Customer Connections Center Supervisor

At Tri. Health, we believe every team member plays a vital role in improving the health status of the people we serve—a mission that guides our entire system. In the Customer Connection Center, you directly support this mission by ensuring patients can easily and confidently access the care they need. This first touchpoint embodies our commitment to delivering compassionate, high‑quality service rooted in our core values.

Bring your talents to Tri. Health and discover a career where you can make a meaningful difference, grow with purpose, and feel truly valued. Location: 4600 Wesley Avenue, Norwood, OH Schedule: Day shift; NO HOLIDAYS, NO ON-CALL REQUIREMENTS Benefits: https://careers.trihealth.com/what-we-offer/benefits *Please note: OPTIONAL positions are not eligible for Tri.

Health benefits* We offer competitive shift differentials where applicable, opportunities for professional growth, and a comprehensive benefits package that may include medical, dental, vision, paid time off, retirement savings plans, and tuition reimbursement. Job Requirements: Associate's Degree or Diploma in Oral & written communication Equivalent experience accepted in lieu of degree Ability to operate multiple computer applications Excellent verbal and written skills Effective problem solving Able to work in a matrixed environment and reporting structure Epic experience Cisco phone and reporting experience Microsoft Office Sharepoint Medical terminology and/or knowledge of insurance payor plans CRCR/Certified Revenue Cycle Representative within 1st year 2-3 years experience Supervisor/Lead 2-3 years Customer Service, Healthcare, and/or Insurance Industry Job Overview: Under the guidance of the Customer Connections Center Manager, the Supervisor is responsible for organizing and directing all tasks related to the TPP Customer Connections Center in a call center setting.

This position has accountability for the achievement of metrics including access, patient experience, quality and compliance. These functions include scheduling, pre-registration, communication support, insurance verification and messaging. Drives change related to quality/productivity and efficiency to support financial goals.

Ensures team members consistently meet service and operational standards. Fosters a positive environment that ensures team member retention and encourages professional growth. Demonstrates a working knowledge of EPIC, and must exhibit comprehensive knowledge of all messaging and scheduling procedures to support process improvement efforts and workflow development.

Collaborates with physician access areas to ensure system wide consistency in scheduling protocols and patient experience. Identify and resolve issues that create barriers for Tri. Health physicians and customers to access our services. Participates in system wide access projects with management and team members of TPP to achieve system goals.

Serves as an effective communication link with all departments/physicians, and proactively nurtures these relationships.

Job Responsibilities

Actively works with and supports team members in their daily tasks/duties which includes educating, training, mentoring, monitoring, and problem solving. Understands and supports the 'why' for the Tri. Health Way of Leading [AIDET+P and HEARD initiatives]. Demonstrate department knowledge of Cisco, EPIC, Health Maintenance, Insurance, Messaging, Registration, Scheduling, and Workflows.

In addition must develop/create training materials and ensure competencies are met by team members daily. Demonstrates accountability, flexibility, initiative in accepting/seeking additional assignments to meet the needs of the TPP Consumer & Access Department. Educates and communicates quality/safety issues to team members daily.

Completes additional auditing and training with team members as needed. Participate in projects and systems to meet the overall goal of Care Retention and access for TPP. Other Job-Related Information: Direct Report FTEs = 20-29 Indirect Report FTEs = 60-99 Responsibilities Include, Not Limited To: Advocate Line (Daily Management of Complaints Received) Auditor Management (Educates/Mentor/Monitor) Best Practices (Develop & Educate) Call Off Line (Daily) Cisco 11.

6 Administrator (Agent Set-Up/Management Project Participation/Media Sense/Reporting) Daily Operations (Supervise) GTB Calendar/Requests (Maintain/Update) Huddle Reports (Develop/Maintain/Submit Weekly to Team Members) Human Resource Issues (Address & Educate) Information Systems (Troubleshoot & Support) JDI Management (Team Member Completion Assistance) Kronos Management (Apply Corrections Daily) New Processes/Workflows [Develop/Educate/Implement) Referring Physician Forms (Completes/Educates of Outcome) Schedules (Develop/Educate/Maintain/Saturday Schedule/Shift Change Forms) Staffing (Annual Appraisals/Hiring Process/Team Member Monthly Rounding) Team Lead Development (Educates/Mentor/Monitor) Team Member Meetings (Creates/Maintains/Records Monthly Meetings) Team Member Support (Daily) Training Reports (Address/Correct/Educate Team Members & Error Tracking) Working Conditions: Climbing

• Rarely Concentrating
• Consistently Continous Learning
• Consistently Hearing: Conversation
• Consistently Interpersonal Communication
• Consistently Kneeling
• Rarely Lifting <10 Lbs
• Occasionally Lifting 50+ Lbs
• Rarely Lifting 11-50 Lbs
• Rarely Pulling
• Rarely Pushing
• Rarely Reaching
• Occasionally Reading
• Consistently Sitting
• Consistently Standing
• Frequently Stooping
• Occasionally Thinking/Reasoning
• Consistently Use of Hands
• Frequently Color Vision
• Consistently Walking
• Frequently Leadership Performance Standards Tri. Health leaders create a culture of engagement, safety & reliability and high performance by consistently modeling and utilizing the following Tri. Health Way leadership competencies, tactics and ALWAYS Behaviors to drive strategic pillar results: Achievement of Annual Pillar Goals:

1. Safety/Quality,
2. Service,
3. Growth,
4. Culture/People,
5. Finance Leadership Competencies: Tri. Health Way of Leading Tri. Health Way of Serving Transformation Change Drive for Results Build Organizational Talent Leadership Tactics: Conduct department huddles. Generally, clinical departments hold daily huddles, non-clinical hold weekly huddles. Regularly Round on Team Members, using questions from the rounding log. - 25 or fewer team members = monthly - 26-50 team members = every other month - 51+ (and optional team members) = quarterly Lead monthly team meetings using meeting agenda template; review stoplight report; cascade key leadership messages. Model, coach and validate team members’ use of Tri. Health Way behaviors (AIDET + Promise, Always Behaviors and Always HEARD). Recognize team members for safety wins, positive performance and demonstrating SERVE and ALWAYS behaviors, Tri. Health Way of Leading, Serving and Delivering Care.