however whatever her virtues, Gustafson firmly resisted all attempts to increase efficiency and lower costs in a department where salaries accounted for close to 70 percent of the budget. that's where Erik Rasmussen came in .Upper-level management charged him with the task of bringing cost under control. Eager to do well in his first management position, the hard working, no-nonsense young man made increasing the number of calls per hour each representative handled a priority. For the first time ever the company measure the representatives’ performance against statistical standards that emphasized speed, recorded the customer service calls, and used software that generated automated work schedules based on historical information and projected need. Efficient, nor flexible scheduling the goal. In addition, the company cut back on training .
the result, Martin Quinn had to admit, were mixed. With more efficient scheduling and clear performance standards in place, calls per hour increased dramatically, and subscribers spent farr less time on hold. The department’s costs were finally heading downward, but department morale was spiraling downward as well, with the turnover rate currently at 30 percent and climbing. And Quinn was beginning to hear more complaining from subscribers who’d received inaccurate information from inexperienced representatives or representatives who sounded rushed. It was time for Rasmussen’s first performance review. Quinn knew the young manager was about to walk into his office ready to proudly recite the facts and figures that document the department’s increased efficiency. What kind of an evaluation was he going to give Rasmussen? Should he recommend some midcourse corrections? Walau bagaimanapun apa jua kebaikan beliau, Gustafson tegas menentang segala usaha untuk meningkatkan kecekapan dan kos yang lebih rendah di jabatan di mana gaji menyumbang hampir 70 peratus daripada bajet. itulah mana Erik Rasmussen datang. Upper peringkat...
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