Project
Case study:
Dreamy Destinations is a travel service provider that runs most of its operations through call
centres. The company has been in operation for 10 years and currently has a contact centre
in Hobart. The primary business of the company is to sell domestic travel packages. The
company is well known for its destination travel packages.
The structure of the organisation is as follow:
The employee turnover in the organisation is at 48% for telephone representatives, and it is
directly having an impact on the organisation’s ability to deliver quality customer service.
The biggest drawback for the IT department is constantly having new employees start work,
and that is making it difficult for Dream Destinations to maintain the required standard of
customer service that they are aiming to deliver.
To rectify this business problem, the organisation has set up a goal in the organisations
strategic planning to reduce the employee turnover to the industry best practice levels in
the next five years.
Strategic goal:
To reduce the turnover to 19%
Operational goal:
To reduce the turnover by 12% by the end of the financial year.
Dreamy Destinations believe that if they are successful in reducing turnover, then they
would be able to implement a training program that would help them to train and develop
staff.
This would help them to achieve and maintain the required level of customer service. The
company also considers that in order to achieve the strategic and operational plan, they
must change the way in which they do things now.
Rob, the Contact Centre Operations Manager, has been allocated the task to identify the
changes required to achieve their strategic and operational goals.
R
ob recognises that the initial step that needs be taken is to determine the change
requirements that must be implemented to reduce the turnover. To do so, he is required to
analyse the current state of the business. Rob completes a review of the organisation’s
structure, processes, people and technology.
Rob compared the operational practices and outcomes with pre-existing policies and
strategies.
He identified that the achieved outcomes were not in line with the policies of the
organisation that included policies for:
Process
No documented
process
No process review
conducted since the
company has started
People
Poor relationship
between mangers
and staff
Minimal opportunity
for training
Technology
No manual and user
guides available ‘
Need to upgrade
technology as
interruptions
experienced on
regular basis
Structure
High supervisor to
employee ratio ‘
Flat structure
Upgrading of technology
Regular supervisor and employee engagement meetings fortnightly.
Performance review and evaluation conducted for each employee bi-yearly.
