Pete Plum, the manager of A Call Centre, is concerned about high staff turnover, particularly on Mike Mustard's team. Over the past 3 months, Mike's team of 50 people has lost 13 staff. The document outlines a week that a consultant spends at A Call Centre, observing team meetings and interactions. It becomes clear through discussions with various staff that issues include a lack of training, unclear career paths, poor communication from management, and unengaging meetings.
Customer Reach Newsletter published by The Taylor Reach Group. Well regarded publication: over 10,000 subscribers, 54% of subscribers have implemented change in their contact center based on ideas and concepts they first read about in Customer Reach.
Customer Reach Newsletter published by The Taylor Reach Group. Well regarded publication: over 10,000 subscribers, 54% of subscribers have implemented change in their contact center based on ideas and concepts they first read about in Customer Reach.
The need for someone to 'do the job' can be your greatest enemy. In many organizations that have grown beyond owning a single outlet, one of the biggest challenges operators face is finding good managers.
Tips to help prepare for a job interviewSteveAckroyd2
A slide show with commentary to help job seekers prepare for a job interview. Includes information about questions to ask, how to answer employers questions and how to prepare for your job interview.
Prepared and supplied by www.thejobguru.co.uk
When stakes are high, Employees need something more than their salary and usual tea-snacks... they need Engagement and Motivation (read it as INSPIRATION)
The X Factor Firm, Hiring for Law Practice SuccessChelsey Lambert
Hiring for your law practice shouldn’t be taken lightly. The people you add to your team are not only a reflection of your business, but can affect a client relationship or a case outcome. Good hires can mean the difference between making money or losing it. Join us as we share a proven strategy for recruiting, hiring, training, and most importantly retaining the right people so you can quit worrying about your practice and start growing it.
How to stay motivated at work, keep motivated at workThe Pathway Group
ways to stay motivated at work, keeping motivated at work, how to remain motivated at work
what methods do you use to stay motivated at work,
what motivates you in the workplace
self motivation in the workplace,
career motivators
EBSCOhost
http://sc2xx8ju8d.search.serialssolutions.com/?ctx_ver=Z39.882004&ctx_enc=info%3Aofi%2Fenc%3AUTF8&rfr_id=info%3Asid%2Fsummon.serialssolution… 1 /7
Saving Your Rookie Managers from Themselves
By Carol Walker
“Delegating, thinking strategically, communicating - you may think this all sounds like Management
101. And you're right. The most basic elements of management are often what trip up managers early in
their careers. And because they are the basics, the bosses of rookie managers often take them for
granted. They shouldn't--an extraordinary number of people fail to develop these skills. I've maintained an
illusion throughout this article--that only rookie managers suffer because they haven't mastered these core
skills. But the truth is, managers at all levels make these mistakes. An organization that supports its new
managers by helping them to develop these skills will have surprising advantages over the competition.”
You've promoted your star performer into management. Now help him avoid the classic errors
that beginners so often make.
TOM EDELMAN, like a million freshly minted managers before him, had done a marvelous job as an
individual contributor. He was smart, confident, forward thinking, and resourceful. His clients liked him, as
did his boss and coworkers. Consequently, no one in the department was surprised when his boss offered
him a managerial position. Tom accepted with some ambivalence- he loved working directly with clients
and was loath to give that up-but on balance, he was thrilled.
Six months later, when I was called in to coach Tom (I've disguised his name), I had trouble even picturing
the confident insider he once had been. He looked like a deer caught in the headlights. Tom seemed
overwhelmed and indeed even used that word several times to describe how he felt. He had started to
doubt his abilities. His direct reports, once close colleagues, no longer seemed to respect or even like him.
What's more, his department had been beset by a series of small crises, and Tom spent most of his time
putting out these fires. He knew this wasn't the most effective use of his time, but he didn't know how to
stop. These problems hadn't yet translated into poor business results, but he was in trouble nonetheless.
His boss realized that he was in danger of failing and brought me in to assist. With support and coaching,
Tom got the help he needed and eventually became an effective manager. Indeed, he has been promoted
twice since I worked with him, and he now runs a small division within the same company. But his near
failure-and the path that brought him to that point-is surprisingly typical. Most organizations promote
employees into managerial positions based on their technical competence. Very often, however, those
people fail to grasp how their roles have changed-that their jobs are no longer about personal
achievement but instead about enabling ...
The need for someone to 'do the job' can be your greatest enemy. In many organizations that have grown beyond owning a single outlet, one of the biggest challenges operators face is finding good managers.
Tips to help prepare for a job interviewSteveAckroyd2
A slide show with commentary to help job seekers prepare for a job interview. Includes information about questions to ask, how to answer employers questions and how to prepare for your job interview.
