New Year Resolutions of a Manager - National HRD Network

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Stress Among Call Centre Executives: An Empirical Study Dr. Zafrul Allam Abstract their problems and queries or converting respondents were allowed to take their own enquiries into sales and thereby creating time to complete the questionnaires. The The business process outsourcing (BPO) new clients Example include customer care, responses were scored and put to statistical industry, dominated in India by the call post -sales services, technical support, presales enquiries etc.Whereas, outbound call analyses for results. centre segment. The present study is aimed at ascertaining the levels of stress among center is responsible for calling customers Results and Discussion call centre executives. The sample consisted for the purpose of telemarketing, collection, of 50 call centre executives located at Results indicate that Tension headaches, pre-sales etc. Hyderabad. The self made questionnaire Weakness and Eye problem (physiological) was administered to gather the STRESS and Irritability, Feeling tense and poor eating informations.The obtained data were habits (psychological) were found more analyzed by using simple percentage The concept of stress was first introduced among them. The results may be attributed method. The findings revealed that in the life science by Hans Selye in that most of the executives who joined the physiological symptoms viz; tension 1936.Stress, concept borrowed from the call center as younger age are not seeing headaches, weakness and eye problem and natural science, derived from Latin word the long term goal and seeing only short psychological symptoms i.e; irritability, 'String ere' which means to draw tight. Stress benefits and have euphoric feeling of feeling tense and poor eating habits was was popularly used in the seventeenth excitements, enthusiasm and pride. found more among call centre executives. century to mean hardship, strain, adversity However , long hours of work, permanent This study will give insight to call centre or affliction .It was used in the eighteenth night shifts, irate customer, sudden management to work on certain aspects of century and nineteen centuries to denote technology changes, routine work, stress to minimize it for better performance. force, pressure, strain or strong effort with demanding customers, keenly monitoring, ill reference to an object or person. In treatment by management, time pressure, WHAT IS CALL CENTER? engineering and physics, the term implies presuure to complete calls, change in policy Call centers are central locations for high - an external force or pressure exerted on /procedure`, threat of outsourcing / volume calls where customer's and other something with the intention to distort and consolidation, lack of training ,job insecurity, telephone call are handled by an being resisted by the person or object on lesser number of holidays, missing social organization, sometimes with computer which it is exerted. In psychophysiology, partying , unable to balance work- family life, automation. Call centers are used as mailorder catalog centers, telemarketing call stress refers to some stimulus resulting in attendance policy, inability to take breaks and a detectable strain that cannot be pressure to sell services and products are centers, help sesks and generally large accommodated by the organism and which the major source of stress among call center organizations that use the telephone to sell ultimately results in impaired health or executives. Results also suggested that or service products and services. Diverse behavior. The main objective of this study attrition rate is approximately 30-40% in call ranges of business use call centers to is to identify the physical as well as center and multiple personality disorders are interact with their customers. Example psychological symptoms of stress of call the results of stress. includes utility companies, mail order centre executives. Conclusions catalogue firms and customer support for Methodology computer hardware and software. In spite of various hazards, in India call The respondents of the present study were center segments are booming and large It is like any other office environment where 50 call center executive with a range of age numbers of people are joining it, mostly with people work, talk on phones and work with 18-31 years selected at Hyderabad. A Selfmade questionnaire was administered to the courses. Most of the call centers have training just a graduation or technical diploma computers. The key differences is that in a call center there are huge numbers of teams respondents. The scale consisted of centre and other recreations facilities, but of people who primarily handle a never - biographical variables and physiological and stress is inevitable in day to day life and can ending flow of customer calls. These call psychological symptoms of stress. Keeping occur at anytime or any moment. centers have existed for decades but have in view the objectives of present study Management should continuous put efforts only really mushroomed in the last five years simple percentage statistical method used to prevent such kind stress by periodic or so. The boom has been fuelled by to analyze the data.The questionnaire was reviews and made strategies to prevent the advances in technology and shifts towards administered to 50 call center executive executives from stress.Moreover, it is very a 24 hour society allowing us to call at any .Each respondent was contacted personally difficult to reduce absolute stress from hour of the night or day. and requested to fill the questionnaire executives but can be minimize by role shifts, Types of calls are often divided into outbound and inbound. Inbound call center handles calls from customers and is responsible for either retaining existing without leaving any item and out of ten physiological and psychological symptoms of stress you give respond to five most important stress. They were assured of work design, proper training related to stress, and job enrichment, management supports to their personal life and moral support. Every study has certain limitations, but has avenues customers trough appropriate solutions to confidentiality in their responses. The for further future research. u H Dr. Zafrul Allam is a Faculty Member, Centre for Organizational Development, Hyderabad Email: zafrulallam@rediffmail.com | HRD News Letter | January 2007, Vol.22, Issue:10 28|
