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Call Centres - This report will recommend improvements to help overcome these issues through concepts, practices and policies.
Member rating: No Rating | Words: | Submitted: Wed Oct 20 2004
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CONTENTS 1.0 INTRODUCTION 2 2.0 RETENTION 3 3.0 MANAGEMENT 4.0 JOB ENRICHMENT 4 5.0 TRAINING 5 6.0 EMPLOYEE MOTIVATION 7.0 STRESS MANAGEMENT 8.0 HRM POLICIES 6 9.0 RECRUITMENT 10.0 APPRAISALS 11.0 DISCIPLINE 7 12.0 MONITORING AND PRODUCTIVITY 13.0 HEALTH AND SAFETY 14.0 CUSTOMER CARE 8 15.0 TQM 16.0 SUMMARY 10 REFERENCES 11 APPENDICES 1 THE MANAGEMENT GRID 12 2 FIVE CORE DIMENSIONS OF JOB ENRICHMENT MODEL 13 3 GOAL-SETTING THEORY MODEL 15 4 DISCIPLINARY PROCEDURE 18 3A GRIEVANCE PROCEDURE 5 TYPES OF MONITORING 19 1.0 INTRODUCTION 1.1 Call centres provide many business advantages, including: improved efficiency, increased hours of operation, reduced costs and greater flexibility (Robertson2002). 1.2 The competitive climate is pressured by cost efficiencies and increasing customer demands. The largest expense of the industry is manpower at an average of 70-80% of organisational cost (Sharpe, 2003pp119). Emphasis has been to maximise productivity and minimise costs utilising techniques likened to Taylorism1 that can be productive in the short term; long term this can be associated with problems of CSR (Call Centre Representative) retention and poor quality of customer care. 1.3 This report will recommend improvements to help overcome these issues through concepts, practices and policies. 2.0 RETENTION 2.1 Turnover and retention is at an industry average of (35%). (Institute of Work Psychology 2002) CSR retention problems are related to: * Low career...
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