Prepared and supplied by www.thejobguru.co.uk
When stakes are high, Employees need something more than their salary and usual tea-snacks... they need Engagement and Motivation (read it as INSPIRATION)
The X Factor Firm, Hiring for Law Practice SuccessChelsey Lambert
Hiring for your law practice shouldn’t be taken lightly. The people you add to your team are not only a reflection of your business, but can affect a client relationship or a case outcome. Good hires can mean the difference between making money or losing it. Join us as we share a proven strategy for recruiting, hiring, training, and most importantly retaining the right people so you can quit worrying about your practice and start growing it.
How to stay motivated at work, keep motivated at workThe Pathway Group
ways to stay motivated at work, keeping motivated at work, how to remain motivated at work
what methods do you use to stay motivated at work,
what motivates you in the workplace
self motivation in the workplace,
career motivators
EBSCOhost
http://sc2xx8ju8d.search.serialssolutions.com/?ctx_ver=Z39.882004&ctx_enc=info%3Aofi%2Fenc%3AUTF8&rfr_id=info%3Asid%2Fsummon.serialssolution… 1 /7
Saving Your Rookie Managers from Themselves
By Carol Walker
“Delegating, thinking strategically, communicating - you may think this all sounds like Management
101. And you're right. The most basic elements of management are often what trip up managers early in
their careers. And because they are the basics, the bosses of rookie managers often take them for
granted. They shouldn't--an extraordinary number of people fail to develop these skills. I've maintained an
illusion throughout this article--that only rookie managers suffer because they haven't mastered these core
skills. But the truth is, managers at all levels make these mistakes. An organization that supports its new
managers by helping them to develop these skills will have surprising advantages over the competition.”
You've promoted your star performer into management. Now help him avoid the classic errors
that beginners so often make.
TOM EDELMAN, like a million freshly minted managers before him, had done a marvelous job as an
individual contributor. He was smart, confident, forward thinking, and resourceful. His clients liked him, as
did his boss and coworkers. Consequently, no one in the department was surprised when his boss offered
him a managerial position. Tom accepted with some ambivalence- he loved working directly with clients
and was loath to give that up-but on balance, he was thrilled.
Six months later, when I was called in to coach Tom (I've disguised his name), I had trouble even picturing
the confident insider he once had been. He looked like a deer caught in the headlights. Tom seemed
overwhelmed and indeed even used that word several times to describe how he felt. He had started to
doubt his abilities. His direct reports, once close colleagues, no longer seemed to respect or even like him.
What's more, his department had been beset by a series of small crises, and Tom spent most of his time
putting out these fires. He knew this wasn't the most effective use of his time, but he didn't know how to
stop. These problems hadn't yet translated into poor business results, but he was in trouble nonetheless.
His boss realized that he was in danger of failing and brought me in to assist. With support and coaching,
Tom got the help he needed and eventually became an effective manager. Indeed, he has been promoted
twice since I worked with him, and he now runs a small division within the same company. But his near
failure-and the path that brought him to that point-is surprisingly typical. Most organizations promote
employees into managerial positions based on their technical competence. Very often, however, those
people fail to grasp how their roles have changed-that their jobs are no longer about personal
achievement but instead about enabling ...
I am sharing a PowerPoint I developed 20 years ago to coach and train all levels of Management. Through the years I have made changes to offer Managers a better understanding of what employees in the workforce look for from their Leadership. I hope you enjoy it.
Organizations are struggling to support their teams during this period of uncertainty. Many of the activities we love and cherish are now “out of bounds”. I was asked by the Professional Golfers Association of Canada to provide some tips for their members
People empowerment is a passion of mine. I believe that every individual has unique talents, abilities, and ideas that can positively impact their lives and the world around them. By empowering people, we can unlock their full potential and help them achieve their goals and dreams.
Emeric Ernoult (AgoraPulse, CEO & Co-Founder) "How to grow a SaaS startup fro...Anna Vodyanitskaya
"Building a successful business is a tremendous task, but it’s much easier when you know what to focus on and how to avoid the most common pitfalls every founder get stuck with.
Emeric will share with you:
1. 10 biggest learnings on leadership, remote work, funding and hiring.
2. Setting priorities and achieving work life balance.
3. How to pick business ideas?
4. How to manage the entrepreneurial skills?"
Incorporating workplace development eLearning courses into your business is a great way to get the knowledge you need to successfully market and improve the productivity of your company. Get the knowledge and training your organisation needs to thrive for success. With these workplace development courses, they may just provide you with some extra valuable nuggets of information that can contribute towards your company achieving more success in 2021 and beyond.
If you are looking for an inexpensive way to train your staff or brush up on skills, whether you have 1 or 250+ employees then look no further.
