clearly define the purpose of the organization and align current and future team members toward a common objective.
- Define the universal definition of success for Quality Auditors, SMEs, and Team Leads and work with these Team Leads to apply this definition to their teams.
- Lead the selection of a QA Management Platform vendor - writing business requirements and nice-to-haves.
- Review job descriptions for each team and each level within the Quality Department and update to align with the new Charter.
- Work with Training to define skill requirements for new Quality Analysts, so they might develop an internal training and certification program for agents who wish to be auditors.
- Identify talent gaps within the current team members and develop a training program to target these gaps.
- Develop job requisitions - descriptions, questions, assessments, and interview strategies - for identified openings within the Quality Department.
What Sets You Apart
- Extreme Ownership: You own the definition of the Quality Management Center of Excellence. You own delivering confidence in our review process and results to management. You own raising red flags to leadership.
- High Velocity: You know a customer’s problems today cannot wait for tomorrow. You look for what can be done today to help the Support Team today while moving forward along a long-term strategy.
- Metrics Mindset: You believe success is a measured outcome, and have built reports and dashboards to very clearly display that success and what can be done better. You’ve consulted with stakeholders to help define their metrics to drive a better customer experience.
- Purpose Driven: You’ve disagreed with an approach to a problem, voiced your concern, and committed yourself to solving the problem anyway. You have said, “I don’t know how”, then figured it out. And most importantly, you can explain why you’ve made the decisions you’ve made and why you’ve worked on the projects you’ve worked on.