customer service representative

analyst

manager

occupational therapist

team leader

Medibank

Its actually a shame that it is run as a sweat shop, because the Building itself and the call center staff are wonderful. They would strive to help customers to the best of their abilities if they were given the time.  They are set up to fail with the amount of unrealistic KPI's that drive the center. The management that run the call center talk the talk about work life balance and help etc but sadly it is just TALK.  The smiling assassin is the manager of the center and honestly he is cut throat, while smiling all the time.  If you are unwell you have to call through to him so he can shame you into still coming in while he tries to act like he cares.  It is one of the worst experiences of my working life. Sad. It could be good.  Management (above the call center management) need to actually talk with the on the floor staff , confirming that there will be no recriminations, if they did this they might actually be able to retain their knowledgeable staff instead of the constant revolving door. One KPI  is  4 different teams listening into calls, they all report on any tiny thing that has been missed in the call and these can change daily,  we are informed by email of something that has been added to spiel, if you don't have time to be constantly checking those emails and therefore miss a NEW update on the spiel then you fail that call. These updates aren't about a policy change, because that would make it important to our members and we must make sure we are totally aware of those - it could be as simple as not repeating VERBATIM everything that we have handled in that call. Most time the member is fed up and just wants the call over with - we often have complex calls that we need to soothe or change their covers etc and once we have organised it all to the members satisfaction they just want to go - but NO - we have to keep them on the line while we get their ok to everything else we have to ask them, to the point where they will just hang up - that is NOT good customer service by anyone's yardstick. But does MB care - No they don't. 
Its honestly so badly run, while saying that we are there for the customer. Rubbish, we are there to keep people employed who love to make up more infractions for everybody - setting the staff to constantly fail in some form or other.
I could go on and on if I thought it would help anyone or the staff at MB but sadly I know it wont.

Hit the ground running type of role. Managing team daily tasks/work flows across many different inputs. Talking with team members across states to check in with how they are going. Liaising with PM, National Bus. Manager. Responding positively to customer surges and planning resources ahead of time if required.

Learned alot! Time management skills, knowing when to stay above the detail to keep productivity balanced during busiest days. Managing people across 4 states, 3 time zones during daylight savings and different public holidays. 

At times feeling left to manage 32 people without Management Support, working every public holiday while upper level management would switch off, only having one constant management support based in NSW. 

Immediate team very reliable and supportive (including temps), worked within the company values, understood our customers needs and requirements. 

Hardest part of the job, having to be proactive and demand communication from upper management. Communication has increasingly got worse in past 6months through all mediums, face to face, email, dial in meetings, intranet. 
Equally difficult, role out of new systems across the business = poor data, poor data migration, poor training to all clinics/teams 

Most enjoyable part was working closely with my team, doing our best always, receiving kind customer feedback, working through a project and successfully completing it within deadlines and customer expectations. Building a close team, supportive, inclusive culture. Helping our customers through difficult issues and resolving successfully. Seeing my team leave at the end of day accomplished and happy in their work.

Typical day at work 
 -  Check and ensure all test environments are ready for the days testing with right baseline and patch levels
- Daily stand up meeting with Development team to understand work in progress, expected completion of task and any road blocks.
- Attend Release/change management meetings and represent possible pipeline fixes planned for  production that week 
- Attend any solution discussion or business priority meetings, if any
- Constant Defect management and work allocation using HP Quality centre and Jira
- Chair daily triage to review any production issues and testing defects with Test Lead, All Business analyst and other intergrated teams
- Ensure all code changes are checked before 3 pm for daily cut off to meet build patches for the day 
- All patch deployments are done in the appropriate test environments after 5.30 pm to reduce testing down time
- Attend and chair any solution discussions or high priority business request. 

What you learned 

Multi Tasking
Time Management
Keep calm when working under preasure 
Take accountability and quick decision making
Open communication with both Technical and non technical teams
Stakeholder and Team management
Stay committed on what you deliver and work 

Management 
 
My Co-workers 

Excellent committed team,  where everyone strives for the success of the team and take pride in what we do. 
Some of the team memebers work the extra yard for the success and compliment each other 

Hardest part of the job

Challenges working with external vendor companies, where SLA's are not met 

Most enjoyable part of the job

Working in Production support environment assist you with new learnings  and challenges each day.
Multi tasking
Excellent team to work with.

Nothing can prepare you for the job as a Triage Nurse unless you have worked in similar role on the phones.  The training has been reduced over the years and is now fully online over 3 days whereas it used to be inhouse for 2 weeks.  You are virtually thrown in the deep end and are not fully prepared for the sheer exhaustion of back to back calls, abusive callers and prank callers.  The staffing levels are never right and every day there is a call out for you to do extra hours.  You are pushed to the limits with the job continually taking on extra contracts, learning all the different processes for each contract, the constant changes, the pressure to meet your KPI's, inflexibility with rosters and availability for annual leave together with no compassion afforded if you need to have a day off for emergency reasons or alter your shift.
The company does offer good benefits by way of reduced health insurance premiums, one paid day off a year (woohoo), free Entertainment Book, and other small tokens.
The company certainly is not loyal to their employees and you are definitely not valued or indispensible regardless of how good a performer you are.  I have been with the company many, many years and seen a lot of nurses and other staff just let go because the company will not compromise at all.
There isn't much support, your direct manager may be sympathetic but they are limited in their authority and power.  
The best part about this job is working from home.
The company is very much drive by the almighty dollar.

