Case Study Recent Organizational Problem
Like many companies, Business Technical Support is downsizing to meet the demands of Wall Street. We live in a time where we do more with less, while still striving to be more efficient, increase quality, and provide excellent customer service. In an attempt to downsize, Business Technical Support has offered a voluntary separation package. The package is offered to all management employees regardless of their time with the company. This creates a problem for my business unit within Business Technical Support, because we have been struggling over the last year, attempting to hire qualified technicians to fill our vacant job assignments. Our primary job is one of a call center, and in a call center environment the customer hold time prior to talking to the customer is one of the most significant statistics. Currently our goal is a 90 second hold time for the customer. I can appreciate this as a consumer, because I hate waiting a lengthily amount of time to get through to technical support when I have a problem with a product. Maintaining a hold time of less than 90 seconds is one of the key factors that lead to a service level calculation reported to the executives. To maintain this you must have enough agents
There are several influences that play a critical role in hiring new employees. For one, we attempt to hire those with a clean disciplinary record. While it is not always possible to complete a background check prior to hiring, we have to release approximately 2 % of the employees before their 3rd week of training due to either failed background investigations, or fraudulent resumes or applications. Additionally, since we are one of the biggest telecommunications companies in the United States, we tend to lean towards hiring a variety of minorities to show our support and contribution to society through diversity. Loss of talent can only be measured by looking at the lost contributions as units of work. Every unit of work lost has an impact, but we have some agents that have been away on stress or Family Leave Medical Act (FMLA) for months and sometimes years. If one of these employees takes the voluntary separation package, the loss ethically would net a positive result. A loss of an engineer would have a larger impact over the loss of an order status agent due to the sheer numbers of responsibilities and length of training one has over the other. Another influence on our hiring is the retention of knowledge. The trainee must be capable of learning their job quickly in order to become a positive contributor within 2 months. If the newly hired agent doesn’t show marked improvement along the two-month training interval, they are released. Currently, we estimate a 20 % loss due to lack of technical skill. This causes the hiring scenario to start all over again, and the training timer resets to two months for filling a vacant position. We attempt to figure in 20% loss for attrition purposes at the point of hiring. This way we have the desired number of new employees at the end of the two months.
Some topics in this essay:
Act FMLA,
Technical Support,
Wall Street,
hiring training,
newly hired,
technical support,
voluntary separation,
business technical support,
call center,
customer service,
Business Technical,
business technical,
,
set executive branch,
20 dollars,
separation package,
conservative estimate,
voluntary separation package,
2 newly hired,
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Approximate Word count = 1586
Approximate Pages = 6 (250 words per page double spaced)
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