Situation:As a successful mentor supporting new hires across MD, DC and DE, I volunteered to train a new hire that was going to begin processing VA in the next month. When I started learning VA to prepare for the new hire, I noticed peers where not in alignment with each other on processes.

Using my knowledge from processing other states my goal was to better understand and align the VA team to ensure I was training the new hire the correct way.

that would also align the VA processors and Tm15. To drive successful results, I knew I would have to gain the trust of my more tenured peers?? AS I WAS PROCESSING I NOTICED PEERS WHERE DOING DIFFERENT THINGS MY GOAL WAS TO BETTER UNDERSTAND AND ALIGN THE VA TEAM - TO ALSO ENSURE I WAS TRAINING THE NEW HIRE THE CORRECT WAY

Task: My goal was to learn the Virginia processes, align and gain the trust of my more tenured peers and also drive successful results.

Action:

• I started by meeting with the most VA tenured rep to better understand why she was working claims the way she was
• Due to the tenured reps VA experience and never processing another state she was resistant at first to the changes I was proposing.
• Over the next few weeks I reached out to other peers on the VA team to get their perspectives / better idea of how they processed certain claims?
• By listening to my peers, I learned that reps were not aligned on branding, rework and alt processes due to interpreting it differently from the salvage site.
• In an effort to align the team on these inconsistencies I organized meetings with the salvage specialist, my supervisor and IAA.
• I reviewed my findings with the tenured rep to verify accuracy
• I set a meeting with my supervisor and manager to review all inconsistencies I identified and created a simplified approach to how we handle branding.
• Based on my experience processing another state I proposed a more efficient rework process where VA team members would own their rework by setting personal diaries for follow up and extending the dashboard, reducing the number of inefficient touches on a claim. -SO ANOTHER PEER WOULD NOT TOUCH the CLAIM
• I recognized the team had an opportunity how they order drafts from draft control for alts and by working closely with IAA I tested a few claims using only the proof of payment from claim-pro and after it was successful I presented the change to the team.
• I worked with IAA and the DMV to get definite answers on how to process claims with fatality, unrecovered thefts and electronic lien releases.
• I created a team one-note with my findings and quick reference guides to further support my peers.

Result:

• Aged for Virginia decreased by 100 (timeframe?) quarter 2 ?
• Aged inventory in January 2024 was at 8.6%, decreased to 8.2% by February and continues to decline ending Q2 at 5.60% resulting in a 4.6% decrease from the beginning of Q1 to the end of Q2
• Dashboard started in January 2024 at 8.1 percent and decreased to 6.0% by the end of Feb 2024
• Aged inventory is now at 9.3%, well below the 20% goal. - what was it before hand - was it a decrease?
• The team now owns rework, reducing the number of claim touches as well as the number of inefficient claim touches
• Altering the Alt process made it go from a 2 step alt process to a 1 step alt process.
• I continue to attend monthly VA meetings to address trending inconsistencies and collaborate on ideas to work more efficiently and in alignment with state guidelines and IAA.
• Because of building this partnership I became a SME and successfully trained the next VA new hire who is a now a top performer.
• End on partnership piece - how both side benefited - I learned from them and they learned from me