iSixSigma

Attrition in the call centre

Six Sigma – iSixSigma Forums Old Forums General Attrition in the call centre

Viewing 7 posts - 1 through 7 (of 7 total)
  • Author
    Posts
  • #47591

    jas
    Participant

    Hi,
    I am working on the call centre employee attrition project.  Can someone please provide me with any project example that could guide me for the project?
    Your help will be greatly appreciated  !
    Jas

    0
    #158769

    Sharma
    Participant

    hi
     
    well the metrics will be innumerable n deciding the x’s will  need to be done
     
    I suggest yu to beginn with the project charter 
    when defining the goal n the problem stsatement u will need to understand what u want to achieve ( or i f defined by the conpany)

    0
    #158771

    jas
    Participant

    Thanks for your reply. 
    My problem is that new hires leave right after getting the training resulting in signifant hiring cost.  Any suggestions how this can be improved.
    Thanks,
    Jas

    0
    #158772

    qualitycolorado
    Participant

    Jas, Good morning!
     
    This is a common problem that can definitely be improved.  Do you gather data from exit interviews of these new hires, to see what they say about 1) their training, 2) how they are treated in training 3) why the are leaving?
    Also, collect some data upstream, from recruiting people, recruiting managers, etc. — ask questions about how they ensure that there is a good fit. Also, flow out the recruiting process — does the recruiting process include some “simulation” of what it is like to work in a call center (this work is definitely NOT for everyone)?
     
    I’ll bet that you find some interesting and actionable information from these 2 sources.
     
    Best regards,
    QualityColorado
     
     

    0
    #158773

    Joe BB
    Participant

    Good Afternoon,
    Attrition in a call center, my every favorite and never ending problem.
    I have done maybe 5 projects on this and all have had one common factor, you have to specify the type of defect and handle them one at a time.  What does this mean you ask?  Well since you asked:
    Attrition is a overall output based on a system of x’s, what are the x’s, well I am glad you asked that, each center has their own and this is where you need to apply a team based atmosphere to allow the discussion of things that could effect attrition, and then you need to prove that they do or do not.
    The overall attrition number has two beasts, voluntary and involuntary, both of which need to be handled in seperate subgroups as they are different.
    We instituted a few things to improve our x’s understanding, 1 we started applying reason codes to who quit, second we began calling back after 30 days to get the reason again, this in a sense was our gauge data.  Shorlty after applying this rationale we had a breakthrough, the reason why they left when asked the day of was drastically different then the reason they really left, which was more truthful after 30 days.  SO we only use post 30 day answers as a rule of thumb.  This however was a conclusion we made on the specific nature of the post 30 day to the vauge nature of the day of survey.
    Next we did a pareto looking at the top reason codes, and what did we find?  The principal upheld itself and we got a whole new perspective, 80% of attritoin was caused by 20% of the codes.
    The top one was unrealistic job expectation.
    We launched a project just on this.  Based on the current HR training system there was a flaw in the fact that they only listened to 3 calls and they were patty cake calls.  I can attest from my own expereince years ago on the phones, that most customers are pissed off and not very happy.  People were hitting the floor, getting their ass tore up, and disapperaing within a few days.  This is what we called the “Hump”  once you got over the inital hump of 3 weeks on the floor, this particular reason code became no big deal.
    Our solution:  Put them on the phone with a medium level agent in the hardest department of the company, if they quit after this we considered them a postive sucess and we saved x by speding a whole lot less.  Sounds kind of crazy and in took a while to convince the managers, but it worked, we cut attrition by 25% just by screening out the people not meant for the work from the Realisitc job Preview step.  We showed them what the work was really like and they decieded to persue other avenues, at this point we had only spent about 200 dollars on them (2-3 days worth of work) if we waited till the end of training, we would spend close to 5000.  Big difference.
    We had others as well, but they are not cookie cutter solutions and as such you should apply the rigors to your own process.
    Good Luck

    0
    #158774

    jas
    Participant

    Thanks guys greatly appreciated.  These are great suggestions that would definitely help.  Do you have any case studies that I can refer to?
    Thanks,
    Jas

    0
    #158786

    Chad Taylor
    Participant

    Joe BB
    Excellent explanation. I am going to copy this and file for future reference for some up coming training. With your permission.
    Chad Taylor
     

    0
Viewing 7 posts - 1 through 7 (of 7 total)

The forum ‘General’ is closed to new topics and replies.