Identify and Analyse the Main Hr Issues at the West Bank Call Centre and Provide Recommendations to Resolve Them.
Identify and Analyse the main HR issues at the West Bank call centre and provide recommendations to resolve them.
12/17/2012
Phil |
Contents Executive Summary 2 Key Problems 2 Role of HR 3 Employee Resourcing 3 Issues and Recommendations 3 Managerial 3 Operation of multi-skilling and phone time 6 Learning and Development 7 Reward Management 8 Employee Relations 8 Bibliography 11
Executive Summary
In terms of Human Resources, the call centre industry is one of the most difficult to manage, this was made more apparent when analysing the case study which describes call centres as “modern day versions of the 19th Century sweatshops”. In general turnover is one of the biggest problems call centres face and this is no different with the case of West Bank. A large contributing factor to the high turnover rates is poor recruitment, due to the nature of the system. An applicant should be hired on the basis they have good communication skills, a background of working in a team as well individually, a positive enthusiastic attitude and the ability to converse in a clear, concise and friendly manner down the phone. To establish whether or not an applicant has these characteristics, mangers should hold preliminary phone interviews and use a systematic checklist to determine if they are suitable. With a strong workforce filled with carefully selected employees there should be a decline in turnover and absenteeism. Once employed, training and development is essential in order to achieve maximum efficiency. West Bank currently employs a system where the team leaders are the responsible to train and develop employees, which is not an efficient arrangement. An outside trainer should be brought in to oversee a week long intensive training course. This should revolve heavily around role playing and mock phone calls. This should help improve confidence on the phone and improving their flow of conversation and eradicating most previous negative traits.
12/17/2012
Phil |
Contents Executive Summary 2 Key Problems 2 Role of HR 3 Employee Resourcing 3 Issues and Recommendations 3 Managerial 3 Operation of multi-skilling and phone time 6 Learning and Development 7 Reward Management 8 Employee Relations 8 Bibliography 11
Executive Summary
In terms of Human Resources, the call centre industry is one of the most difficult to manage, this was made more apparent when analysing the case study which describes call centres as “modern day versions of the 19th Century sweatshops”. In general turnover is one of the biggest problems call centres face and this is no different with the case of West Bank. A large contributing factor to the high turnover rates is poor recruitment, due to the nature of the system. An applicant should be hired on the basis they have good communication skills, a background of working in a team as well individually, a positive enthusiastic attitude and the ability to converse in a clear, concise and friendly manner down the phone. To establish whether or not an applicant has these characteristics, mangers should hold preliminary phone interviews and use a systematic checklist to determine if they are suitable. With a strong workforce filled with carefully selected employees there should be a decline in turnover and absenteeism. Once employed, training and development is essential in order to achieve maximum efficiency. West Bank currently employs a system where the team leaders are the responsible to train and develop employees, which is not an efficient arrangement. An outside trainer should be brought in to oversee a week long intensive training course. This should revolve heavily around role playing and mock phone calls. This should help improve confidence on the phone and improving their flow of conversation and eradicating most previous negative traits.
Bibliography: Dr David Holman and Professor Stephen Wood. (2002). HUMAN RESOURCE MANAGEMENT IN CALL CENTRES . Available: http://esrccoi.group.shef.ac.uk/pdf/hrm_in_callcentres.pdf. Last accessed 16/12/2012. Paul Suff, Peter Reilly, Mary Merce. (2005). Your Call: Managing Reward and Performance in Call Centres. Your Call: Managing Reward and Performance in Call Centres. na (na), 1-33. Derek Torrington, Laura Hall, Stephen Taylor, Carol Atkinson (2011). Human Resource Management . Great Britain: Pearson Education. na Gary Dessler (2012) Michael Armstrong (2002). Employee Reward. 3rd ed. UK: CIPD. 6-7. Margaret Foot and Caroline Hook (2005). Introducing Human Resource Management. UK: Prentice Hall. 63. John Bratton and Geoffrey Gould. (1999). HRM practice and theory . 2nd ed. UK: Palgrade. na. Ann Evenson Patrick T. Harker Frances X. Frei. (1999). Wharton. Effective Call Center Management: Evidence from Financial Services. na (na), 12. Ian Beardwell and Len Holden (2001)