The good:
You get to work in the comfort of your home in the mental health triage role. There is usually some flexibility around the hours/shifts you can work. 
The work is good when you get respite in between calls, when shifts are well staffed - but this doesn't happen often.

The bad:
Working as a mental health clinician, you are micro managed to meet KPI's. It is a big brother system, everything is monitored and audited from phone calls, video capturing all your screen movements during calls, calls have to be fully triaged within 9 minutes (and yes you get penalized when you don't ask all the questions), your documentation after calls has to be done with 5min. So that gives you a total of 14 minutes to complete the phone call and adequately document the full triage and risk assessment and refer to the local MH team or ED or crisis intervention - 14 minutes blows out for complex calls, so this impacts negatively on your KPI's. You have to pick up a call within 3 sec. Never mind if calls are back to back. This system and KPI's lead to burn out and staff resignations. The software used is non intuitive, and lots of clicking to get in and out of the various screens when capturing triage information (not good for wrist RSI) so it makes the capturing of triage details and risk assessment process even slower.The hourly rate is 'ok', but its well below what you'd get working for government health organisations in a similar role with your own autonomy. 


Chronic operational dysfunction with no meaningful change despite ongoing feedback. Unclear leadership oversight and constant crisis management replace structured practice. Inconsistent standards and mounting caseloads create ongoing stress, exacerbated by chronic understaffing. Clinicians carry excessive workloads in a reactive culture driven more by compliance fear than quality care. High performers are expected to absorb systemic failures, including poorly managed client boundaries. Clinicians spend more time managing emails and dysfunction than practicing effectively. Leadership is disengaged, resources are inadequate, and burnout is common. Strong boundaries are essential to survive here.
Compensation does not reflect workload expectations or comparable market rates.
There is minimal support, limited recognition, and no clear accountability within leadership. Flexibility is one of the few redeeming features. I would not recommend this workplace to clinicians seeking structure, support, or sustainable practice.

Print off all medicals received via Email
match to booking requests
check all medical is completed thoroughly and follow up any that medical information missing or pending
advise employers of any outstanding sections, incidents preventing medicals being retrieved in a timely manner
prepare medicals for review of oversighting doctor
once returned, update live portal/ELMA(data system)
send files to be finalised(medical fit slip sent out and accounts processed)
if returned with further information pending, follow up and advise employer of delays and further extended timeframes


Adhoc tasks:
take calls regarding medical bookings
make bookings & send paperwork to clinics whilst advising employers and candidates of their booking arrangements
assist managers with process changes and thinking outside of the box to ensure end to end satisfaction


Hardest part of the job:
- each day is back to back, consistently busy
- low staff volumes for high volume processing

Most Enjoyable part:
- medical knowledge & learning
- working to satisfy customer needs

Great culture and fantastic management . I have particularly loved the open door policy, inclusion and diversity in Medibank. 
My role here entails the following :
•	Management of a team of 40 staff which includes the invoicing team, provider support inbound team and central appointments team through one on ones, career coaching and performance management
•	Setting clear team goals
•	Delegating tasks and setting guidelines
•	Analysis and reporting of individual key performance indicators and reporting on metrics
•	Discovering training needs and providing coaching
•	Monitoring invoices made in accordance with strict compliance governance guidelines
•	Managing all escalations and complaints from providers, the ADF Health Centres and ADF members; via calls and emails
•	Planning and delivering of all work instructions and business rules
•	Recruiting and training of all staff
•	Setting up of 2 new teams and processes
•	Coordinating and assisting in all audits carried out each quarter, and returning a very high standard success rate reported back from the ADF’s Joint Health Command

Typical day at work was business relationship management through client visits, facilitating B2C activity, stakeholder engagement and management internal & external, working with third party providers and brokers, various levels of customer interactions.

A full understanding of the private health insurance industry, legislation, provisions, products and competitors.
Sales and profitability analysis.

Worked directly with a national sales team, retail stores and all support functions within business.

Rapidly changing workplace due to public float of business on the ASX. Significantly improved efficiencies around structure and profitability.

Client interaction across a broad range of sectors and potential to generate large revenue from partnerships was the most satisfying part the role.

Poor training, bad managers who are not interested in any support at all, will bully you and have no interest in an employee's well being or if the training is adequate. I had to leave a week into the training as instructions were not clear when I clearly needed help, I was humiliated in front of the training group. Trainer was motivated in just quickly getting through what he had to. When wotking through a process, he would announce he has to go on break and when asked  when are we going to finish working this out, was told "Don't worry about it". There was not any practice of their opetating pprograms to be set up for sucess when left on your own. KPI's more important than how the customers are treated. They encourage you to keep customers on the phone while stumbling through looking for help.  Then when you get help, it is with a bad attitude, you are an interruption. Had to leave.... soul destroying, and my motivation was crushed! 

Top Job Titles	Average Salary
Customer service representative 33 salaries reported	$63,660 per year
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