Human Resources Specialist
1. Introduction
High employee turnover rate is commonly associated with decreasing organization performance as measured by profit and customer service, thus retaining talents is always a challenge for human resources managers. Turnover could be attributed to many reasons, like, poor remuneration, low job satisfaction, low employee engagement, etc, which in fact varies among different company.
In this research, we will examine the underlying cause of turnover (with our focus in turnover intention) for T Company, which has a record of high turnover rate especially among its hotline staff, so as to provide some recommendation to its Human Resources Manager in retaining its talents.
T Company is a public utility firm which obtain 2,300 employees. The overall turnover rate in T Company is 5%; however, it is found that most of the leavers are from Customer Service Hotline Department (“CSH”) which its own turnover rate is 30% and 20% in 2010 and in 2009 respectively. Among the total number of leave within the hotline department (33 employees out of 110 employees) 80% of the leavers were Generation Y. Since customer service is crucial for the success of T Company in terms of its profit and brand image, especially among the hotline department which has a track record in delivering trustworthy and outstanding services to the customers and distinguishing itself from its competitors, high turnover rate will definitely threatening the competitive edge of T Company.
The job responsibilities of a customer service officer is diverse and requiring lots of skills set, e.g. good communication and interpersonal skills, customer service skills, computer skills and product knowledge, thus it is reflected that the job nature is generally stressful. Not only handling customer’s enquiries on telephone, they have to handle complaints, help customer to register new user account and even selling products through phone call. More remarkably, they have to possess sufficient
High employee turnover rate is commonly associated with decreasing organization performance as measured by profit and customer service, thus retaining talents is always a challenge for human resources managers. Turnover could be attributed to many reasons, like, poor remuneration, low job satisfaction, low employee engagement, etc, which in fact varies among different company.
In this research, we will examine the underlying cause of turnover (with our focus in turnover intention) for T Company, which has a record of high turnover rate especially among its hotline staff, so as to provide some recommendation to its Human Resources Manager in retaining its talents.
T Company is a public utility firm which obtain 2,300 employees. The overall turnover rate in T Company is 5%; however, it is found that most of the leavers are from Customer Service Hotline Department (“CSH”) which its own turnover rate is 30% and 20% in 2010 and in 2009 respectively. Among the total number of leave within the hotline department (33 employees out of 110 employees) 80% of the leavers were Generation Y. Since customer service is crucial for the success of T Company in terms of its profit and brand image, especially among the hotline department which has a track record in delivering trustworthy and outstanding services to the customers and distinguishing itself from its competitors, high turnover rate will definitely threatening the competitive edge of T Company.
The job responsibilities of a customer service officer is diverse and requiring lots of skills set, e.g. good communication and interpersonal skills, customer service skills, computer skills and product knowledge, thus it is reflected that the job nature is generally stressful. Not only handling customer’s enquiries on telephone, they have to handle complaints, help customer to register new user account and even selling products through phone call. More remarkably, they have to possess sufficient