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ProjectCase study:Dreamy Destinations is a travel service provider that runs most of its operations through callcentres. The company has been in operation for 10 years and currently has a contact centrein Hobart. The primary business of the company is to sell domestic travel packages. Thecompany 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 isdirectly 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 ofcustomer service that they are aiming to deliver. To rectify this business problem, the organisation has set up a goal in the organisationsstrategic planning to reduce the employee turnover to the industry best practice levels inthe 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 theywould be able to implement a training program that would help them to train and developstaff.This would help them to achieve and maintain the required level of customer service. Thecompany also considers that in order to achieve the strategic and operational plan, theymust change the way in which they do things now. Rob, the Contact Centre Operations Manager, has been allocated the task to identify thechanges required to achieve their strategic and operational goals. Rob recognises that the initial step that needs be taken is to determine the changerequirements that must be implemented to reduce the turnover. To do so, he is required toanalyse the current state of the business. Rob completes a review of the organisation’sstructure, processes, people and technology. Rob compared the operational practices and outcomes with pre-existing policies andstrategies. He identified that the achieved outcomes were not in line with the policies of theorganisation that included policies for:Process No documented process No process review conducted since the company has startedPeople Poor relationship between mangers and staff Minimal opportunityfor training Technology No manual and user guides available ‘Need to upgrade technology as interruptions experienced on regular basisStructure 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.