I was honored to have been asked to present at the American Marketing Association chapter leadership summit in Chicago. Mostly, I wanted to inspire and thank this group of marketing professionals. It was a fun experience,
For my Instructional Design class we had to remake a training manual for a company called, Blue Globe. We had to redesign the look of the manual to make it look like a workbook.
I need to reply to each one of these with 100 words or more. The ins.docxdirkrplav
I need to reply to each one of these with 100 words or more. The instructor is Suzanne Minacrine please reply to her just a little more and be a more pacific when answering her questions she very very very stricct. I need to pass her class with an "B" average so far I am not I have 75.8% right now and I only have 2 weeks left of her class. Can you please help me to pass this course thank you so much for your time and help regarding this matter. Make sure your comments and questions to them are on a Master's Level PLEASE. Please ask them some questions as well thanks. Plesase be sure to put the name by each reply so therefore, I can know which one belong to who.
Student 1: Jason burkhalter
Hello Michelle,
Some things you read will say that given increase in salaries is not a good reward system. I personally do not think those people know what they are talking about. For me at least the most important thing is my family and taking care of them. So, if I receive more money at work I will be able to provide for them better. So, if I know I might get an increase in pay if I go above and beyond I am more apt to do. how do you few this subject, do you feel like increase in pay is a good type of reward system?
Student 2: Ann Lai
Examine your organization and leadership through the following questions:
1. How does your organization/leaders link rewards and appreciation to standards of excellence?
I work on a site that employees around 20 people. Having such a small group makes rewards and incentives easier to hand out. Our supervisors take turns buying or bringing in lunch for everyone particularly when we have had an event, big projects, inspections, and audits. Anytime the team pulls together and completes projects, works extra hours, does tasks outside of their job description, and offers their assistance to other departments the leaders do something to show their appreciation for the above and beyond effort. Sometimes this means buying lunch, hosting a cookout, bringing in donuts, giving employees paid time off that doesn’t count against their vacation time, etc. It shows that the better we perform the more we get from our leaders and the quality of life increases.
2. Are standards clear and how are they communicated? What changes would you recommend?
Standards are made very clear, again, because we are such a small group. Getting everyone together for daily meetings to discuss daily and upcoming taskers, going over how things need to be done, expectations as far as quality, quantity, and time frame of work, and clarifications can be made easily with everyone present to ensure everyone hears the same information exactly as it needed to be explained. Occasionally our leaders leave pass down to the team leads which usually means something gets forgotten or left out. Leaving a logbook for each shift to consult upon starting their shift would ensure both shifts are aware of what the other shift accomplished and what still need to.
Beyond the Metrics: Creating Meaningful Engagement through CommunicationLimeade
In this webinar, Limeade helps businesses take on these challenges, from everyday engagement struggles to unique crisis obstacles like showing care during the COVID-19 pandemic. This webinar will empower you to find effective and innovative approaches that actually move the needle on engagement.
1. Learning as the force to drive individual & business development | www.thelearningeye.com
Background:
“A Call Centre” provides outgoing calls for telemarketing, clientele, product
services, and debt collection. It is a fast paced, stressful environment where
every team member is given carefully monitored targets to reach each week.
“A Call Centre” employs over 500 staff, and has an average staff turnover rate
of 36%, almost double the industry average and steadily rising. Over the last
three months, Pete Plum the manager of A Call Centre has become increasingly
concerned with the high turnover, particularly in the team led by Mike Mustard.
Mike’s team, which consists of 50 staff members, has lost 13 people alone during
this short period. Pete Plum is under strict instructions from the board to
decrease turnover, improve staff motivation and in turn profits. He is now
looking at just what did kill the motivation at A Call Centre, a once thriving and
happy workplace?
To help Pete uncover the likely cause(s) of the
demotivation of Mike’s team and increase in turnover, you
will spend a week as a consultant in A Call Centre,
spending time with different team members, Mike, and Pete
before submitting your results and possible solutions.
Suspects
WANTED
suspect # 1
lack of training
suspect # 4
No defined career
path
suspect # 2
erratic moods
suspect # 5
Lack of
recognition
suspect # 7
Dull meetings with
no clear purpose or
outcomeoutcome
suspect # 6
Uncommunicated
business goals, not
aligned to staff’s
personal goals
suspect # 3
Little or no
communication
WHAT KILLED THE MOTIVATION?
background & suspectsPorfolio
Sam
pler
2. Learning as the force to drive individual & business development | www.thelearningeye.com
Monday is the official day
set aside for a team meeting,
with Mike running the agenda.
He uses the 30 minutes
allocated for the meeting to
run through how each team
member went the previous
week; how many calls were
made, products sold and
targets achieved/not
achieved.