Exit Interview: Objective & Modus-operandi Debabrata Dash Exit Interview is an appropriate & befitting medium through which useful information can be captured from the outgoing employees.These information can subsequently used for Organisational Development purpose.For industries where the employee turnover rate is very high, interventions can be taken for employee retention after a systematic analysis of Exit Interview Report generated based on the response of the employee. All activities related to Exit Interview can be divided to six phases. 1. Framing of Questionnaire 2. Intimation to the respective employee to attend the interview on scheduled date, time & place 3. Conduct of the Interview 4. Storing of the relevant information 5. Subsequent Analysis of the response & appraising the analysis to the Management 6. Suitable intervention for employee retention Employee separation can be attributed to the following factors:- A. Superannuation B. Voluntary Retirement C. Resignation D. Termination For the first three cases,it is absolutely desirable to go for an exit interview.Before designing the questionnaire for the interview,it is essential to consider the following factors:- i) The cause for the separation ii) The tenure of service of the outgoing employee iii) The grade of the outgoing employee, his functional area & expertise iv) Analysis of the performance reports of the concerned employee Before conducting the interview, the concerned HR person must have a clear understanding of all the above so that he can frame more relevant questions .The employee can be asked to respond to a series of questions and simultaneously his/ her response can be recorded. For a senior person leaving the organization on account of superannuation, focuss should be given on 1. His/her perception about the organization 2. Thrust Areas needing the attention of Management 3. Areas of improvement 4. Specific suggestions if any for growth & business excellence 5. Unfulfilled assignments 6. Learning Experiences 7. Consent to be associated with the organization as a trainer/mentor/ counselor/advisor/consultant (given a chance) 8. Final word of advice But, compared to the above pattern, focuss should be shifted to other points if the employee is leaving on account of resignation or VR.Here, HR must try the level best to capture the root cause for leaving. In such cases, questions should be based on the following:- 1. Reason for leaving 2. Impression about the organization 3. Significant Contribution 4. Difficulty faced (if any) 5. How the organization could have been served your interest so that you would not have thought for leaving the organization? 6. Willingness to the join the company at a later stage (given a chance) The duration of the interview should not be long enough & it must be conducted before the final day of leaving so that employee concerned is not in a hurry .While conducting the interview, the HR manager must create the conducive environment in which the employee will feel free to convey his frank opinion.One of the big role for HR here is to express the concern of management for losing the particular employee.The employee must get a feel of it. After the conduct of the interview, the response of the outgoing employee may be thoroughly analyzed. A comprehensive database is quite helpful in storing the responses of Exit Interview. Multiple querries can be run utilizing the database.If the management wants to know particular information pertaining to the profile of people leaving,it can be instantly provided.After storing all the required information, it is desirable to generate a comprehensive report which is presented to the Management for perusal & appropriate action. Using the Exit Interview analysis reports,HR can suggest many developmental interventions to the Management for implementation. These include design of reward & recognisation schemes to the performers, review of compensation package & introducing various motivational schemes to enhance the sense of belongingness for the organization. The organization may go for many non-monetary benefits like initiating a culture building process by building an environment of trust, mutual respect & open communication, interactions through informal get-together to strenghthen interpersonal relationship. These interventions will improve the climate of the organization in which employees will be committed to contribute for the organization. Losing an experienced employee is always an irreparable loss for any organization. Hiring a suitable substitute is equally tough.However if the committed HR team work diligently for employee retention,it will be a tremendous achievement !The Exit Interview may appear to be a simple HR activity but it has a big role to play. u H Mr. Debabrata Dash works with Corporate HR, Nalco, Bhubaneshwar and he can be reached at e-mail: dash.debabrata@rediffmail.com | HRD News Letter | January 2007, Vol.22, Issue:10 29|
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Page 4 and 5: HRD NEWSLETTER Vol - 22 January 200
Page 6 and 7: It's that time again when we greet
Page 8 and 9: INTRODUCTION HR manager can play a
Page 10 and 11: HR Strategy: Focus and Integration
Page 12 and 13: Talent Management "To put it simply
Page 14 and 15: Competency Mapping - Catch Word In
Page 16 and 17: Spiritual Intelligence Naachimuthu,
Page 18 and 19: ICTs And Family Life The old order
Page 20 and 21: Appraisals Appraised Annual Apprais
Page 22 and 23: Empathy is the term used to describ
Page 24 and 25: Tune Your Track Towards The Path Of
Page 26 and 27: Five occasions when you must commun
Page 30 and 31: Case Study - 13 'Saamp Bhi Marjaye,
Page 32 and 33: CRM - Six Steps From Customer Servi
Page 34 and 35: HYDERABAD CHAPTER PROGRAMMES Januar
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