Customer Call Center - Research Paper Example

? Recommendation Report: Call Center Executive Summary This report describes job analysis and design components used to assess the quality of services delivered and provides solutions to improve customer satisfaction, service quality and employee retention at the customer call centre. Job Analysis and Design  Following data were collected during job analysis. Employee interviews were conducted, as they are more practical for job description creation than other data collection techniques (Dessler, 2002, pp.61-62). Moreover, customer complaints and supervisor reviews of each employee have been taken into consideration. Employee turnover is high, while customer satisfaction is low. Professional duties comprise answering customer questions about services and possible complications regarding the use or repair of products. The quality of services is low, as noted by the customer complaints about unprofessional conduct and low quality assistance to their requests. Employees lack proper training in inter-human communications, computer use, and are insecure and inexperienced. So far, all new employees obtain only three days of training prior to their activation, and this training is based on mentorship. The knowledge gained through mentorship is limited to observations only, as the older employee must, in the meantime, assist customers as well. Combined with the lack of proper training and no opportunity for career development, employees leave the company. As a result, organizational development and training programs at the call centre will be addressed in this report. Job analysis and design represent the first step. The former’s purpose is to improve organizational performance and productivity (Cook, 2007, Sl.7). Job analysis determines “duties and skill requirements of a job, and the kind of person who should be hired for it” (Dessler, 2002, p.60). Three components need to be analyzed. First, evaluate the organizational structure in order to determine the organization wide division of work, interrelationship of different positions and how the examined position “fits in the overall organization” (Dessler, 2002, p.62). This is where objectives are identified and refined (Cook, 2007, Sl.31). Supervisors should define long and short term goals of their departments to increase employee awareness of the company’s success. The second part is analysis of activities performed in a particular job (Dessler, 2002, p.62). Supervisors are consulted to verify the job analysis information obtained (Dessler, 2002, p.62). The third part is training of employees, which aims at enhancing organization efficiency and job satisfaction by the employees (Clark, 2007, Sl.30). This part educates employees as per their particular position, standards, as well as provides them with tools to execute their duties according to satisfactory standards. Job Training Techniques Training will be directed toward the skills customer service representatives need in order to satisfy their customers, and also feel satisfied with their own performance. Psychological, as well as technological aspects will be addressed, such as correspondence on the phone and basics of Microsoft Office, as well as how to coordinate with the supervisor, mentor (mentee) and tech support (Everest Continuing Education, 2011 – 2012). More specifically, human performance technology will be used (Manu, 2004, p.12). This model aims to increase productivity and compliance with company goals (Manu, 2004, p.12). Causes of performance gaps have been identified. Thus, based on the objectives of the company, training guides will be designed and implemented (Manu, 2004, p.13). Performance objectives of the company and specific jobs are reflected upon job description and specification. These aspects will be clarified and taught to new, as well as older personnel. The training program will include services, measurement, and feedback requirements to the supervisor and human resources (HR); old as well as new tools and equipment; new services; and compensation and reward systems. Besides training, mentoring and coaching will be used to enhance personal development of each employee. Mentoring v. Executive Coaching Both approaches must be used in order to enhance career development of each employee. These two methods enable employees to constantly improve their performance and obtain objective and confidential assistance. Mentoring by senior employees will help create bonds between employees, promoting communication and connecting the new employee to company goals and culture (Oxford Associates, n.d., p.1). Since duties performed at the call centre are knowledge based, the mentor would provide the mentees with knowledge gained through experience (Oxford Associates, n.d., p.3). However, mentors could also learn about new technologies from mentees (Oxford Associates, n.d., p.2). Coaching provided through HR and supervisors would complement mentoring. These would provide feedback on needed improvements (Oxford Associates, n.d., p.3). Moreover, they would help the employee acquire necessary new skills (Oxford Associates, n.d., p.3). Organizational and Career Development Organizational culture needs to be redefined. Long term and short term goals and plans need to be examined and defined at a totally new angle. Organizational structure and employees need to be aligned with the company’s goals and culture through training, seminars, mentorship and coaching programs. In turn, workers will be able to relate these objectives to customers as well. Career development can be enhanced through different techniques. The first stage is staffing. During this stage, assessment of personal goals and alignment of skills with the job description should be executed (Career Development Corporation, n.d.). Moreover, rewards in form of bonuses at the end of the year, advancement to senior and associate positions and supervisory roles should be provided to give workers incentives to perform better. During the entire careers, supervisors play crucial roles through workshops and assessments; help with definition of strategies, obstacles and needed improvements (Nova Scotia Government, n.d.). See Figure 1 for a visual explanation of the proposed organizational and career development, as explained in previous subchapters. Conclusion This report has provided evidence that organizational plans and policies need to be emphasized and well developed. When the two are aligned, employees will experience a sense of ownership in the company goals and objectives, and work to implement them. Moreover, their career development paths will be more clearly defined and rewarding. Because plans and policies define inter-employee and customer-employee relationships, objectives and goals will be achieved more easily. Recommendations Job analysis and design, i.e. organizational development methods, need to be implemented in order to increase organizational efficiency and productivity of workers. Moreover, in order to achieve the latter, training programs need to be implemented. Career development needs to be promoted in order to increase employee satisfaction and company faithfulness. In turn, employee turnover should decrease. References Career Development Corporation. (n.d.). What is career development? Retrieved from http://careerdevelopmentcorp.com/CDC/element.html Cook, C. (2007). Job Analysis, Employee Involvement, and Flexible Work Schedules. Retrieved from www.nchu.edu.tw/pweb/users/angela/lesson/1864.ppt Dessler, G. (2002). Human resource management. 9th ed. Prentice Hall. Retrieved from http://www.prenhall.com/desslertour/ Everest Continuing Education. (2011 – 2012). Customer service representative certificate. Retrieved from http://ce.everestonline.edu/business-legal/customer-service-representative-certification Manu, J.S. (2004). Training and development techniques for improving organizational performance for Ghanaian firms. Retrieved from http://www2.uwstout.edu/content/lib/thesis/2004/2004manuj.pdf Nova Scotia Government. (2006 - 2007). Sample: Career development plan. Retrieved from http://novascotia.ca/psc/pdf/hrCentre/resources/ode/CareerDevelopmentPlanSample1.pdf Oxford Associates (n.d.). Mentoring vs. coaching. Retrieved from http://oxfordassoc.com/ourfirm/ideas/mentoring.vs..coaching.pdf Appendix Figure 1. Process Chart of the Organizational Development. Read More