Mid morning, one team member
approaches you. They know
you are here to uncover the
mysterious disappearance of
motivation and wants to chat
privately. They inform you they
have spoken with Mike many
times with no luck. According
to team member Wendy,
quarterly profits are down,
market share is shrinking, and
turnover is high. Wendy is
scared for hers and her team
members jobs and is looking for
some form of reassurance.
While you are chatting with Mike in
his office, Tom a relatively new team
member approaches. Tom brings a
problem to Mike’s attention that he
wants help with immediately. Mike
informs him he is in the middle of an
important meeting and can’t get to
it at the moment but is happy to
come back to him later in the day.
WHAT KILLED THE MOTIVATION?
MondayPorfolio
Sam
pler
3. Learning as the force to drive individual & business development | www.thelearningeye.com
This morning you reconvene with
Mike in his office to debrief your
first day. Throughout the
conversation, Mike laments his
frustrations at particular staff
members always questioning his
judgements and decisions. He
just doesn’t have the time to
justify his every action as a
leader.
WHAT KILLED THE MOTIVATION?
TUESdayPorfolio
Sam
pler
4. Learning as the force to drive individual & business development | www.thelearningeye.com
You spend some time with Pete to get his
insight into the issues facing A Call
Centre. According to Pete the board
have set some exciting yet realistic goals
for the organisation and he is keen to see
them achieved. He just can’t understand
why no one seems to be on the same page
in regards to where the company is going
and the amazing opportunities available
for staff who get on board with their
vision. He is unsure of how team leaders
chose to communicate these goals to
their team, but is confident they have.
During your quick lunch break a team
member approaches you. You recognise
them as someone Mike pointed out
yesterday as being one of his more
proactive employees, and a
self-delegated spokesperson for the
team. Dave gives you his perception of
what could be going wrong; he thinks the
team are just worn out, not encouraged
to think outside the box and quite simply
bored with the sameness of the their
day. This leads to little or no new ideas
coming from the team, which means lack
of ownership.
He wants to get the team reinvigorated
but doesn’t know how to go about it
WHAT KILLED THE MOTIVATION?
TUESdayPorfolio
Sam
pler
5. Learning as the force to drive individual & business development | www.thelearningeye.com
During this morning’s debrief with
Pete and Mike, you happen to be
privy to an email that comes through
from Sue, the chairman of the board.
The email details big plans to
restructure the bonus system for
employees in the hopes this will put to
rest any staff dissatisfaction and
improve their productivity. Pete and
Mike are excited and start to think
things are finally looking up.
Everybody loves more money don’t
they?
You start to notice a pattern of the same
staff who gather each morning in the kitchen
for coffee; they seem to be abuzz with
discussion. Mike has mentioned his concern for
this “time wasting” and wants to come down
hard but unsure of the best approach.
WHAT KILLED THE MOTIVATION?
WeDnesdayPorfolio
Sam
pler
6. Learning as the force to drive individual & business development | www.thelearningeye.com
After casual discussions with many
people in the team, you develop a
strong sense of uncertainty and oblivion
as to the down stream repercussions of
their actions in the team. There is low
level accountability, which is beginning
to build distrust between Mike’s team
and the other teams within A Call
Centre. As usual, it is always someone
else’s fault.
WHAT KILLED THE MOTIVATION?
thursdayPorfolio
Sam
pler
7. Learning as the force to drive individual & business development | www.thelearningeye.com
You catch up with Sue this
afternoon to gain an
insight into the Reward
and Recognition program
at A Call Centre. Sue
proudly goes through this
with you explaining that
each month the most
deserving team member is
rewarded with a double
movie pass, and a
certificate of
appreciation. This is
presented at the weekly
team meeting by the team
leader of the recipient.
You feel this issue is
worth investigating
further, and spend
some one on one
time again with
Dave. Dave
acknowledges the
issue, and would
like to improve the
situation but simply
shrugs his
shoulders and
responds “What
can I do? I’m just
another team
member”.
WHAT KILLED THE MOTIVATION?
thursdayPorfolio
Sam
pler
8. Learning as the force to drive individual & business development | www.thelearningeye.com
Today is the weekly management meeting to
discuss the results of the week, any issues and
refocus on business goals. Pete heads up the
meeting which is attended by each team leader
and occasionally a board member will pop in. This
meeting focus’s heavily on the lack of motivation
and high turnover, with each team leader giving
their insights.
Mike runs straight from the meeting to one of his
team to thank them for staying back last week
one night. He has been caught up in meeting after
meeting this week and didn’t get a chance to
catch them before now. Discussing motivation in
the management meeting reminded him. The team
member, although pleased at the impromptu
feedback, had forgotten all about it.
WHAT KILLED THE MOTIVATION?
fridayPorfolio
Sam
pler